Demand-Oriented Supply Chain Management in the Jewelry B2B Sector of Central Europe: A Case of a Family Company from Prague

The jewelry industry is traditionally considered a capital-intensive segment of international trade, where the quality of assortment and inventory management directly affects business sustainability. In the context of a growing global jewelry market and increasing competition in Central Europe, the transition from supplier-oriented models to demand-oriented supply chains, built “from client to factory,” becomes particularly important.

This article examines the practical case of the family company Kove Jewelry s.r.o., based in Prague and specializing in wholesale supplies of gold jewelry from Italy and Turkey to the Czech Republic, Slovakia, Poland, and Romania. Based on seven years of industry experience and two years of developing an international B2B model, it describes a demand-oriented approach to procurement, management of assortment and logistics risks, and the role of the family management model in maintaining stability and service quality for over 100 regular clients.

It is shown that systematic collection of sales data at the B2B client level, demand segmentation by country and store format, and reverse planning of orders with Italian and Turkish factories allow reduction of “dead stock,” acceleration of turnover, and increased predictability of margins. The article proposes a structured model potentially reproducible by other small and medium-sized companies in international trade.