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Le processus logistique : support " fécond " d'une démarche de re-engineering et lieu d'apprentissage organisationnel ?

Author

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  • Nathalie Fabbe-Costes

    (CRET-LOG - Centre de Recherche sur le Transport et la Logistique - AMU - Aix Marseille Université)

Abstract

Le processus logistique a pour mission la gestion de l'ensemble des flux physiques à la fois dans et entre les entreprises. C'est un processus transversal qui concerne tous les services d'une entreprise et qui englobe dans la réflexion les partenaires externes impliqués dans cette circulation, qu'ils déclenchent la circulation ou la réalisent. La logistique, en tant qu'exemple d'une gestion placée délibérément sur des interfaces (entre les fonctions "classiques" de la firme, et entre firmes), présente une réelle complexité relationnelle, informationnelle, computationnelle et existentielle. Seule cette complexité permet d'ailleurs la recomposition permanente des "solutions logistiques" (face à un environnement mouvant et des conditions d'exploitation incertaines) qui sont toujours des solutions "momentanément acceptables" construites "chemin faisant". La prise en charge "consciente" de ce processus dans les entreprises et la construction d'un système d'information et communication "adapté" à la gestion de ce processus ont confronté les acteurs y participant à la complexité de la "représentation" du système logistique, notamment celui de ses frontières : géographiques, spatiales, temporelles, et logiques. Elles ont aussi placé les organisations face à un "vide procédural" qui est propice à la construction de nouveaux "référents communautaires" et à l'engagement de nouvelles démarches collectives d'organisation. Dans ce domaine, les systèmes d'information et de communication, qui se sont rapidement appropriés les "nouvelles technologies", jouent un rôle clé, notamment parce qu'ils permettent de "regarder le chemin se faire" et d'en tirer des enseignements pour mieux le poursuivre. L'objet de notre contribution est de tenter de montrer en quoi ce processus logistique qui depuis les années 80 construit de nouvelles voies d'organisation, constitue un support "fécond" d'une démarche de type "re-engineering", contribue à l'apprentissage organisationnel dans et entre les organisations, et enrichit la complexité de l'Action Stratégique.

Suggested Citation

  • Nathalie Fabbe-Costes, 1994. "Le processus logistique : support " fécond " d'une démarche de re-engineering et lieu d'apprentissage organisationnel ?," Post-Print hal-01291021, HAL.
  • Handle: RePEc:hal:journl:hal-01291021
    Note: View the original document on HAL open archive server: https://hal.science/hal-01291021
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    References listed on IDEAS

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    1. Jean-Paul Larçon & Roland Reitter, 1979. "Structures de pouvoir et identité de l'entreprise," Post-Print hal-00808765, HAL.
    2. Nathalie Fabbe-Costes, 1992. "La logistique ou la gestion des flux acceptés dans leur complexité," Post-Print hal-01290875, HAL.
    3. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
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    Cited by:

    1. Régis Dumoulin & Pierre-Xavier Meschi & Thomas Uhlig, 2000. "Management, contrôle et performance des réseaux d'entreprises : étude empirique de 55 réseaux d'alliances," Revue Finance Contrôle Stratégie, revues.org, vol. 3(2), pages 81-112, June.

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