Organization of logistics processes and their optimization. Logistics as an expensive and important business process: optimization of logistics systems using IBM tools. Ideas: overseas and not so

The selection criterion follows from the purpose of the decision maker. Traditionally, the goal of logistics is called the organization of deliveries to buyers of the desired (in terms of quantity and quality) product at a given place and time with the lowest cost. At the same time, logistics itself acts as a functional area for managing operations for the physical movement and storage of resources and goods, called "logistics operations". Eventually logistics optimization focuses on the criterion of minimum costs (logistics costs) for these operations. This criterion has several disadvantages.

Management of a complex economic object involves the optimization of the flow passing through it (transformation of resources into goods) at all stages of its movement. Hence, the most important principle of effective management is the principle of global (in the sense of full coverage of the controlled process) optimization. However, the limitation of the subject of logistics to only "logistic" operations and the application of the criterion of minimum "logistic" costs makes it impossible to make globally optimal decisions.

The resulting indicators of the behavior of economic objects are always economic parameters. At the same time, the practice of optimization decisions that has developed within the framework of traditional logistics deals mainly with technological variables, while economic variables, if taken into account, are only indirectly - as constraints.

Technological criteria aim at maximizing the intensity of resource use and reduce the process of optimizing a complex flow to finding a bottleneck in the economic process. But optimal technological solutions are extremely rarely consistent with optimal economic criteria.

A possible reason for the technological emphasis of "logistics" optimization is the uncertainty of which type of costs - gross or average - should be minimized. If we are talking about gross costs, then, firstly, we must understand that they are not actually minimized, because as the output increases, they always grow. Minimization of gross costs as a selection criterion is applicable only in the aspect of the comparative efficiency of alternative options that are identical in all other conditions (and, first of all, in terms of output). But all the creative potential of logistics is precisely related to the rejection of this identity. Secondly, the inclusion of the parameters of time and place of delivery in the analysis not only expands the space of admissible choice, but also raises the question of optimizing the logistics chain organized to implement a specific type of flow, i.e. coordination of local solutions of all its links. At the same time, the assessment of comparative efficiency by the criterion of minimum gross costs is not intended to solve this problem.

In this issue, the analysis of average costs per unit of product is more adequate, since it aims at studying their dependence on the parameters of the flow (speed, delivery time, etc.) at all stages of its movement. But then it is obvious that the solutions according to the “bottleneck” criteria and the minimum total average costs will be identical only in the case of decreasing functions of average costs in each of the logistic links connected to the chain. But there is no compelling reason for recognizing the pattern of this case.

On the contrary, the optimal (according to the criterion of minimum average costs) level of production, as a rule, is less than the maximum possible output. Accordingly, the value of the global (according to the criterion of the minimum total average costs) output optimum may exceed its locally optimal level in individual operations. Thus, the bottleneck principle cannot be recognized as a general flow optimization technique.

It should be emphasized that even the elimination of all the previous remarks (which is possible in principle) does not allow focusing on the criterion of minimum average costs when optimizing logistics solutions, since the scope of its application is extremely limited.

The most essential feature economic activity is an orientation towards maximizing the welfare of an economic entity. In the application to production, this goal is specified in the profit indicator. Moreover, no character of the demand function any longer allows one to abstract from the price factor. Even in conditions of perfect competition, when an enterprise is able to manage only its costs and production volume, profit maximization is achieved when the output exceeds the output with the lowest average cost. In other words, the criterion of minimum average costs for any type of market structure cannot be perceived even as a special case of maximum profit.

One effective means of controlling overall costs is to fully focus all resources on achieving results. Moreover, it is not the absolute level of total costs that is important, but the relationship between efforts and results obtained. Even though efforts and resources are systematically channeled into finding opportunities and delivering results, cost analysis and control are needed.

In the process of planning logistics costs, enterprises take into account:

a) the results of the analysis of individual items of logistics costs and the identified reserves of their savings;
b) indicators developed by specialists of the company's logistics service for the upcoming (planned) period (necessary stocks, income, profit, etc.);
c) standards for spending funds, resources, current tariffs for freight transportation, utilities, etc .;
d) factors affecting changes in logistics costs for individual items in the planning period;
e) indicators of logistics costs for reporting period for other enterprises, for the industry as a whole;
f) forecast calculations of logistics costs and the main directions of their savings in the planning period.

In order to control logistics costs, logistics specialists need to conduct an analysis, namely:

a) identify cost centers - functional areas of the business where significant costs accumulate and where their effective reduction can bring real results;
b) find important cost items within each center of their concentration;
c) consider the business of the enterprise as a whole as one stream of costs;
d) consider the value rather as the amount that the consumer pays than as the amount of costs that arises within the enterprise as a legal entity or an object of tax accounting;
e) to classify logistics costs in accordance with their main characteristics and thus to diagnose total costs.

The competitiveness of an enterprise depends not only on the level of costs associated with the operation of the enterprise itself, but also on the level of costs of suppliers and distribution channels.

To achieve an advantage, the total cost of the enterprise must be lower than that of the competition. There are two ways to achieve this: logistic warehouse cost costing

1) more efficiently than competitors to use resources and manage factors affecting costs;
2) rebuild the cost structure of the enterprise in such a way as to exclude some elements that create costs.

Ways to reduce the level of logistics costs:

1) search and reduction of those activities (procedures, works, operations) that do not create added value, by analyzing and revising the supply chain.
2) conducting negotiations with suppliers and buyers to establish lower selling and retail prices, trade markups.
3) assisting suppliers and buyers to achieve lower cost levels (customer business development programs, seminars for resellers).
4) Integration forward and backward to ensure control over total costs.
5) search for cheaper substitutes for resources.
6) improving the coordination of the company's activities with suppliers and consumers in the LC, for example, in the field of timely delivery of products, which reduces the cost of inventory management, storage, warehousing, delivery.
7) compensation for the growth of costs in one link of the LC by reducing costs in the other link.
8) the use of progressive methods of work to increase the productivity of employees.
9) improving the use of enterprise resources and more efficient management of factors affecting the level of total costs.
10) renewal of the most expensive parts of the LC when investing in business.

Logistic systems according to the scope of activity of a particular economic entity are divided into two groups:

- micrologistic systems;
- macrologistic systems.

Micro-logistics systems, as a rule, relate to individual enterprises, for example, to a manufacturing enterprise, and are designed to manage logistics flows in the production and / or procurement of resources and sale of finished products.

Figure 3.1 - Micro- and macrologistic systems

In fig. 3.1 shows five micrological systems - A, B, C, D and E, which together form the macrological system ABCDE. In this case, a certain pattern can be distinguished. So, for example, the logistics system AB, including the supplier of resources A and the manufacturer B, can be:

- macrological, since it unites two legally and / or economically independent economic entities;
- consisting of two micro-logistic systems, if enterprises A and B are a legally formed association of enterprises.

Based on this, it can be argued that the ABCDE logistics system will also be considered micrologistic if the enterprises included in it are a legally and / or economically separate group - an integrated logistics system. Logistic management in an integrated logistics system is a management approach to organizing the work of a manufacturing enterprise and its logistics partners (intermediaries), which provides the most complete consideration of temporal and spatial factors in the processes of optimizing the management of logistics flows to achieve the strategic and tactical goals of this enterprise in the market ... The concepts of minimizing overall logistics costs and managing the quality of logistics functions and operations at all stages of the production and commercial cycle are decisive for the formation of integrated logistics systems. Management of the links of the integrated logistics system should be based on the principle - maximum independence with strict control over the activities of these links, in connection with which the role of economic methods management.

Consider a number of main aspects of managing an integrated logistics system:

1) determination of the efficiency of economic activity of the links of this system;
2) determination of the effectiveness of the link functioning as part of an integrated logistics system;
3) identification of a bottleneck in an integrated logistics system.

The efficiency of economic activity of the links of the integrated logistics system is determined by the following algorithm;

The share of the costs of each link (D zli) in the costs of the logistics system is calculated. Usually, the cost of total assets is used as a monetary expression of the amount of costs in the calculations. Consequently, the sum of the costs of each link is the book value of the assets managed by that link. Let's calculate by the formula (1):

D zli \u003d 3 li /? 3 li, (1)

where 3 li - the costs of the i-th link of the logistics system;

? 3 li - the costs of the logistics system as a whole;
- the share of each link (D pli) in the total net profit of the logistics system is calculated according to the formula (2):

D pli \u003d P li /? P li, (2)

where P li is the net profit of the i-th link of the logistics system;

? П лi - net profit of the logistics system as a whole;
- the coefficient of efficiency of economic activity is calculated (TO li ) for each link of the logistic system according to the formula (3):

TO li = D pli / DZ li (3)

The links of the logistics system are ranked according to the value of the coefficient of efficiency of economic activity.

In the last article, we started a conversation about logistics in relation to practical activities, about building a company's logistics system, the links of the logistics system and about logistics intermediaries as participants in the logistics process.

It's time to talk about optimizing the company's logistics system and managing logistics processes.

A company that has begun to build its logistics system has a lot of questions regarding the structure and number of personnel of logistics departments, the specialization and qualifications of performers, the location and required capacity of warehouses, the need for technical means for loading and unloading and moving goods, and much more.

One of the most important questions is the following: which stages of the logistic process should be performed by the forces and means of the company, and which ones should be left to logistic intermediaries?

The understandable desire of the owners and managers of any company to directly manage all processes and carry out all the work by their own personnel, as a rule, conflicts with the availability of the necessary material and human resources. So, for example, organizing your own warehouse requires the cost of renting or purchasing warehouse space, the presence in the staff of materially responsible persons responsible for the operation of the warehouse, technical equipment, and so on. The need to move goods creates the need to buy or rent vehicles, the operation of which also affects costs. Foreign economic activity (FEA), which includes the purchase, transportation of goods, their customs clearance, implies the presence of highly qualified and, as a result, highly paid specialists in foreign economic activity.

A variety of ways to optimize the logistics system come to the rescue in such a situation, from building an optimal structure for each company to creating a management system for logistics processes.

Without going into complex definitions that are formulated in the theory of optimal processes, we can say that in our case, optimization is a modification of the system in order to increase its efficiency. Efficiency is the property of the system to perform its tasks, to achieve certain goals in given conditions with a certain quality. These quality indicators are called the criteria for the effectiveness of the logistics system.

