Abstract:

This paper follows the goals of several works that mean an exception to the general rule, such as the work of Porter (1980, 1985) and his concept of value chain and those of others as Heskett (1973), Shapiro (1984) and Sharman (1984), which have allowed to draw attention to the value of logistics management in planning and strategic direction (Kant et al., 1994) and in general, they have contributed to extend logistics within the areas of business strategies.
Accordingly, we have tried to set a number of conclusions about the key factors and the different options. Also, we have created an integral model of logistics activities that must include both the foundations of the strategic decision and the type of strategies. In this case, the present work focuses on a specific context such as the industrial districts, where by its own nature the management of business logistics is linked to the viability and evolution of the whole system (Brandolini, 2000); more specifically, this work analyzes the logistics management of the ceramic district in the province of Castellon (Spain). From this, it has been possible to identify the logistics management as an important factor for the ceramic companies, representing a real competitive advantage for them, not only because of its impact on aspects such as customer satisfaction, but also due to a decrease in costs associated with material and information flows within and between companies. Now, in order for the logistics management assumes this role is necessary to understand the need to integrate the system of logistics management into the system of global management of the company (Muñuzuri et. al, 2006).
This work has sought to contribute to the study of the relevance of logistics management in the ceramic sector by analyzing each of the elements and factors that affect the logistics decisions of companies belonging to this industrial sector. Logistics management is a relatively new field within the area of business management, and the study of relationships in the company because of the logistics management constitutes an intense, wide, complex field with many opportunities and different realities. The various hypotheses stated in this work show the possible relationships that may appear in this vast field. The conclusions that can be observed from these relations only seek to show the different realities exposed by the companies of the ceramic sector, and try to distinguish between those with a logistics management that fits the definitions of the concept and therefore, with better opportunities to survive in their environment and those companies whose business aim is to be followers. The ultimate aim is to establish a number of relations that propose questions relevant to logistics management and on the other hand, to show different realities that can be found in the companies. It is intended to give an overall view of the ceramic sector, as objectively as possible, within the theoretical framework of the logistics management because this is not only trust between the parties involved and a certain agreement, it is a mental model that encompasses a full, far more complex relation.

Keywords:

logistics, strategy, integration, benchmarking, fit.