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H.-Ch.Graf,N.Tellian
Enterprisesarethereforeencouragedtoreactflexiblytochangesintheirenvi-
ronmentwithoutreducingtheefficiency.Howflexibleanenterprisecanreactis
shownbyitsabilitytotackleunexpectedevents.Eventsarebasedonstatusreports,
andchangesinaprocessthatcanbepositiveandnegative.Theycantriggerfurther
processesorberecognizedasmistakesandsignaladeviationofplans.
2.1.Limitationsandflexibilityofcooperatingtiers
Articlesandothergenderrelatedsubjectsaremeanttobegenderneutral.
Therenunciationsofagendereddifferentiationshellimprovethereadability.This
abilityisoftenlimitedbycoordinationproblemsbetweenplanningtiers.Ifanevent
occurs,undercertainrestrictions,theresponsibleplanningtiermustbeevaluated.
Duetothehighnumberofeventsthereisahighprobabilityofcoordinationprob-
lemswhichresultsinanoverloadoftiers,nervousnessinthebusinessandabelat-
edreactiontoeventsanddisorders.
Theflexibilityisthereforelimitedthroughtheplanningtiersinenterprises.Ac-
tually,thesetierscouldn´tbeeasilywaivedasinfactsomedecisionsaremadeby
othersandplanningtasksaredistributedbetweenvariousdecisionmakingbodies.
Thus,theincreaseoflogisticalperformanceofplanningtierscanhaveapositive
effectonthehandlingabilitytounexpectedevents.Inadynamicenvironment,itis
importantnotonlytohavereliableplansbutincaseofevents,toalsoreactaccord-
inglyandifnecessary,withtherighttools.Disturbancesinthesupplychainoften
causechangesinthesystemanddeterioratetheoverallperformance.
2.2.ProprietaryERP-Toolsbiasedtowardsnon-transparency
Thesupplynetworkofproducingcompaniesconsistsofmanysuppliersand
transportserviceproviders.Changesinthesystemtriggercoordinationprocesses
whichgetunmanageableandnon-transparenttoallparticipantsverysoon.Infact,
suddenchangeshappennotonlyduetochangesinenvironment,butfromcustom-
er’sside.Therefore,thisfactumishardlypredictable.Therisingnon-transparency
makescompaniesreactintuitivelyandtriggersuncertainty.Theuncertaintymostly
occurrsduetofluctuationsindemand,procurementshortages,newsuppliersor
asimpleshiftindemand,butitsconsequencesarealwayscostly(e.g.additional
shifts,extramilesetc.).Companieshaveoftenestablishedsafetystockstocometo
gripswiththeplanningdeviationsandthereforehaveahighcapitallock-up.
Aneasywaytoincreasethereactivityistooptimizetheinformationexchange
betweenparticipatingmembersinthesupplychain.Throughthefluentflowof
information,thereactiontimetoeventscansignificantlybedecreased.Neverthe-
less,appropriatemeasurestoenhancethequalityofdecisionmakingaredetailed
forecaststohaveabasistocounteractquicklyandappropriatelytoevents.Despite
thedetailedplanningofmanycompanies,therearemanyoccurrencesthatarenot