What are the goals of the logistics system?

In addition to the simplest goal of a company - making a profit from its activities - there can be other goals determined by the owners and management of the company in accordance with their value system, the company's position in the market and many other factors. Often, such goals and objectives are formulated in the mission, philosophy of the company, in the basic principles of its activities. At the same time, the goals should be clearly formulated, specific and measurable.

The mission reflects the main purpose of the company, the meaning of its existence, fundamental differences from others, image, philosophy, values, moral and psychological climate, social responsibility to society and its employees. That is, the mission is the views of the owners and senior management on the long-term development of the company.

The objectives of the logistics system as part of the company should also have the appropriate specificity and measurability. This is important both for monitoring the operation of the system, and as a psychological factor - an indicator of the successful or unsuccessful work of the team.

The goals should be more than, for example, minimizing costs. Cost reduction is usually not a primary strategic goal for a company. Companies are interested in long-term profit growth, growth and high return on investment in logistics, although the main key targets, which you need to focus on, still remain:

Unconditional fulfillment of the tasks assigned to the logistics system.
Reduced overall logistics costs.
Minimization of investments in the logistics system.
Improving the quality and increasing the reliability of logistics services.

Thus, if the logistics system successfully implements its target function (in a trading company it can be the movement of goods from manufacturer to consumer with intermediate consolidation at its operating warehouse) within the allotted time, with minimal costs and expenses, then we can say that the logistics the company's system is functioning successfully.

The successful functioning of the logistics system in our rapidly changing modern world is largely determined by planning.

Russell Lincoln Ackoff, a famous American scientist in the field of operations research and systems theory, whose methods are actively used in the theory of organization and management, called planning the process of designing the future and the desired ways to achieve it and, in general, one of the most difficult types mental activityaccessible to humans.

Until the middle of the twentieth century, companies built their work on the basis of current plansbecause external conditions changed slowly and were predictable. Thus, planning at that time was the management of the company.

In the 1950s. along with the current one, due to the more dynamic business, medium and long-term planning has appeared. Business practice includes promising targeted programs, resource allocation budgets, profit plans.

In the 1960-1970s. due to further acceleration of business, long-term planning turned into a strategic one, which was based on forecasting the development of external conditions, potential threats and risks, using complex mathematical models and experts.

Since the early 1970s. changes in the external conditions for business were already happening so rapidly and unpredictably that long-term strategic plans ceased to correspond to the needs of business practice. Along with them, management has appeared on the basis of flexible emergency solutions, which makes it possible to quickly take into account these changes and provide the necessary management adjustments. This approach was first used by IBM, Coca-Cola and General Electric.

Strategic planning was supplemented with the following control algorithm:

setting goals and objectives, developing strategies and standards for the company's activities for the coming period;
distribution and redistribution of resources in accordance with the emerging external and internal situation;
development of an algorithm (sequence of actions) to change the strategy of the company;
creation of coordination and corrective mechanisms.

The practice of strategic planning is widely used in the construction of logistics systems.

There are many typical logistics strategies that are successfully used by many companies in the world, but business practice shows that the logistics strategy of each company is to a certain extent unique. As an example, there are several strategies that exactly match the company's goals described above.

Cost reduction strategy is aimed at reducing operating costs associated mainly with the movement of material resources, work in progress, finished products (transportation) and product inventories. The best strategy is formulated as a result of an alternative choice among the possible options for the storage-transport system by better placement of warehouses, optimization of stock levels, selection of optimal transportation methods and routes. The service level is usually limited until optimal total costs are found, with profit maximization being a priority.

Investment minimization strategy associated with the search for the best ways to organize the logistics system, allowing you to get the maximum return (return) on the invested capital. The practical directions for the implementation of this strategy are, for example, direct delivery of finished products to consumers (bypassing storage), the use of public warehouses, the widespread use of the Just In Time concept in production and distribution, the use of logistics partners in the logistics system.

Customer service improvement strategies are based on the assumption that improving the quality of products and services leads to an increase in the company's profits from market expansion and increased sales growth. In addition, such strategies strengthen the firm's position in the market and improve the firm's image, which ultimately also positively affects the growth of gross profit. However, in these strategies, an important place belongs to the issue of optimizing the quality of service, since providing consumers with an ultra-high level of service that they do not require leads only to additional costs.

Naturally, the choice of strategy determines for the company the further formation of the structure of the logistics system, the building of supply chains, the determination of the quantitative and qualitative composition of its links. This also applies to logistics intermediaries, determining the location of infrastructure facilities (own and leased warehouses, customs terminals), approving the organizational structure of the logistics department, consolidating the powers and responsibilities of officials, their subordination to the company's management, creating functional links between logistics departments and the rest of the company, determining the parameters of the quality of logistics services.

A special role here is played by the development of an inventory management system and an information system that ensures the logistics process. At the same time, at the initial stage, these systems can represent only a set of indicators and rules for making certain decisions, which in the future can become the basis for the development of automated computer systems.

Separately, I would like to dwell on the management of logistics processes and minimization of risks in logistics.

If the logistics processes within the company can be controlled based on the criteria and strategies selected and described above, then the presence of logistics intermediaries who carry out their activities according to their own criteria and based on their own strategies introduces significant risks that affect the results of the logistics process.

As a rule, companies use the services of logistics intermediaries specializing in freight forwarding services and customs clearance services. Much less often, or along with the presence of their own and rented warehouses, companies resort to the services of intermediaries providing warehouse services.

The market for logistics intermediaries is complex and controversial. As in any market, there are so-called monsters on it - large companies with an international reputation, such as MAJOR, DANZAS, SCHENKER, TNT, DHL, UPS and many others. Along with them, there are also small companies that provide such services, which do not have their own vehicles, or storage facilities, or staff of customs clearance specialists. Often, the qualifications of employees of such companies allow them to provide services comparable in quality to those of well-known companies, and the cost of their services, as a rule, is lower, which is easily explained by the low own costs of maintaining the company.

A careful study of the Federal Law of June 30, 2003 No. 87 FZ "On Freight Forwarding Activities" makes it easy to understand that by providing freight forwarding services, the freight forwarder is not liable for damage or loss of cargo, or for violation of the transportation time, or for others issues related to the quality of the service, in fact, does not bear.

This practice has led to the emergence of a large number of non-professional companies trying to break into the logistics market through price dumping. Here are the risks that should be discussed in more detail.

1) Temporary risks:

untimely supply of containers / vehicles for loading;
selection of a cheap but slow route at all stages of transportation;
late agreement of documents with the sender;
delays during customs clearance due to poor quality / incomplete package of documents or incorrect codification in accordance with the TN VED.

2) Material risks:

mistakes in cargo insurance (untimely, incorrectly executed documents, choosing a cheap insurance company) and, as a result, problems of compensation in case of an insured event;
downtime of transport, storage of cargo at temporary storage warehouse, payment for which also increases the company's costs;
decrease in the company's trade turnover due to temporary delays;
complication and rise in the cost of warehouse operation due to the reservation of space for the expected cargo and a decrease in operating capacity;
there are frequent cases of adjusting the customs value (CCV) of goods due to unskilled actions of customs brokers, poorly prepared or incomplete package of documents for customs clearance, errors in the codification and declaration of goods.

3) Legal risks:

errors of counterparties in the preparation of primary accounting documents and, as a result, problems during inspections and audits;
inaccurate declaration during customs clearance of goods due to unskilled actions of customs brokers or a desire to reduce the amount of customs duties and customs VAT payable for the importer.

In the next article, we will talk in detail about measures to reduce risks.

Andrey Lomtev, Deputy General Director of the UKTs

Modern industrial production is a complex mechanism, which includes both the production and technological divisions themselves, which manufacture semi-finished products, parts, components, assembly units from raw materials and materials, and then the assembly of finished products from these elements, as well as a large number of auxiliary divisions, which are often united under a single name "infrastructure" of production. In addition, the main and auxiliary subdivisions are united by the centralized management system of the company. Sometimes the structure of the company consists of separate production units and subsidiaries located in different cities and regions. All this significantly complicates the problem of the formation of effective logistics systems and logistics management, since additionally there are problems of transporting finished products over long distances, issues of creating intermediate stocks, etc.

Through the infrastructural divisions, each enterprise forms external economic ties and carries out the internal interaction of its structural elements. Direct management of the financial and human resources of the enterprise is carried out only with the help of infrastructure units. The application of the concept of logistics, while maintaining the technological specialization of the elements of the enterprise, thus helps to integrate the subdivisions of the main and infrastructural complexes, that they constitute a single whole, each part of which cannot function independently.

A logistics system is a complex organizationally completed (structured) economic system, consisting of elements - links, interconnected in a single process of managing material and related flows. In other words, a logistic system is a system consisting of several subsystems that perform logistic functions and have developed connections with the external environment, that is, with the market.

The logistic system of the enterprise functions, constantly changing its parameters. Moreover, each combination of the values \u200b\u200bof the considered parameters of the logistics system is characterized by different efficiency. Modern conditions require constant optimization of the work of logistics in order to increase its efficiency.

Optimization is about finding the best fit between the system and its environment. Optimization should cover the entire process of solving logistic problems, including understanding the problem itself, choosing a system of goals, analyzing and synthesizing systems, choosing the best system.

Optimization of a logistics system is a procedure (process) for managing a logistics system in order to achieve the extreme value of the criterion for assessing its quality. However, when optimizing the logistics system, one should not try to achieve the exact value of the extremum, since this desire can turn into many difficulties, and the final effect may be small. The concept of optimality is associated with the concept of optimization.

Optimality in logistics can be used in three meanings: as the best option out of all possible states of the system, that is, solving the problem for the optimum; as the best direction for changes in the logistics system, that is, to reach the optimum; as a development goal (in the event that they talk about achieving the optimum).

Optimality of the logistics system also means a characteristic of the quality level of decisions made (optimal plan, optimal control), a characteristic of the state of the logistics system or its functioning (optimal distribution of resources, optimal functioning of the warehouse system).

