Identification and evaluation of the frequency and the power of influence as well as effects of disruptions, are essential problems noticed both by practitioners and theoreticians of the management of flows in supply chains. They are a widely discussed problem of the resilience of the supply chain. This paper considers the strategy of strengthening the resilience by production postponement and constructing network relations with subcontractors and participants of distribution channels. The study took into account two locations of the material decoupling point in supply chains of metallurgic products. Due to the aim of the research, attention was focused on the material decoupling point of the supply chain: assembly to order

M. Kramarz

W. Kramarz

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Managing the flow components in supply chains

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158  METALURGIJA 58 (2019) 1-2, 158-160M. KRAMARZ, W. KRAMARZMANAGING THE FLOW COMPONENTS IN SUPPLY CHAINSReceived – Primljeno: 2018-01-22Accepted – Prihvaćeno: 2018-07-10Review Paper – Pregledni radM. Kramarz (mkramarz@polsl.pl), Silesian University of TechnologyW. Kramarz (wkramarz@op.pl), The Jerzy Kukuczka Academy of Physical Education in Katowice, Poland.Identification and evaluation of the frequency and the power of influence as well as effects of disruptions, are es-sential problems noticed both by practitioners and theoreticians of the management of flows in supply chains. They are a widely discussed problem of the resilience of the supply chain. This paper considers the strategy of strengthen-ing the resilience by production postponement and constructing network relations with subcontractors and par-ticipants of distribution channels. The study took into account two locations of the material decoupling point in supply chains of metallurgic products. Due to the aim of the research, attention was focused on the material decou-pling point of the supply chain: assembly to order.Key words: metallurgical products, managing, supply chain, cooperation climate, postponement production INTRODUCTION Supply chains, sensitive to disruptions, realize flows in a turbulent environment. The network structure of sup-ply chains favours not only generating disruptions but also transferring them along the stream of the value add-ed. Consequently, research into strategies of strengthen-ing the resilience of supply chains are important and cur-rent. The authors considered two variants of this strategy and evidenced their limitations. The study took into ac-count two locations of the material decoupling point in supply chains of metallurgic products. The adopted re-search procedure consists of the following stages: identi-fication and analysis of disruptions (the diary method, a statistical analysis of the obtained results), identification of factors which determine establishing network relations and developing a construct of cooperation climate (a sta-tistical analysis of the initial data) and a sensitivity analy-sis of the supply chain to changes in cooperation climate (simulation modelling in the system dynamics technolo-gy). The research findings indicate limitations of the ap-plied strategy of strengthening the resilience of the sup-ply chain of metallurgic products.MANAGING FLOWS DIRECTED ON REILIENCE SUPPLY CHAINThe organization of material flows in supply chains depends on a number of factors, including a description of demand, the degree of the complexity of a product, the production and logistic cycle, the lead time accepted by the customer. The determinants mentioned together affect the location of the material decoupling point in the supply chain [1] and consequently the location of ISSN 0543-5846METABK 58(1-2) 158-160 (2019)UDC – UDK 669.1.015:331.98:658.7:347.726 = 111resources in the supply chain, which are crucial for syn-chronization of material flows. The literature most fre-quently mentions three main material decoupling point: make-to-stock (MTS), assembly-to-order (ATO), make-to-order (MTO). The material decoupling point (or Cus-tomer Order Decoupling Point) is investigated in the context  of the supplies management but also touches a number of other issues connected with the organization of flows, including integration of the supply chain, re-silience of the system and subcontracting [2]. Kramarz, Kramarz (2015) indicate risk factors which involve dis-ruptions in the flow of metallurgic products differenti-ated in the service centre in accordance with the produc-tion postponement strategy.The personalization of products in supply chains, which on one hand is a response to the uncertainty of the environment and limits the costs connected with lost sales, requires formation of new network relations and a different approach towards managing flows, which can generate disruptions in material flows. Consequently, the organization cooperating in the supply chain must recon-figure their operations directed on strengthening the re-silience of the supply chain [4].  The resilience of the sup-ply chain is understood as a property (attribute) of the organization / system expressing the rules, the proce-dures, the method and the management techniques and the strategy protecting the organization against negative results of deviations occurring because of disruptions [5]. THE CONCEPTION OF RESEARCH MODEL Supply chains of metallurgic products are differenti-ated and complex with regard not only to a wide choice but also to heterogeneous customers. This research sep-arated the flows which concern components, the same customer is an institutional recipient, who execute fur-ther manufacturing operations. In this understanding a 159M. KRAMARZ et al.: MANAGING THE FLOW COMPONENTS IN SUPPLY CHAINSMETALURGIJA 58 (2019) 1-2, 158-160component involves a supply of the customer’s manu-facturing system. Adopting this assumption has its con-sequences in the established service standards. Institu-tional customers have large bargaining power and si-multaneously demand reliable order fulfilment. Relia-bility, understood as completeness and punctuality is a dimension of assessment adopted in further