Logistics Jobs and Competition of Retail Value-Chain

The starting point of the paper is in theoretical conception of value-chain which declares interrelated series of belonging valuing activities (primary and secondary). Systematically settled and distinct structure of chain represents very good basis for analyzing diverse economic industries like trade. All activities do not provide same contribution to the chain's margin, for that reason it is interesting to explore firstly those who are key for achieving competitive position of retailer in relation to other participants of distribution, and secondly separate those which are related to business logistics. Theoretical approach groundwork is theory of competition, and practical groundwork is concerning with retail structure. Paper will examine the links between business logistic in value-chain and competition among retailers. Results may show which primary logistics activities retailer should give more importance when consider about their competitive position and put them on strategic level. The need for exploring such a problem emerges from current fierce specialization in trade, especially retailing. The need is to determine which logistics jobs should be considered as a core business of retailer. It is assumed that those are the jobs which are not possible to reassign to other distribution actors, at least not in significant range, and in that scope it can be seen jobs like supervising goods, put gods in order, cashier jobs, receiving and storing goods and price marking jobs, selling raw food and dishes.