Optimization of the logistics system should be carried out on the basis of adherence to the optimization principle, which can be formulated as follows: any decision should always be made in such a way that, thanks to the chosen alternative (in other words, due to the selected ratio of costs and the achieved result), the optimal achievement of the set system of service objectives would be achieved logistics system.

A logistics system in general can be efficient, but not necessarily optimal, optimal, but ineffective, both efficient and optimal. Efficiency and optimality are interconnected. Both the efficiency and the optimality of the system depend largely on how efficient and optimal the logistics subsystems are, and vice versa. There is a dependence: the efficiency of the functioning of the components contributes to an increase in the efficiency of the logistics system as a whole, but does not always lead to it.

The selection criterion follows from the purpose of the decision maker. Traditionally, the goal of logistics is called the organization of deliveries to buyers of the desired (in terms of quantity and quality) product at a given place and time at the lowest cost. At the same time, logistics itself acts as a functional area for managing operations for the physical movement and storage of resources and goods, called "logistics operations". As a result, logistics optimization is guided by the criterion of minimum costs (logistics costs) for these operations. This criterion has several disadvantages.

Management of a complex economic object involves the optimization of the flow passing through it (transformation of resources into goods) at all stages of its movement. Hence, the most important principle of effective management is the principle of global (in the sense of full coverage of the controlled process) optimization. However, limiting the subject of logistics to only "logistic" operations and the application of the criterion of minimum "logistic" costs makes it impossible to make globally optimal decisions.

A possible reason for the technological emphasis of "logistics" optimization is the uncertainty of which type of costs - gross or average - should be minimized. If we are talking about gross costs, then, firstly, we must understand that they are not actually minimized, because as the output increases, they always grow. Minimization of gross costs as a selection criterion is applicable only in the aspect of the comparative efficiency of alternative options that are identical in all other conditions (and, first of all, in terms of output). But all the creative potential of logistics is precisely related to the rejection of this identity. Secondly, the inclusion of the parameters of time and place of delivery in the analysis not only expands the space of admissible choice, but also raises the question of optimizing the logistics chain organized to implement a specific type of flow, i.e., the coordination of local solutions of all its links. At the same time, the assessment of comparative efficiency according to the criterion of minimum gross costs is not intended to solve this problem.

In this issue, the analysis of average costs per unit of product is more adequate, since it aims to study their dependence on the parameters of the flow (speed, delivery time, etc.) at all stages of its movement. But then it is obvious that the solutions according to the "bottleneck" criteria and the minimum total average costs will be identical only in the case of decreasing functions of average costs in each of the logistic links connected to the chain. But there is no compelling reason for recognizing the pattern of this case.

The most essential feature of economic activity is an orientation towards maximizing the welfare of an economic entity. In the application to production, this goal is specified in the profit indicator. Moreover, no character of the demand function any longer allows one to abstract from the price factor. Even in conditions of perfect competition, when an enterprise is able to manage only its costs and production volume, profit maximization is achieved when output exceeds output with minimal average costs. In other words, the criterion of the minimum average costs for any type of market structure cannot be perceived even as a special case of maximum profit.

In order to identify the framework for applying the criterion of minimum average costs, it is necessary to establish such subjects whose welfare is directly related to minimizing costs and only with it. Obviously, such subjects are the heads of the middle level of management - the heads of functional departments and production units, that is, those subjects who are neither entrepreneurs nor hired managers of the highest echelon of management. This is fully consistent with the narrow functional content of traditional logistics, which, therefore, is not able to serve as a theoretical basis for the management of business organizations.

The above allows us to formulate the features of the criterion for justifying truly logistic decisions, i.e. decisions on the choice of flow parameters throughout the controlled economic process. It should be global in nature, have an economic content and aim at maximizing the welfare of an economic entity. If we are talking about a business organization, then only one criterion meets these criteria - the maximum of entrepreneurial profit.

To designate the indicator, the extremum of which corresponds to the optimal solution, a large set of terms is used: goal function (objective function), response function, optimization parameter, optimization criterion, etc. Most often these terms are considered synonyms.

The concept of an optimization criterion must be clearly distinguished from the concept of an optimization goal. The aim of optimization is to obtain a given product (substance) with given parameters (for example, composition). The concepts of optimization criterion and optimization goal are closely related to such concepts as boundary conditions for the input, output and control parameters of the system. We will call boundary conditions those within the framework of which the input, output and control parameters of the system can vary (for example, the temperature as a control parameter of the process can vary only within a certain range). The optimization criterion makes sense if, when determining it, the boundary conditions for the input, output and control parameters of the system are taken into account.

The choice of the optimization criterion is one of the first and crucial stages in the selection of optimal solutions. Indeed, before looking for the best, most beneficial solution to a particular problem, it is necessary to clearly define what we mean by the concept of "most beneficial". The choice of a criterion that does not fully reflect the formulation of the problem can lead to serious miscalculations, which subsequently lead to failure to achieve the optimization goal.

It is generally believed that both in the development and design of production and in its management, the optimal solution is the one that provides the highest economic efficiency of production. For an independent production complex, the initial and final products of which are commercial, this provision has become generally accepted. In the case of individual devices and units of the technological scheme, along with the efficiency criterion, so-called “technological” criteria are also used.

The main difficulty in the formation of an economic optimization criterion is due to the fact that the mathematical statement of the problem implies the requirement to use a single generalized indicator as a criterion. At the same time, the economic efficiency of production has many particular aspects, and for their assessment, numerous independent indicators are used, including such as productivity, production cost, profit, profitability, etc.

It is important to note that when choosing a generalized indicator, it is not only about taking into account, to one degree or another, several aspects of economic efficiency, but also about comparing them in equivalent ratios, which would make it possible to measure the gain by improving some indicators with the loss by worsening others.

The need for such a comparison follows from the compromise nature of most optimization problems. The compromise nature of optimization is due to the fact that the variation of parameters in the vicinity of the optimum leads, as a rule, to a favorable change in only some particular indicators of efficiency and is simultaneously accompanied by an unfavorable change in other particular indicators. So, for example, with a decrease in the cost of production, due to a more complete conversion of the initial reaction products, an increase in the volume of the reactor is required, i.e. there is an increase in capital costs. Increases in product purity, ceteris paribus, can often be achieved by increasing the capital and operating costs of the separation unit. It should be noted that in some cases, the optimal compromise may be outside the permissible values \u200b\u200bof the variable parameters, limited by certain technical conditions, safety requirements, etc.

Of the many private indicators of production efficiency, one can single out the main economic parameters, which, at given prices and standard indicators, unambiguously determine the values \u200b\u200bof the vast majority of other indicators. Often the following are chosen as the main economic parameters:

1. The number of products sold In t / year.

2. Product quality, which for each of the final products can be assessed by a set of pj physical or physicochemical parameters, for example, melting point, content of impurities, turbidity of a solution, etc.

3. Operational, i.e. regular production costs.

4. Capital, ie one-time costs, including the costs of creating the working capital necessary for the functioning of production.

As a rule, by varying them in certain proportions, a generalized criterion of production efficiency is obtained.

The formulated generalized optimization criterion for the circuit as a whole should not contradict the criteria for the optimal functioning of its individual components. Local optimization criteria should, on the one hand, be selected autonomously for a given node or device, but on the other hand, should not conflict with the global criterion. It is known that a set of optimal criteria for the constituent parts of the general does not necessarily give an overall criterion for optimizing the whole.

Federal state educational institution higher professional education

Kaliningrad State Technical University

Production management department

Course work

Logistic optimization of the enterprise on the example of Sovlit LLC

Work completed

student of group 06-MO

Bayorinaite R.V.

Leader

ph.D., Associate Professor L.P. Parshina

Kaliningrad, 2010

Introduction

1. Technical and economic characteristics of Sovlit LLC

1.1 General information (historical background)

1.2 Dynamics of the main indicators of the enterprise

2. "Development of a logistics system based on Sovlit LLC"

2.2 Characteristics of material, financial and information flows

3. "Logistic optimization of the activities of Sovlit LLC

3.2 Inventory logistics

3.3 Distribution logistics

3.4 Transport logistics

Conclusion

List of references

During the formation of market relations in Russia, a new scientific and practical direction appeared and began to actively develop - logistics. Interest in it is due to the needs of economic and business development, increased volumes of freight traffic. Initially, the efforts of the firms were aimed mainly at reducing the production cost of products. At a time when supply has exceeded demand everywhere, entrepreneurs have also begun to recognize the importance of securing sales by reducing transport and warehouse costs... New principles of organization and management, based on conceptual approaches and a method of thinking, united by the general concept of "logistics", are increasingly and successfully applied in practice by the most efficiently functioning enterprises, transport companies, firms and associations.

Currently, there are many types of logistics. Here are some of them:

Transport logistics (and road transport logistics in particular)

Warehouse logistics (warehousing logistics)

Commercial logistics

Information logistics

Marketing logistics

Purchasing logistics

Production logistics

Industrial logistics

Distribution logistics (distribution or sales logistics).

The increased interest in this science both in the world and in the Russian economy is due to a number of factors: the rapid growth of transportation costs, fundamental changes in the philosophy of reserves, the creation of product channels, the rapid development of computer technologies, the transition from the concept of the seller's market to the concept of the buyer's market.

Foreign experience shows that logistics plays a strategically important role in modern business. From the standpoint of business, logistics is understood as the effective management of material and related (information, financial, service) flows to achieve corporate goals with the optimal cost of all resources. The introduction of logistics management methods into business practice allows firms to significantly reduce all types of stocks of products in production, supply and, of course, sales, accelerate the turnover of working capital, reduce production costs and distribution costs, and ensure the fullest satisfaction of consumers in the quality of goods and services.

The aim of the course work is to analyze the management of an enterprise using modern logistic methods, logistic optimization of the company's activities, as a result of which the development of measures to improve the work of the company. The relevance of this topic lies in the fact that effective management in modern market conditions - necessary condition improving business efficiency, creating, developing and realizing the competitive advantages of the enterprise. The subject of the study is the organization of management at the enterprise. The object of the study is Sovlit LLC. The main activity of the enterprise under consideration is the production of carbonated soft drinks, juice drinks, drinking water and mineral carbonated water.
1. "Technical and economic characteristics of Sovlit LLC

1.1 General information (historical background)

Limited Liability Company Sovlit was founded in June 1997. The general director of the enterprise is Andrey Vyacheslavovich Sapozhnikov. The company has an excellent business reputation and an extensive list of clients and completed projects. The successful development of cooperation between Sovlit LLC and regular customers is facilitated by a flexible pricing policy and an individual approach to each partner. The main criteria when choosing the products supplied by the company are its reliability. This approach, combined with highly qualified specialists, allows solving problems of any category of complexity. Sovlit LLC uses the professional experience accumulated by leading experts, and also relies on proven and promising technologies.

