В статті окреслено необхідність адаптації комплексної системи стратегічного маркетингового управління підприємством до умов реалізації ключових бізнес-процесів ланцюга поставок товарів повсякденного попиту: обслуговування клієнтів; ефективне управління попитом; взаємодія учасників у реалізації процесів у ланцюгу поставок; скорочення витрат по всьому ланцюгу поставок. Обґрунтовано забезпечення комплементарності стратегії маркетингу і логістики в ланцюгах поставок завдяки впровадженню стратегічної моделі ECR, що забезпечить досягнення бажаної гнучкості ланцюга поставок шляхом надання відповідної еластичності тим процесам, котрі не вимагають радикальних змін та інвестицій. Доведено, що інструментом компромісного вирішення дилеми «ефективність contra еластичність» ланцюга поставок є «гнучка логістика», ефективність якої забезпечують: гнучкість фізичної поставки, гнучкість закупівель, гнучкість дистрибуції та гнучкість управління попитом.
The aim of the article. The purpose of the article is to justify the directions and conditions for achieving complementarity of marketing and logistics strategies in the supply chain of fast-moving consumer goods (FMCG).
The results of the analysis. The necessity of obtaining by FMCG producers and developed by them supply chains of the corresponding strategic, tactical and operational elasticity potential which will allow to increase reactive abilities to the consumers needs.
The system of strategic changes in marketing management, which is based on the development of the potential of partnership relations, creation of the base of strategic marketing information and its use in the direction of substantiation of the appropriate quality of customer service, demand management, expenses and relationships with partners is proposed.
It is substantiated that the field of ensuring complementarity of marketing strategies and logistics in supply chains is a suitable ECR product that enables the desired flexibility of the supply chain to be achieved by providing appropriate elasticity to those processes that do not require radical changes and investments. In particular: processes for the purchase of raw materials, materials, components of finished products; logistics processes, first of all, transport and warehouse; electronic processes in the field of order execution management, using modern e-business IT technologies.
The influence of elements of the complex system of strategic marketing management on the complementarity of business processes of the supply chain is proved: customer service; effective demand management; interaction of participants in the implementation of processes in the supply chain; reduce costs throughout the supply chain.
Has been set the necessity of the well-known integrated system adaptation of an enterprise’s strategic marketing management, which covers such systems as: audit system of strategic marketing management; system of portfolio formation of marketing management strategies; the system of strategic changes in the marketing management of the enterprise to the process of implementing the key success factors of the supply chain, in particular the FMCG.
Conclusions and direction for further research. The mechanism of introduction of the strategic marketing system in the supply chain of the FMCG is developed, which is distinguish by synchronizing marketing, logistics and financial strategies with respect to their impact on the logistic complementarity of key business processes, in particular with regard to goods, prices, costs, sales, communications, customer service, demand management. The proposed system of strategic changes in marketing management is based on the development of the potential partnership relations, the creation of a base of strategic marketing information and its use in the direction of investigation the quality of customer service, demand management, costs, relationships with partners and ensuring strategic control over the implementation of a key success factors in the supply chain.
It is established that the tool for a compromise solving dilemmas «Elasticity contra efficiency» of the supply chain. There is «flexible logistics», the basic elements of which are: flexibility of physical delivery, flexibility of purchases, distribution flexibility and flexibility of demand management. In a further developments in this direction, it is necessary to develop a mechanism for the integration of independent business entities into the supply chains of FMCG using «flexible logistics».
