M. Porter believes that the primary source of competitive position is not the functional efficiency of the enterprise as a whole, but the efficiency of the various types of activities that enterprises undertake when delivering their product to the market. Each type of enterprise activity contributes to its market position. This way of understanding efficiency allows it to be considered on two levels:
• operational efficiency, understood as the improvement of activities, i.e., performing them better than competitors
• strategic efficiency, understood as the combination of these activities, i.e., creating a unique and key position associated with long-term actions and logistical solutions, leading to the achievement of a competitive advantage.
• strategic efficiency, understood as the combination of these activities, i.e., creating a unique and key position associated with long-term actions and logistical solutions, leading to the achievement of a competitive advantage.
For the development of an enterprise, both high operational and strategic efficiency are necessary. Operational efficiency is an important aspect of evaluating implemented logistics processes and individual links in the supply chain, while strategic efficiency plays a fundamental role in evaluating the entire supply chain. Therefore, combining operational efficiency with strategic efficiency requires the design of an appropriate system for measuring and evaluating enterprise performance, taking into account not only financial but also non-financial results.
The article comes from the magazine “Logistyka” 6/2006.