The activity of the enterprise is characterized not only by constantly growing sales volumes, an increase in profitability and net profit, replenishment and modernization of fixed assets, but also by a competent, targeted personnel policy focused on the selection of qualified personnel. Almost all employees of the administrative and managerial staff and more than half of the production personnel of Sovlit LLC have been working since its inception, have the relevant qualifications and practical experience in the field of high technologies

The main activity is the production and sale of carbonated soft drinks, juice drinks, drinking water and mineral carbonated water. The production equipment is located on our own premises. There are equipped warehouses for raw materials and for stock of finished products.

Location of Sovlit LLC: 238750, Sovetsk, Nekrasova st., 4. Sovlit LLC uses the professional experience accumulated by leading specialists, and also relies on proven and promising technologies, develops new non-standard solutions.

LLC Sovlit is a dynamically developing company aimed at increasing the volume of sales of goods, works and services.

The enterprise independently plans its production, economic, financial and other activities on the basis of contracts or other forms of obligations, and freely in the choice of their subject, the procedure for economic relations and determining the responsibility of the contracting parties for the obligations assumed.

The enterprise operates on the basis of the principle of full cost accounting, self-financing and self-sufficiency, carries out independent accounting of work results, maintains operational accounting and statistical accounting, control in the manner prescribed by the legislation of the Russian Federation.

The activity of the enterprise is characterized by a competent, targeted personnel policy focused on the selection of qualified personnel. Almost all employees of the administrative and managerial staff and more than half of the production personnel of Sovlit LLC have been working since its inception, and have the qualifications and practical work experience corresponding to their positions.

Table 1. - Main economic indicators of Sovlit LLC in 2008-2009.

Indicators	thousand roubles	thousand roubles	Abs. off thousand rubles	Relates. off,%
1.Revenue, tr.	18710	19566	+856	104,6
2. Profit from the sale of goods, tr.	6885	7885	+1000	114,5
3. Average annual property value, tr.	283	226	-57	79,9
4. Return on assets, tr / tr.	24,40	48,58	+24,18	199,1
5. Profitability of realization,%	61,6	71,8	10,2	116,6
6.Volume of goods sold, t.	11174	10980	-194	98,3

Thus, from this table we can conclude that the state of the company has improved and this is evidenced by the dynamics of the following indicators:

· Revenue increased by 856 thousand rubles;

· Capital productivity increased by 199%;

· The profitability of sales increased significantly by 16.6%;

1.3 Characteristics of the organizational structure of Sovlit LLC

The enterprise has a linear-functional management structure, when the management of the company is carried out not only from the center, but also directly at the workplace: in each business unit of the enterprise there is a carefully selected personnel coordinating the work of a particular entity in accordance with the general strategy of the company.

General management of the company is carried out by the general director The chief technologist is in his direct subordination, commercial Director, chief accountant, chief economist, deputy director for general affairs. The organizational structure of Sovlit LLC management is shown in the diagram in fig. 1.

Fig. 1. Organizational structure of management of Sovlit LLC.

The main production process is carried out under the guidance of the chief technologist, in whose subordination are specialists who directly carry out the production of commercial products at two production sites - a section for the production of carbonated soft drinks, juice drinks and mineral carbonated water, a section for the production of drinking water. The chief technologist ensures control over the work, also monitors the quality of finished products, organizes control over the quality of raw materials, materials, semi-finished products supplied to the enterprise.

The sales of the company's products are managed by the commercial director, who is subordinate to the sales department and the advertising department. The responsibilities of the sales department employees include concluding contracts for the supply of products, forming a portfolio of orders for certain types of products for specific customers, monitoring the implementation of supplies and payment for products delivered to consumers. The duties of the advertising department employees are to conduct marketing research, develop forms, methods and means of sales promotion, develop and implement an advertising campaign.

The accounting process is carried out under the guidance of the chief accountant of the enterprise. The chief accountant is responsible for the formation of accounting policies, accounting, timely submission of complete and reliable financial statements. The chief accountant is subordinate to the accounting department.

The accounting department maintains all synthetic and analytical accounting on the basis of primary and consolidated documents received from individual divisions of the organization, records the enterprise's funds and business transactions with material and monetary resources, establishes the results of the financial and economic activities of the enterprise. The divisions themselves carry out only the primary registration of business transactions.

Planning, analytical and financial activities of the company are carried out under the guidance of the chief economist of the enterprise. The chief economist supervises the work on planning and economic incentives at the enterprise, increasing labor productivity, identifying and using production reserves, improving the organization of production, labor and wages, and organizing intra-plant cost accounting. The economic planning department is subordinate to him.

The planning and economic department, under the leadership of the chief economist, develops the economic policy of the enterprise, calculates the profitability of sales and determines the cost of repair work, develops annual and quarterly plans for the enterprise and individual shops, monitors their implementation, determines ways to eliminate deficiencies, organizes and improves intra-plant and intra-shop planning, develops standards for the formation of economic incentive funds, maintains operational statistics and submits for approval projects, prices for new products, studies and implements advanced experience in organizing economic planning.

The duties of the Deputy Director for General Issues include providing the enterprise with qualified employees, organizing the supply of materials, equipment, and ensuring the general functioning of the enterprise.

Linear-functional structure best meets the needs of the production of a small range of products, subject to their close technological interdependence. This is the kind of production that is carried out at Sovlit LLC. Therefore, the presence of an effective organizational structure has a positive effect on the activities of the enterprise.

1.4 Assessment of the feasibility of reorganizing the organizational structure and the possibility of separating a single logistics service

In modern conditions, a number of large industrial organizations have undergone a process of disintegration, the result of which is the fragmentation of the functions of managing a single technological process. The activities of numerous participants in the supply are not coordinated by a single management body, and responsibility for the final results working together each of these units does not bear. In this regard, the current conditions for organizing material and technical supply are closely related to the strengthening of integration processes in the supply chain, which determine the change in the functions of managing economic flows based on the formation of a logistics center.

The creation of a logistics center at Sovlit LLC is carried out by forming an organizational and functional structure based on delegating part of the planning, organizing and control functions to the information and logistics department of the logistics center, which is responsible for the formation and coordination of supply chains of building materials through information exchange between all participants in the supply and concentration process regulatory functions within a single logistics unit.

The basis of the internal organizational and functional interaction between the divisions of the logistics center is the provision of information exchange between the line, production services, the management apparatus and the information and logistics department, which allows coordination and control over the movement of material and other flows in the supply process (Fig. 2).

Fig. 2. Internal organizational and functional interaction of the participants of the logistics center.

The external logistics contour for organizing interaction between the information and logistics department and other participants in the supply chains is shown in Fig. 3. Information interaction between the logistics department and the production units of the logistics center, the management apparatus, as well as other participants in the supply chain is bilateral in nature, which determines the presence of feedback, which allows the information and logistics department to control and coordinate each logistics operation.

Fig. 3. The mechanism of external information interaction between the logistics center and participants in the supply chain.

Consequently, from all of the above, we can imagine a new organizational structure of Sovlit LLC

Fig. 4. Organizational structure of Sovlit LLC after the introduction of the logistics service

From the organizational structure, such areas as the sales department and the procurement department were eliminated. Now they have been reorganized into a single department - the logistics service.

1.5 Composition of the main functions of the logistics service

As already mentioned, the logistics service now includes such departments as the supply department and the sales department of commercial products.

The sales of the company's products are managed by the commercial director, who is subordinate to the logistics service (sales and procurement departments) and the advertising department. In duties sales department products include:

1. Implementation of a rational organization of the sale of the company's products, its delivery to consumers in time and volume in accordance with orders and concluded contracts. 2. Providing the department in the preparation of forecasts, projects of long-term and current plans for production and sales of products, conducting marketing research to study the demand for the company's products, the prospects for the development of sales markets. 3. Organization of preparation and conclusion of contracts for the supply of products to consumers, negotiation of delivery conditions. 4. Leads the work on drawing up delivery plans and linking them with production plans in order to ensure the delivery of finished products by production units on time, in terms of nomenclature, completeness and quality in accordance with orders and concluded contracts. 5. Takes measures to fulfill the product sales plan, timely receipt of orders, specifications and other delivery documents. 6. Provides control over the execution of orders, contractual obligations by the divisions of the enterprise, the state of stocks of finished products in warehouses 7. Organizes acceptance of finished products from production units to warehouses, rational storage and preparation for shipment to consumers, determination of the need for vehicles, mechanized loading equipment, packaging and labor for the shipment of finished products. 8. It develops and implements enterprise standards for the organization of storage, sale and transportation of finished products, as well as measures to improve the sales network, forms of delivery of products to consumers, reduce transport costs, reduce excess stocks of finished products and accelerate sales operations. 9. Takes part in the organization of exhibitions, fairs, trade shows and other events for product advertising. 10. Organizes wholesale trade of products manufactured by the enterprise. 11. Takes measures to ensure the timely receipt of funds for sold products. 12. Participates in the consideration of consumer claims coming to the enterprise and preparation of responses to the claims filed, as well as claims to consumers and their violation of the terms of contracts. 13. Provides accounting for the fulfillment of orders and contracts, shipment and balances of unsold finished products, timely execution of sales documentation, preparation of the required reporting on sales (supplies), on the implementation of the implementation plan. 14. Coordinates the activities of finished goods warehouses, supervises the department employees.