analysis. The assumptions adopted to the research took into ac-count formation of network relations for the service centre at the level of execution of postponed manufac-turing tasks, however, for the distribution centre at the level of execution of transport processes. Another adopted assumption is the dynamic character of the dis-tribution network shaped by the service centre. It is so because the constructed network relations are strongly addicted to the climate of cooperation in the network. The context of the analysis of variants of formation of the resilience of the supply chain -  the climate of network collaboration, proposed in this paper, is a new construct, however, it is strongly embedded in the pre-vious research into collaboration in interorganizational networks and determinants of this collaboration. Cza-kon, Klimas (2017) [6] noticed that the theoretical frames of networking cooperation provide discrimi-nants of co-ordination of activities in an interorganiza-tional space: 1) adaptation of expectations, skills and aims of the participating organizations; 2) designing routines of collaboration and rules of communication; 3) designing rules of behaviour binding the cooperating organizations. Empirical research into the collaboration between tourist enterprises selected: confidence, incli-nation to collaboration and experience in collaboration. The conceptualization of dimensions of the climate of interorganizational collaboration adopted by Czakon, Klimas 2017 [6],  justifies adopting a three-dimensional approach towards this construct, i.e.: confidence, incli-nation to collaboration, the experience in collaboration. However, these three dimensions do not exhaust the collection of factors which could have influence on es-tablishing network relations.Therefore we propose a wider look on the construct of the climate of network cooperation. The interpreta-tion of the climate of network cooperation was proposed by Kramarz (2012) as the total of phenomena affecting decision making about formation of network relations. Consequently, according to the assumptions adopted in this paper, and the logic of research, the climate of net-work cooperation can be, for the flag enterprise of the distribution network (including both the service centre and the distribution centre). a factor limiting formation of the resilience through the variant of an increase in network relations. In the research into the climate of network coopera-tion, a decision was made about widening the range of factors by elements of the nearer and further environment of cooperating enterprises. The collection of relation de-terminants in distribution networks of products was de-veloped in 2010-2012. The final result involved the fol-lowing stages:  literature research, pilot studies, expert research, actual survey. Climate-forming factors were evaluated as regards the direction of the influence on de-cision making about formation of network relations (in-hibitory or favourable ones), and regarding the power of influence on the undertaken decisions. In the research in the metallurgic industry, the scale (-5;5) was adopted. Si-multaneously, respondents gave ranks to climate-forming factors. Due to the number of significant climate-forming factors in the metallurgic industry, determined by ex-perts, the total sum of ranks was determined as 100.The direction of the influence on the undertaken de-cisions allows dividing climate-forming factors into stimulators and destimulators of formation of network relations. In the next phase of determining the climate of network cooperation, it is postulated to determine weighted assessment of stimulators (SWO) and weight-ed assessment of destimulators (DWO). The sum of weighted grades of stimulators and destimulators deter-mines the climate of the cooperation (CC). CC = SWO + DWO. The interviews were carried out in 27 organizations (2012), 27 organizations (2014), 31 organizations (2016). The investigated distribution sector of metallur-gic products was dominated by factors favouring for-mation of network relations. CC 2012 = 233; CC 2014=248,5; CC 2016= 256,5The cooperation climate changes proportionally to changes in demand for Polish metallurgic products. After the period caused by the lengthening crisis, which was difficult for metallurgy, in 2014 the economic situation improved, and thanks continuation of infrastructural in-vestments and positive legal changes the demand for steelwork in Poland was rebuilt. Both the market and the production of steel increased significantly attaining the highest dynamics in the European Union. In 2017 the do-mestic consumption of steel reached the record level of over 13,5 million tonnes - according to the data of the Polish Steel Association (HIPH) in Katowice. The domes-tic production of steel increased by almost 15 percent.STRATEGIES OF STRENGTHENING RESILIENCE The further stages of the research took into account strengthening the resilience by building network rela-tions with subcontractors of postponed manufacturing tasks and network relations with logistic organizations, which allow obtaining the effect of flexible transport net-works. Simultaneously, the empirical research took into account two points of product differentiation in the sup-ply chain:  the service centre, which is a commercial en-terprise executing complex postponed manufacturing tasks (3 different operations on the metallurgic product), and the distribution centre, which is a logistic enterprise and executing solely one postponed manufacturing op-eration. The service centre sells the product in different variants. This organization forms strong relations in sup-ply chains and simultaneously both formal and informal relations with subcontractors of postponed manufactur-ing tasks, with substitutional resources at its disposal. The distribution centre offers services involving storing 160M. KRAMARZ et al.: MANAGING THE FLOW COMPONENTS IN SUPPLY CHAINS METALURGIJA 58 (2019) 1-2, 158-160bution sector of metallurgic products. The centre service, which is a commercial enterprise involved in selling met-allurgic products, participated in changes in the distribu-tion