### Pull-Push Strategies and Systems
Another example  
Figure 2: Applications of MTS (Push) and MTO (Pull) strategies for different standard and non-standard products. Source: own study. is tools for the real-time performance evaluation of process measurement based on digital visualization (DV), which use novel technologies to enhance decision-making [10]. The \"Push\" strategy (as opposed to \"Pull\") allows for stable processes throughout the entire production and logistics chain and for a reduction in production costs (lower production capacity required and therefore lower fixed costs, lower production changeover costs, and variable costs). Stable distribution processes, including transportation costs, can also be achieved through, for example, larger delivery batches at times that are convenient for the logistics service provider. Stable production can also be beneficial for the material procurement sector, resulting in lower delivery costs from the supplier. Since the production and distribution of goods is based on forecasts rather than actual demand, this can result in high inventory levels. With the Pull system, inventory can be minimized or eliminated entirely. The effect on customer service is not clear, because in the Push system, products are already ready for delivery. In a Pull system, products are manufactured based on actual demand rather than forecasts. In the MTO system, products still need to be produced, which means that the order fulfillment time may be longer. This strategy can be used when products are produced according to customer requirements (product type, product parameters--\"Non-standard products\"). So, in many cases, it is difficult to compare them. For this reason, the comparison presented in this article was made for a specific problem--how to distribute \"standard products\" to customers. Such products can be sent directly to customers or stored in distribution warehouses. However, even if goods are sent to customers from these warehouses, the question arises as to how stocks are replenished in these warehouses? The production plant can \"Push\" products to them, or products can be \"Pulled\" by these warehouses, i.e., the warehouses can place orders according to their actual needs. Each of these strategies has an impact on inventory and warehousing costs in the distribution area, delivery costs, and the level of logistical customer service at the level of these warehouses. So, we are dealing with the problem of \"trade-offs\". As it may seem, the \"Pull\" strategy can be used when products are made to order and shipped directly to customers. But when goods are distributed through warehouses, the \"Push\" strategy may be more effective, enabling the stable production and effective delivery of goods to these warehouses and then to customers. However, calculations are needed to prove this. The choice of a strategy affects at least three basic elements of logistics customer service--availability of inventory in the warehouse, delivery time, and on-time delivery, which are all interrelated. In the \"Push\" strategy, products available in the warehouse can be shipped instantly to the customer. \"Pull\" systems are supposed to cope better with the variability of demand processes, but can result in long delivery times if logistics systems are not flexible [11]. However, the delivery time and punctuality of deliveries depend on the distance that the goods are shipped. These factors are taken into account by some authors, as exemplified by the work of [PERSON] [12], who included the cost of order processing delays in the model he developed. The choice of an appropriate strategy is related to the problem of the uncertainty of demand. Strategies can be reactive (buffering) and proactive (redesign). [PERSON] et al. [13] made three suggestions based on four case studies. One of the conclusions which was interesting from the point of view of the problems discussed here was that to achieve better flexibility, companies focused more on buffering than on proactive strategies.