The main functions (responsibilities) of the procurement sub-department included in the logistics department:

1. Develops the policy of the enterprise on issues of material and technical support. 2. Supervises the development of projects for long-term, current plans and balances of material and technical support of the production program. 3. Takes part in the calculation of the norms of production stocks based on the determination of the needs for material resources (raw materials, materials, semi-finished products, equipment, components, etc.). 4. Supervises the development and implementation of programs for the continuous provision of the enterprise with material and technical resources required for production. 5. Searches for suppliers, focusing on the quality of the proposed material and technical resources, price, delivery times, favorable delivery conditions. 6. Develops relations with suppliers, analyzes their production and financial capabilities, examines the possibility and feasibility of establishing direct long-term economic ties for the supply of material and technical resources. 7. Prepares and corrects pre-contractual documentation. 8. Negotiates with suppliers in order to place orders and agree on terms and conditions of deliveries. 9. Concludes contracts with suppliers. 10. Organizes the study of operational marketing information and advertising materials on offers of small wholesale sellers and wholesale fairs in order to identify the possibility of purchasing material and technical resources through wholesale, as well as purchasing material and technical resources sold through free sale. 11. Provides delivery of material resources from suppliers and sellers in accordance with the terms and conditions stipulated in the contracts. 1 2. Organizes the processing of supplies of material and technical resources (acceptance by quantity and completeness, quality identification, preparation of the necessary acceptance documentation, internal transfer to storage locations or production units of the enterprise). 13. Prepares claims to suppliers in case of violation of their contractual obligations, controls the preparation of calculations for these claims, coordinates with the suppliers changes in the terms of concluded contracts. 14. Periodically evaluates the terms of existing contracts for the quality of performance of obligations by suppliers in order to make decisions on the search for new suppliers, change schemes for working with suppliers. 15. Organizes control over the state of stocks of material and technical resources, operational regulation of inventories at the enterprise, compliance with the limits for the release of material resources and their spending in the divisions of the enterprise for their intended purpose. 16. Supervises the development and implementation of measures to: - increase the efficiency of the use of material and technical resources; - reducing the costs associated with the transportation and storage of material and technical resources; - improving the control system for the expenditure of material and technical resources; - identification and implementation of surplus material and technical resources. 17. Develops proposals for replacing expensive material and technical resources with more affordable and acquisition opportunities, but at the same time, exactly meeting quality requirements. 18. Coordinates the development and maintenance of procurement databases containing operational information necessary to determine the needs for material and technical resources, sources of their purchases, procurement costs, etc. 19. Organizes the preparation of: - applications for material and technical resources (consolidated annual, annual, quarterly, monthly); - acts, conclusions on the quality of incoming material and technical resources.

2.1 Development of a logistics system

Logistic system diagram

The logistics system of Sovlit LLC is layered (multi-level) . This is a system in which the material flow is brought to the consumer with the participation of at least one intermediary.

Sovlit LLC manufactures its own goods, then the product is sold regular customers (they are the intermediaries in this logistics system), then the intermediary firms bring the goods of Sovlit LLC to the end consumer

Fig. 5. Diagram of the logistics system

Logistic network diagram

The logistics network of Sovlit LLC consists of many links:

1. Suppliers.

2. Manufacturing.

3. Warehouse for finished products (distribution center).

4. Firms-intermediaries: “Klaipeda”, “FART”, “Vester”, “Victoria”, “Seventh Continent” and others. They also have their own transport that delivers the products of Sovlit LLC to the end consumer.

The logistics network diagram is shown in Fig. 6.

Fig. 6. Diagram of the logistics network

The supply chain diagram is shown in Figure 6a.

Fig. 6a Logistics chain diagram

Logistic system properties

Any logistic system is characterized by certain general featuresthat need to be considered.

It is very important to control the integrity (segmentation) of the logistics system. All Sovlit subdivisions are presented as a set of elements interacting with each other. Elements exist only in the system, complementing each other. They perform different functions, but pursue a common goal, promoting the product to the consumer. Outside the system, these are only objects that have the potential ability to form a system.

Only coordinated activities and clearly assigned responsibilities will help achieve the expected result.

There are significant links between the elements of the logistics system, which determine the integrative qualities of the system. Intra-industrial relations of the company should be more powerful than the links of departments with the external environment.

The links of all departments are ordered in a certain way, all activities are organized. There is a clear hierarchy, all intra-industrial relations are formed from the subordination of elements of a lower level to a higher one (this can be seen from the organizational structure of the enterprise).

And, finally, the whole system has integrative qualities that are not characteristic of any of the separate divisions - emergence. Thanks to this property of the system, the company can deliver the right product at the right time, in the right place, of the required quality, with minimal costs, and also adapt to changing conditions. external environment (change in supply and demand).

The integrative qualities of the Sovlit logistics system allow it to purchase materials, pass them through its production facilities and issue them to the external environment, while achieving pre-set goals.

The main goal of logistics is to ensure a competitive position of business organization in the market. This logistics achieves through the management of flow processes based on the rules: Delivery with minimum costs of the products of the appropriate quality and the appropriate quantity necessary for a specific buyer at the right time and in the right place (7 rules of logistics).

Combining logistic operations into logistic functions, first of all, depends on the type of logistic system, i.e. a set of functional subsystems in a specific logistics system.

OOO Sovlit

Fig. 8. Internal material flows

The material flow flowing in the environment external to the company, that is, the material flow from the supplier to the enterprise and from the enterprise to the consumer, is an external material flow.

The input material flow enters the logistics system from the external environment, from the supplier. The output material flow comes from the logistics system to the external environment, to the consumer.

If the enterprise stores stocks at the same level, the input material flow will be equal to the output.

In terms of the natural - material composition and quantitative characteristics, the material flow at the Sovlit enterprise is represented by medium and sometimes large wholesale supplies of a multi-assortment group of goods.

By consistency, all are found; material flows are presented in packaged form.

A material flow that is motionless becomes a stock. That is, such a material flow is not continuous in time, a discrete material flow.

All actions applied to material flows are called a logistic operation or function, logistic activity.

As for information and financial flows, elementary logistic activity is represented by the collection, storage and transmission of information about the material flow, settlements with the supplier and diggers, etc.

The central control system does not interfere with the exchange of material flows between different parts of the enterprise, does not establish current production targets for them.

The production program of a separate technological link is determined by the size of the order of the next link. The central control system sets the task only for the final link of the production technological chain.

Thus, the material flow is "drawn out" by each subsequent link. Moreover, the personnel of a separate unit are able to take into account much more specific factors than the central control system could do.

2.3 Characteristics of logistics operations (activities)

All actions applied to material flows are called a logistic operation or function (logistic activity).

Elementary logistic activities include such actions as loading and unloading goods at an intermediate warehouse, reloading from one type of transport to another if necessary, sorting, marking goods directly to the enterprise, etc.

Unloading and acceptance (supply of raw materials and supplies)

When carrying out these operations, Sovlit LLC is guided by the terms of delivery of the concluded contract. Accordingly, the unloading points for the specified vehicle (trailer, truck) and the necessary handling equipment are prepared. Unloading is carried out at truck unloading ramps and container yards. Special equipment for unloading points on the territory of Sovlit LLC and right choice loading and unloading equipment allows for efficient unloading (in the shortest possible time and with minimal loss of cargo).

The operations carried out at this stage include:

Unloading of vehicles,

Control of documentary and physical compliance of delivery orders,

Documentary registration of the arrived cargo through the information system,

· Formation of a warehouse cargo unit.

Protective packaging

The movement of a product from producer to consumer is an inevitable prerequisite for the realization of its use value. At the same time, it is important to ensure the complete safety of the quantity, quality and presentation of products along the entire route.

Protective packaging plays an important role in the distribution of finished products of manufacturers. In order to protect products from mechanical, climatic, biological and other influences and ensure their high-quality preservation during transportation and storage, Sovlit LLC uses packaging. Along with its main function - to ensure the safety of the packaged goods - packaging also performs others. It helps to accelerate the transfer of inventory items from producers to consumers: facilitates the movement of products during loading and unloading operations and intra-warehouse operations: improves accounting and organization of product sales; increases the efficiency of using vehicles and storage facilities.

Warehousing and storage

The warehousing and storage process includes:

and) stowage of cargo,

b) storage of cargo and provision of appropriate conditions for this,

in) control over the availability of stock in the warehouse, carried out

through the information system.

Stocks of OOO Sovlit are stored in the distribution center (in the warehouse). One responsible person is responsible for it, who keeps records of stocks. It should also be noted that the warehouse is rationally located on the territory of Sovlit LLC and thereby ensures its greatest functional efficiency.

Order picking and shipment

The picking process boils down to preparing goods in accordance with consumer orders.

Completion and shipment of orders include:

a) receiving a sales order (selection sheet),

b) selection of goods of each item according to the customer's order,

c) completing the selected product for a specific client in accordance with his order,

d) preparation of goods for shipment (packing into containers, onto a carrier),

e) documentary registration of the prepared order and control over the preparation of the order,

f) consolidation of customer orders into a consignment and registration of waybills,

g) loading of goods into a vehicle.

Customer orders are commissioned in the picking area. Preparation and execution of documentation is carried out through the information system. The address storage system allows you to specify the location of the selected goods in the picking list, which significantly reduces the picking time and helps to track the release of goods from the warehouse.

When picking a shipment, thanks to the information system, it is easier to perform the function of combining goods into an economical consignment, which allows maximum use of the vehicle. In this case, the optimal route for the delivery of orders is selected. Unloading takes place on a loading ramp (the requirement for efficient loading is the same as for unloading).

Sales

The sales strategy of the company is based on individual work with each client, the implementation of a full range of works, starting from the "project" stage and ending with the signing of the certificate of completion. The company is constantly working to attract corporate clients using different methods sales promotion: seasonal discounts, distribution of certificates for VIP-clients, entitling them to a 5% discount, lotteries, lotteries with prizes.

In the event of price competition, steps are taken to reduce prices for supplied products.

In its activities, the company focuses not only on corporate clients, among whom it has long and firmly gained the image of a reliable partner, but also on the segment of small and medium-sized clients, as well as individuals.

Wholesale trade accounts for 80% of the total sales. At present, the company has regular customers who carry out regular wholesale purchases of products manufactured by Sovlit LLC. Subject to the stability of purchases, the sale of products in the amount of 3,600 pieces is guaranteed daily (about 900 thousand pieces per year).

Thus, the company has a guaranteed market for its products.