sector of metallurgic products from the beginning of the restructuring of the Polish metallurgy. This organiza-tion strengthens the resilience through flexible resources allowing combination of different postponed manufactur-ing tasks and formation of relations with subcontractors of postponed manufacturing tasks. Network relations are unusually essential for this organization. This fact causes a large sensibility of the distribution system with partici-pation of the service centre to changes in the climate of network cooperation. A decidedly weak aspect indicated in this particular case are relations with transport enter-prises because disruptions which arise at the last stage of product delivery to the customer result directly in worsen-ing the customer satisfaction because there are no chances for suppressing their effects. The strategy adopted in this way increases the flexibility of the system and allows re-sponding to exogenous disruptions. Disruptions in flows between the service centre and the subcontractors are not dominant and are compensated by the service centre. The distribution centre realizes the strategy of the surplus of the base product and simultaneously shapes network rela-tions with transport enterprises. This variant is compatible with one of the strategies of strengthening the resilience - flexible transport networks. The strategy adopted in this manner allows compensating very well disruptions in the variant of selling the product which is not personalized (in the organization under research such orders constitute above 70 % of all orders). For products personalized through cut, flexible transport networks do not sufficient-ly compensate disruptions in the conditions of strong de-mand fluctuations. REFERENCES1. J. Olhager, The role of decoupling points in value chain management, Modelling Value, Selected Papers of the 1st International Conference on Value Chain Management, H. Jodlbauer, J. Olhager, R. Schonberger, (eds.) XXI, Spring-er, (2012), pp.418 434.2. D. Van Donk, R. van Doorne, The impact of the customer order decoupling point on type and level of supply chain integration, International Journal of Production Research 54 (2016) 9, 2572-2584. 3. M. Kramarz, W. Kramarz, The identification of zones of am-plification of disruptions in network supply chains of metal-lurgic products. Metalurgija 54 (2015) 1, (2015), 279-282.4. H. Cui, T. Yong, Product differentiation, export participation and productivity growth: Evidence from Chinese manufac-turing firms, China Economic Review 41 (2016), 234-252.5. K. Govindana, M. Fattahib, E. Keyvanshokooch, Supply chain network design under uncertainty: A comprehensive review and future research directions, European Journal of Operational Research 263 (2017) 1,108-141.6. W. Czakon, P. Klimas, Klimat współpracy między-organizacyjnej w diadach i sieciach sektora turystyki, Han-del Wewnętrzny 3 (2017), 53-65.Note: The responsible for English language is lector from Uni-versity.and delivering the base product or one variant of the dif-ferentiated product to the customer. This organization performed services for one segment of recipients and builds strongly formalized relations both in the supply chain with industrial and commercial enterprises, and in the logistic network with transport enterprises.Measuring disruptions in flows of components for the following industry lines: motor, building and steel pro-cessing was conducted for one year. Disruptions were measured by means of the method of continuous partici-pating observation with the use of the technique of diary studies and a questionnaire for measuring disruptions. The methodology for measuring disruptions and analysing resilience variants went in the same manner in each organization: daily identification of disruptions (diary studies), a cause-and-effect analysis of disrup-tions (Ishikawa’s diagram), simulaton analysis in the system dynamics technology in Vensim DSS tool. The interrelations provided the basis for operationalization of the simulation model. The authors carried out simu-lation experiments for the variant of stable demand for the service centre and the distribution centre, in a fa-vouring climate, then the authors changed climate pa-rameters to the climate unfavourable for establishing network relations in the variant of subcontracting of postponed manufacturing tasks. The next experiments involved increasing demand fluctuations over 20 % in the conditions of climate favouring network coopera-tion and then in the conditions of climate unfavourable for network cooperation. This research indicates a higher resilience of the dis-tribution system configured on the basis of the model with the service centre despite its bigger complexity. As regards demand with slight fluctuations, both the first and the second model, at all product variants, maintain the determined reliability standard, without falling below 75 % of orders fulfilled completely and on time. In the conditions of worsening the climate of cooperation, there are no changes in the resilience of the model with the distribution centre, however, there is a considerable de-crease in the indicator of the reliability of fulfilled orders through the service centre. Resource sharing for manu-facturing different product variants without any possibil-ity of commissioning parts of the operation to subcon-tractors, and without any possibility of compensating disruptions through the flexible transport variant, indi-cates a large sensibility of the model with the service cen-tre to changes in the climate of network cooperation. In-creasing demand fluctuations for the favouring climate of network cooperation shows a large resilience of the sys-tem with the service centre, and an insufficient resilience of the system with the distribution centre. The worsening climate of cooperation again increases the results of dis-ruptions in the system with the service centre.CONCLUSIONStrategies of strengthening the resilience proposed by the two investigated subjects are different and result from the network maturity of those organizations in the distri-

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