Snarskė, Olga

In the context of a rapidly evolving business landscape characterized by technological advancements and shifting market dynamics, organizations must prioritize the establishment of comprehensive quality management frameworks and the enhancement of adaptive operational strategies to ensure sustained competitiveness and effective responses to environmental changes. While companies usually assess quality by tracking overall defects, a more thorough examination of nonconformities can help identify specific areas that require management attention. This study reviews and tests potential categories of nonconformities within a logistics service-providing company. This will help organizations proactively identify, rectify, and prevent issues, thereby fortifying their resilience. Research on a logistics company’s non-conformance system revealed that the company’s resilience is closely linked to its ability to identify patterns of nonconformities, understand their causes, and address them promptly. However, the system’s impact on resilience is not immediate and can take up to 2 years as the quality system is analyzed and improved before a reduction in nonconformities becomes noticeable.

Organisations operating in an environment of uncertainty are looking at 15-18 months to run operations at the same level as in the pre-crisis period. Therefore, companies have to focus on updating existing quality approaches, developing new models, and finding best practices. This paper aims to investigate the activities of a logistics company operating in Lithuania, which is implementing the lean philosophy through improving quality using information technology, and to analyse its actions in improving quality during the crisis. In order to achieve the set goal, the non-conformance management data of the parcel delivery company from 2016 to 2022 was analysed. During the research, it was found that the company had faced several crises, the most prominent of which was the increased demand for logistics services during the COVID-19 pandemic. The results show that new, emerging quality management challenges are managed by applying knowledge of lean management practices within two years.