Transportation and forwarding of orders

Transportation and forwarding of orders can be carried out both by the warehouse and by the customer himself (in our case, the clients of Sovlit LLC are engaged in the transportation of goods themselves). The last option justifies itself, since orders are carried out in batches equal to the capacity of the vehicle, and at the same time the consumer's inventory does not increase. With this transportation option, a significant reduction in transportation costs is achieved for Sovlit LLC.

Information and computer maintenance of the warehouse

Modern logistics systems cannot function without information and computer support, including by Sovlit LLC.

Information and computer maintenance of the warehouse involves the management of information flows and is the connecting core of the functioning of all warehouse services.

Information service at Sovlit LLC covers:

Processing of incoming documents,

· Proposals for orders of suppliers,

Registration of orders of suppliers,

Control of receiving and sending,

Control of cash in a warehouse,

Receiving orders from consumers,

Preparation of shipping documentation,

Dispatch assistance, including optimal choice parties

shipment and delivery routes,

Processing of customer accounts,

Exchange of information with operational personnel and upper

hierarchical level,

· Various statistical information.

Inventory Management

Inventory management of material resources and finished goods is the process of creating control and regulation of the level of inventories in the supply, production and marketing of products. Whereas space is critical for transportation, time is critical for inventory management. Usually there is always a certain need for stocks of material resources and production on the one hand and between production and the consumer of finished products on the other. Reducing the risks of a shortage of material resources in the production process or unsatisfied consumer demand for finished products, stocks at the same time play a negative role in the economy, freezing the financial resources of organizations in large volumes of inventory. Therefore, the most important task of the logistics management at Sovlit LLC is to optimize the level of stocks in supply chains and systems while ensuring the required level of customer service. The high costs of creating and maintaining inventory levels of 20% to 60% of total logistics costs further underscore the importance of this key logistics function. The function of managing order procedures determines the receipt and processing of inventory, the moments of receipt of finished products or the provision of services to the consumer, and also initiates the work of the corporate distribution network or logistics intermediaries for the delivery and sale of finished products to consumers. Although the costs of this key logistics function are not as high as those of transportation or inventory management, its importance in modern business is very high, since it directly determines the quality of customer service.

Service provision

Service work, i.e. to meet someone's needs is called a service.

To ensure the coordination of the activities of the sales department, first of all, the operations of control over the fulfillment of orders and the provision of services to customers are aimed, on the implementation of which the level of service depends.

Successful logistics services to customers can easily become the most important, moreover, a strategic feature that distinguishes a given company from competitors.

3.1 Procurement (purchasing) logistics

Purchase logistics solves all issues related to the field of material and technical support of the enterprise and the preparation of products for industrial consumption.

OOO Sovlit, like any other enterprise, has a service that purchases, delivers and temporarily stores raw materials and semi-finished products.

The supply service establishes economic ties with suppliers, coordinating technical, technological, economic and methodological issues related to the supply of goods. Working in contact with the sales services of the supplier, the supply service ensures the operation of the enterprise on the macrologic system.

Choosing a supplier is one of the most important tasks of the company. The choice of a supplier is significantly influenced by the results of work on already concluded contracts, on the basis of which the supplier's rating is calculated. Before calculating the rating, it is necessary to determine on the basis of what criteria the decision on the preference of a particular supplier will be made. As a rule, price, quality and reliability of supply are used as such criteria.

The next step in solving the problem of choosing a supplier is to evaluate suppliers according to the designated criteria. In this case, the weight of a particular criterion in their total totality is determined by an expert.

Sovlit LLC has two alternative preform suppliers, one of which is located in Lithuania “KLAIPEDA” (supplier # 1), the other in the city of Kaliningrad “FART” (supplier # 2).

Table 2 shows the calculation of supplier selection based on actual work results.

Table 2 Supplier selection based on actual work results

Table 2a - Dynamics of the supply of goods of inadequate quality

Table 2b - Dynamics of violations of the established delivery times

1. Calculation of the average price growth rate:

T c = ∑ T c i x d i, Where

T c i - price growth rate for the i-th product

d i - the share of the i-th product in the total supply of the current period

n - the number of product varieties

T c i = ( P i 1 / P i 0 ) * 100, where

P i 1 - the price of the i-th product in the current period

P i 0 - price of the i-th product in the previous period

d i = ( S i / ∑ S i ), Where

S i - the sum of the i-th product in the current period (rubles)

∑ S i – total supply

Let's calculate the average annual price growth rate:

Supplier # 1:

Item A : T c i = 16 / 15 * 100 = 106,7

d i = 16 * 1500 / (16*1500+10*1400+8*10000+10*9000) = 0,12

Product B : T c i = 10 / 9 *100 = 111,1

d i = 10 * 1400 / (16*1500+10*1400+8*10000+10*9000) = 0,07

Item B : T c i = 8 / 10 *100 = 80

d i =8 * 10 000 / (16*1500+10*1400+8*10000+10*9000) = 0,38

Item G : T c i = 10 / 12 * 100 = 83,3

d i = 10 * 9000 / (16*1500+10*1400+8*10000+10*9000) = 0,12

T c = (106,7 * 0,12) + (111,1 * 0,07) + (80 * 0,38) + (83,3 * 0,12) = 60,9

Supplier # 2:

Item A : T c i = 13 / 12 * 100 = 108,3

d i = 13 * 9000 / (13*9000+10*12000+11*10000+12*11000) = 0,24

Product B : T c i = 10 / *100 = 125

d i = 10 * 12000 / (13*9000+10*12000+11*10000+12*11000) = 0,25

Item B : T c i = 11 / 7 *100 = 157,1

d i =11 * 10 000 / (13*9000+10*12000+11*10000+12*11000) = 0,23

Item G : T c i = 12 / 9 * 100 = 113,3

d i = 12 * 11000 / (13*9000+10*12000+11*10000+12*11000) = 0,28

T c = (108,3 * 0,24) + (125 * 0,25) + (157,1 * 0,23) + (113,3 * 0,28) = 125,3

1. Calculation of the growth rate of the supply of defective goods:

T b r = ( d b r 1 / d b r 0 ) * 100 where

d b r 1 - the share of defective goods in the total supply of the current period

d b r 0 –The share of defective goods in the total supply of the previous period

Supplier # 1:

January: 120/9000 * 100 \u003d 1.333

February: 220/21900 * 100 \u003d 1.005

T b r = 1,005/1,333 *100 = 75,39

Supplier # 2:

January: 390/31000 * 100 \u003d 1.258

February: 530/42000 * 100 \u003d 1.262

T b r = 1,262 / 1,258 * 100 = 100,32

2. Calculation of the growth rate of the average delay:

T about p = ( ABOUT wed 1 / ABOUT wed 0 ) * 100 where

ABOUT wed 1 \u003d average delay for one delivery in the current period (days)

ABOUT wed 0 \u003d average delay for one delivery in the previous period (days)

Supplier # 1:

January: 28/10 \u003d 2.8

February: 31/9 \u003d 3.4

T about p = 3,4 / 2,8 * 100 = 121,43

Supplier # 2:

January: 43/12 \u003d 3.6

February: 34/15 \u003d 2.3

T about p = 3,6 / 2,3 * 100 = 156,52

Index	Indicator weight	Supplier score for this indicator		Weight product
Index	Indicator weight	Supplier # 1	Supplier # 2	Supplier # 1	Supplier # 2
	0,5	60,9	125,3	30,45	62,65
Quality	0,3	75,39	100,32	22,62	30,1
Reliability	0,2	121,43	156,52	24,29	31,3
Supplier rating	77,36	124,05

Output : the second supplier has high rating for poor performance. Hence, it follows that Supplier # 1 (“KLAIPEDA” firm) is more reliable, because his overall rating is lower. It is with this supplier that the contract should be renegotiated.

3.2 Inventory logistics

Inventory management in the enterprise

The main tasks of inventory logistics are: determining the optimal volume of the ordered batch, choosing a method for managing inventories.

The growth of the enterprise's need for material resources can be satisfied extensively (by purchasing or manufacturing more materials and energy) or by intensive (more economical use of existing stocks in the production process).

At Sovlit LLC there is no targeted approach to the formation and storage of stocks. There is also a shortage of raw materials in the seasonality of the consumption process, i.e. it is necessary to establish relations with permanent suppliers of material resources. The need for additional personnel in the logistics department. The main problem can be called a shortage or, on the contrary, a surplus of reserves, thus, the task of optimizing material reserves becomes very urgent, since underestimated inventories of material resources can lead to losses associated with downtime, unmet demand and, consequently, to loss of profits, as well as loss of potential buyers of products; on the other hand, the accumulation of surplus inventories binds the working capital of the enterprise, reducing the possibility of its beneficial alternative use and slowing down its turnover, which is reflected in the total production costs and the financial results of the enterprise. The economic damage is caused by both the significant availability of reserves and their insufficient quantities. The relevance of the problem of optimizing the material stocks of an enterprise and their effective management is due to the fact that the state of stocks has a decisive influence on the competitiveness of the enterprise, its financial condition and financial results... It is impossible to ensure a high level of product quality and the reliability of its supply to consumers without creating an optimal stock of finished products, as well as stocks of raw materials, materials necessary for the continuous and rhythmic functioning of the production process.

Solving the problem of improving the efficiency of inventory management in the modern economic environment requires a transition from traditional management methods to logistics, allowing inventory management to be included in the main directions of the company's actively pursued strategy of its market behavior.

In this regard, the creation of a methodological toolkit that makes it possible to quantitatively evaluate, analyze and predict various options for the formation of an inventory management strategy is of particular relevance.

Assortment differentiation according to the ABC method (Pareto chart)

The idea of \u200b\u200bthe ABC method is to select the most significant from the point of view of the designated goal from the entire set of similar objects. As a rule, there are few such objects, and it is not them that you need to focus your main attention and strength.

The ABC method (Pareto chart) allows, in accordance with the specified criteria, to select 3 ABC product groups in the general nomenclature for the purpose of selective stock management of these products.

The group "A" includes the elements of the highest importance according to the chosen criterion: 20% of the goods give 80% of the result.

The group "B" includes elements of medium importance: 30% of the product gives 15% of the result.

Group "C" includes the rest of the goods: 50% of the goods give 5% of the result.

Algorithm for the analysis of ABC:

1. Consumption of goods for a certain period is taken.

2. Goods are distributed in descending order of their consumption.

3. Consumption is calculated on a cumulative basis.

4. The percentage of the total consumption of each product relative to the total accumulated consumption is determined.

5. The schedule is built.

Let's apply this type of analysis to the Sovlit LLC enterprise. The ABC analysis is presented in Table 3.

Primary list				Ordered list				Group A, B, C
Item no.	Product name	Annual product sales		Item no.	Annual product sales	Position share in total volume,%	Cumulative share,%	Group A, B, C
1	Buratino (1.5L)	10 000	10,55	9	18 000	18,99	18,99	A
2	Lemonade (1.5L)	9 500	10,02	10	17 800	18,78	37,77	A
3	Duchess (1.5L)	8 900	9,39	1	10 000	10,55	48,32	A
4	Orange (1.5L)	7 670	8,09	2	9 500	10,02	58,34	A
5	Kvass Zamoskvoretsky (1.5l)	7 980	8,42	3	8 900	9,39	67,73	A
6	SSN "Pineapple" (2L)	4 400	4,63	5	7 980	8,42	76,15	A
7	SSN "Cherry" (2L)	4 950	5,22	4	7 670	8,09	84,24	IN
8	Mineral water (0.5l)	5 600	5,91	8	5 600	5,91	90,15	IN
9	Drinking water (3L)	18 000	18,99	7	4 950	5,22	95,37	FROM
10	Drinking water (5L)	17 800	18,78	6	4 400	4,63	100	FROM
Total :		94 800

Let's construct the ABC curve in the coordinate system. The graph is shown in Figure 9.

100

95.37

90.15

84.24

76.15

67.73

9 10 1 2 3 5 4 8 7 6 number

goods

A B C

Fig. 9. Distribution of goods according to the ABC method

Group A goods are the most important goods, which account for the most moneyinvested in stocks. The sizes of stocks for position A are constantly monitored, accurately determine the costs associated with the purchase, delivery and storage, as well as the size and time of the order.

The graph shows that the group "AND" hit, i.e. the following products give 80% of the result:

1. Drinking water (5L)

2. Drinking water (3L)

3. Pinocchio (1.5L)

4. Lemonade (1.5L)

5. Duchess (1.5L)

6. Kvass Zamoskvoretsky (1.5l)

To the group "IN" hit, i.e. the following products give 15% of the result:

1. Orange (1.5L)

2. Mineral water (0.5l)

We got into group "C"; the following products give 5% result:

1. SSN "Pineapple" (2L)

2. SSN "Cherry" (2L)

XYZ assortment differentiation

The differentiation of the assortment of goods by the XYZ method is carried out depending on the degree of uniformity of demand and the accuracy of forecasting. The characteristic, on the basis of which the goods are divided into groups X, Y, Z, is the coefficient of demand variation determined for each item of the assortment.

The coefficient of variation of demand for individual items of the assortment (υ) is calculated by the formula.

where, xi - i-th value of demand for the estimated position;

x is the average quarterly demand for the estimated position;

n is the number of quarters for which the estimate was made.

XYZ Analysis Procedure:

1. Determination of the coefficients of variation for individual items of the assortment.

2. Grouping of control objects in order of increasing coefficient of variation.

3. Plotting the XYZ analysis curve.

4. Division of the set of control objects into three groups: group X, group Y, group Z ..

The calculation of the coefficient of variation of demand is shown in Table 4. The XYZ curve graph is shown in Figure 10.

Group X includes goods for which demand is uniform or subject to insignificant fluctuations. The volume of sales for the goods included in this group is well predictable.

To the group "X" hit, i.e. in the range 0 ≤ υ< 10%:

1. Drinking water (3L)

2. Drinking water (5L).

Group Y includes goods that are consumed in fluctuating volumes. In particular, this group may include goods with a seasonal nature of demand. Possibilities for forecasting demand for goods of group Y are average.

To the group "Y" hit, i.e. in the range 10 ≤ υ< 25%:

1. Mineral water.

To the group " Z " includes goods for which demand arises only sporadically. It is difficult to predict the volume of sales of Group Z goods.

To the group "Z" hit, i.e. located in the interval 25% ≤ υ< ∞:

1. Pinocchio

2. Lemonade

4. Orange

5. Kvass Zamoskvoretsky

6. SSN "Pineapple"

7. SSN "Cherry"

Let's construct the matrix ABC - XYZ

Table 4a - Matrix ABC - XYZ

AX9, 10	BX-	CX9, 10
AY-	BY8	CY-
AZ1, 2, 3, 5	BZ7	CZ-

Table 4b

Matrix ABC-XYZ value

A	B	C
X	AX: High turnover rate	BX: Average turnover rate High predictability of demand	CX: Low turnover rate High predictability of demand
Y	AY: High turnover rate	BY: Average turnover rate Average predictability of demand	CY: Low turnover rate Average predictability of demand
Z	AZ: High turnover rate Low predictability of demand	BZ: Average turnover rate Low predictability of demand	CZ: Low turnover rate Low predictability of demand

Conclusions: for the commodity items included in the groups AX, AY, AZ, an individual stock management technology is selected.

For example, for products of the AX group, the optimal order size should be calculated and monitored daily. For group AY, the period between checks should be increased.

Inventory management of goods included in groups BX, BY, BZ can be carried out both individually and in the same way for groups, only the planning time and delivery methods change.

Inventory management of goods included in the CX, CY, CZ groups can be carried out using longer periods.

Thus , to such goods as Drinking water 3l. (No. 9) and Drinking water 5l. (# 10) should apply both a management strategy that includes calculating the optimal order size and daily monitoring, as well as managing inventory over longer periods.

To the goods: Buratino 1.5l. (No. 1), Lemonade 1,5l. (No. 2), Duchess 1.5 liters. (No. 3), Kvass Zamoskvoretsky 1.5 l. (# 5) a management strategy should be applied that includes individual inventory management technology.

To goods: Mineral water 0.5l. (No. 8), SSN "Cherry" 2l. (No. 7) a management strategy should be applied that includes managing the inventory of goods both individually and equally across groups, only the planning time and delivery methods change.

3.3. Distribution logistics Analysis of the enterprise product distribution system

The sales system used by the company has only one distribution center - a warehouse for finished products. Fig. 11. Scheme of distribution of material flow It should be noted that the warehouse network through which the distribution of material flow is carried out is a significant element of the logistics system. The construction of this network has a significant impact on the costs arising in the process of bringing goods to consumers, and through them, on the final cost of the product sold. Therefore, it is so important for each enterprise to competently build its warehouse network. A system with one distribution center in this case has both positive and negative properties for the enterprise: Pros: 1. The enterprise does not need to create an extensive network of warehouses serving any territory, it does not need to create an extensive warehouse infrastructure, so it does not incur additional costs for maintaining additional warehouses; 2. The company does not incur high transportation costs, since under the existing distribution system, the enterprise does not maintain a significant fleet of vehicles due to the fact that it itself does not carry out independent transportation of its products; 3. The company has the opportunity to sell its products to wholesale buyers at a lower price, because this price does not include transportation costs. This low price can attract those wholesale buyers who have a wide network of distribution centers, established transport facilities, and, accordingly, are able to deliver goods to their wholesale centers with minimal costs. : 1. In the conditions of the existing distribution system, the enterprise is quite dependent on its wholesale customers. It can be noted that the overwhelming majority of its products (98%) are sold by the company to only three intermediaries. Those. It can be concluded that the sales structure of Sovlit is insufficiently diversified, as a result of which this enterprise is highly susceptible to fluctuations in demand from the above wholesale buyers, and this, in turn, may negatively affect the future success of the enterprise's products. In this case, these wholesale buyers can, in a certain situation, dictate their conditions to the enterprise, seeking certain benefits for themselves and taking advantage of the fact that the enterprise depends on them quite strongly; 2. This distribution system, when a wholesale buyer is forced to independently export the products of an enterprise from his warehouse, leads to a limitation of the number of buyers willing to cooperate with Sovlit LLC. After all, not every intermediary has a desire to independently carry out the delivery of the products of a given enterprise purchased by him to his distribution center, thereby incurring all the costs associated with the transportation of goods to a wholesale warehouse, its further storage and delivery to various retail outlets. That is precisely why Sovlit LLC has such a small number of resellers. Definition the required amount warehouses in the serviced area One of the main points of optimization of the distribution system is the determination of the required number of warehouses. First of all, here you need to take into account the number of consumers, their location, as well as the amount of material flow they consume. The priority factor here, as, indeed, in any optimization process, is to minimize the total costs. If we make the number of warehouses small (1-2), then in this case transport costs for delivery will be the greatest (it should be noted that these options are considered in the future, and not as an existing event). The variant with a large number of distribution centers assumes the presence of 5-6 distribution centers, as close as possible to the places of concentration of consumers of the material flow. In this case, transportation costs for the supply of goods will be minimal. However, the appearance of such a number of additional warehouses in the distribution system increases operating costs, the cost of delivering goods to warehouses, and the cost of managing the entire distribution system. It is possible that the additional costs in this case can significantly exceed the economic gain obtained from the reduction in the mileage of transport delivering goods to consumers. Therefore, in our case, the preferred option is that the area is served by three additional warehouses. In total, there will be four warehouses in the distribution system (since the finished product warehouse can still perform the distribution function). Note that when the number of warehouses in the distribution system changes, part of the costs associated with the process of bringing the material flow to the consumer increases, and part is declining. The following costs are used as variables: 1. transportation costs; 2. inventory maintenance costs; 3. costs associated with the operation of the warehouse; 4. costs associated with managing the warehouse system. 1. Dependence of the value of transportation costs on the number of warehouses in the distribution system The entire volume of transport work for the delivery of goods to consumers, respectively, and transport costs, are divided into two groups: costs associated with the delivery of goods to warehouses of the distribution system (we will call this category of transport work long-distance transportation); costs of delivery of goods from warehouses to consumers (near With an increase in the number of warehouses in the distribution system, the cost of delivering goods to warehouses, that is, the cost of long-distance transportation, increases, as the number of trips increases, as well as the total amount of vehicle mileage. The nature of the dependence is not straightforward, since there are conditionally constant and conditionally variable components, as a result of which delivery costs grow more slowly than distance. For example, when the distance increases from 20 to 60 kilometers (3 times), delivery costs increase only 2 times. Another part of transportation costs is the cost of delivering goods from warehouses to consumers, with an increase in the number of warehouses decreases. This happens as a result of a sharp decrease in vehicle mileage, and the total transportation costs tend to decrease as the number of warehouses in the distribution system increases. However, this decrease is not as pronounced as the decrease in the cost of short-haul transportation, since the form of dependence is affected by an increase in the cost of bringing goods to warehouses (with an increase in the number of warehouses). 2. Dependence of the cost of maintaining inventory on the number of warehouses in the distribution system With an increase in the number of warehouses, the service area of \u200b\u200beach of them decreases. A reduction in the service area also entails a reduction in stock in the warehouse. However, the stock is generally not reduced as quickly as the service area. There may be several reasons for this. For example, the need to maintain a safety stock. In the single-warehouse model, the safety stock must be kept in one location. An increase in the warehouse network entails the replication of the safety stock, that is, creating several warehouses, it is necessary to create a safety stock in each of them. As a result, the total stock in all warehouses will increase (compared to the stock in a distribution system with one central location).
3. Dependence of costs associated with the operation of a warehouse on the number of warehouses in the distribution system With an increase in the number of warehouses in the distribution system, the costs associated with the operation of one warehouse decrease. However, the total costs of the distribution system for the maintenance of the entire warehouse are increasing. This happens in connection with the so-called economies of scale: with a decrease in the warehouse area, operating costs per square meter. increase 4. Dependence of the costs associated with managing a distribution system on the number of warehouses included in it There is also a scale effect, and therefore, with an increase in the number of warehouses, the cost curve for control systems becomes flatter. A prerequisite for the efficient functioning of a distribution system with several warehouses is computerization of management (in our case, this is another additional item for costs) .From all of the above, we can conclude that the creation of new warehouses requires huge investments. At the moment, Sovlit LLC cannot afford it, and the current state of affairs is absolutely satisfactory to the organization's management. Sovlit LLC has been operating in this mode for many years (with one distribution center) and receives a stable income. Optimization of the location of distribution centers in the served area The amount of transport costs can vary significantly not only depending on the number of warehouses, but also depending on the location of these warehouses in the serviced area. The distribution center (finished product warehouse) of Sovlit LLC is located in an inconvenient place, on the outskirts of the city, so transport The costs of intermediaries in this case are quite high. Even if there is one warehouse in the distribution system, then it is more rational to place it in the center of the served area, and not on its outskirts. The problem of locating distribution centers can be formulated as finding an optimal solution, or as finding a suboptimal ( close to optimal) solution In this case, when expanding the distribution network, it is most expedient for the enterprise not to build new warehouses, because this requires large financial investments, and to take advantage of existing warehouses with an established infrastructure, equipped access roads, etc. That is, it would be more rational to either purchase warehouses, preferably in the city center, or rent them. For a more accurate calculation of determining the location of the distribution warehouse in the serviced area, there is centrifugal method

The main goal is to minimize transportation costs. It is required to determine the coordinates X and Y of the warehouse.

where, G - cargo turnover

Xi, Yi - consumer i coordinates

Table 5 - Coordinates outlets enterprises of OOO Sovlit

Store number	X coordinate (km)	Y coordinate (km)	Freight turnover (pcs / month)
"Vester"	15	11	90 000
"Victoria"	17	16	93 000
"Seventh Continent"	18	13	86 000
mn No. 16	18	15	50 000
mn No. 27	22	16	40 000
mn No. 52	23	35	45 000
mn No. 44	28	34	49 000
mn No. 33	40	23	65 000
mn No. 29	35	25	78 000
mn No. 5	14	15	80 000

X km = 90 000*15 +93 000*17 + 86 000*18 + 50 000*18 +40 000*22 + 45 000*23 +49 000*28 + + 65 000*40 + 78 000*35 + 80 000*14/90 000 + 93 000 + 86 000 + 50 000 + 40 000 +45 000 + + 49 000 +65 000 +78 000 + 80 000 = 1 350 000 + 1 581 000 + 1 548 000 + 900 000 + 880 000 +1 035 000 + 1 372 000 +2 600 000 +2 730 000 +1 120 000/ 676 000 = 22

Y km = 90 000*11 + 93 000*16 + 86 000*13 + 50 000*15 + 40 000*16 +45 000*35 + 49 000*34 +65 000*23 + 78 000*25 + 80 000*15/ 676 000 = 990 000 + 1 488 000 +1 118 000 + 750 000 +640 000 +1 575 000 +1 666 000 + 1 495 000 +1 950 000 +1 200 000/676 000 = 19

X warehouse \u003d 22 - warehouse

Warehouse \u003d 19

Fig. 12. Determination of warehouse coordinates When choosing a site for a distribution center after the decision on the geographical location of the center has been made, the following factors also affect: 1. Site size and configuration. A large number of vehicles serving input and output material flows require sufficient space for parking, maneuvering and passage. The lack of such space will lead to congestion, loss of time for clients (and possibly clients themselves). It is necessary to take into account the requirements of the fire protection services: the warehouses, in case of fire, must be provided with free passage for fire fighting equipment. 2. Transport accessibility of the area. Transportation costs are a significant component of the operating costs of any distribution center. Therefore, when choosing a site, it is necessary to assess the roads leading to it, to familiarize yourself with the plans of the local administration to expand the road network. Preference should be given to areas located on the main (trunk) highways. In addition, it is necessary to study the equipment of the territory with other types of transport, including public transport, on which the accessibility of the distribution center significantly depends both for its own personnel and for customers. 3. Local government plans. When choosing a site, it is necessary to familiarize yourself with the plans of the local administration for the use of adjacent territories and make sure that there are no factors that could subsequently have a constraining effect on the development of the distribution center In addition to the listed factors, when choosing a specific site for a distribution center, it is necessary to familiarize yourself with the peculiarities of local legislation, analyze costs to improve the territory, evaluate the buildings already on the site (if any), take into account the possibility of attracting local investments, get acquainted with the situation on the local labor market. Conclusions and suggestions for optimizing the distribution system Based on the results of the analysis of the distribution system carried out in the previous paragraphs, it can be concluded that the existing distribution system of Sovlit LLC does not meet many logistics requirements, does not maximize the company's profit, leads to an increase in transport costs when delivering finished products from warehouse of the enterprise to the final consumer, etc. Nevertheless, this structure has been used by the enterprise for more than seven years, and so far the management of the enterprise does not intend to make such significant changes to it. This is due to the fact that changing the existing system requires significant investment (creating a fleet of vehicles, renting or buying warehouse space within the city), and in addition, a qualitatively different approach to organizing material and information flows management is required. The enterprise also needs to establish direct links with the direct consumers of its products. The principles by which the enterprise management is guided are clear. After all, this sales structure is the most "painless" for the enterprise in the short term, because all transport and storage costs in this case are minimal, and the company is relieved of the need to independently engage in retail sales of its products. But if we consider the long-term perspective, taking into account the influence of positive and negative environmental factors, it becomes obvious that the existing system needs to be changed, optimized in in accordance with the basic logistic principles. Optimization of the existing distribution system can be carried out in several ways: 1. It is necessary to increase the number of distribution centers (wholesalers); 2. It is optimal to locate these warehouses in the serviced area; 3. Create a sufficient fleet of vehicles of the required carrying capacity and rationally organize its work on the delivery of the company's products from the place of production to the place of consumption; 4. It is necessary to establish direct links with consumers of the company's products (both with physical and legal entities). Those. to diversify the sales structure as much as possible, which will provide the company with a stable and uniform demand for its products and reduce trade risk to a minimum; 5. At the same time, it is in no way possible to lose the already established connections with wholesale buyers, but to offer them to continue working on mutually beneficial terms, and in the new conditions they will have the opportunity to choose the most convenient distribution center for them in order to reduce their transport costs. Of course, buying goods directly near their distribution centers, intermediaries will already rely on a higher price, in which the company will lay its costs for delivering products to the place of consumption. It should be noted that after optimizing the distribution system, these costs will be minimized, which with the existing the level of retail prices for the company's products will increase its profits.

3.4 Transport logistics

Transport logistics - deals with transportation issues, solves the problems of choosing vehicles, choosing a method of transportation, developing optimal routes for traffic schedules.

A significant part of logistics operations on the path of movement of material flow from the primary source of raw materials to final consumption is carried out using various vehicles. The costs of these operations are up to 50% of the total logistics costs.

Figure 13 shows the external transport system of the enterprise.

Fig. 13. The transport system of the enterprise.

The finished products of the company are delivered by intermediaries using their own transport.

The main mode of transport of the enterprise is cars. Road transport is traditionally used for short-distance transport. One of the main advantages is high maneuverability.

With the help of road transport, cargo can be delivered "door to door" with the required degree of urgency. This type of transport ensures regularity of delivery, as well as the possibility of delivery in small quantities. Here, in comparison with other types, less stringent requirements are imposed on product packaging.

Figure 14 shows the organization of a transport involving multiple vehicles.

Informational financial flows

Material flows

Fig. 14. Organization of transportation with the participation of several types of transport

3.5 Economic evaluation of the effectiveness of the proposed measures

These activities will improve following indicators functioning of the enterprise: turnover, the cost of inventory management, warehouse turnover, transport costs.

According to estimates, the trade turnover should increase by about 16%. This is due to the choice of a more reliable supplier who will deliver the goods with the least amount of delays and rejects, and therefore with the minimum costs.

The turnover of the enterprise:

T \u003d To / Ccr,

where To is the turnover for the period, rubles;

Сср - the average cost of 1 batch of goods, rubles / p. Turnover before improvement: Т \u003d 2,844,000 / 32,000 \u003d 89 batches. Trade turnover after improvement: Т \u003d 3299040/32000 \u003d 103 parties.

The cost of inventory management will decrease by about 20% as a result of a better inventory management strategy, including optimal order size calculation and control.

Cost of inventory management (RUB per 1 batch of goods):

where Re is the amount of operating costs for the year, rubles;

T - turnover, p.

Cost before improvement: С \u003d 620,000 / 89 \u003d 697 rubles.

Cost after improvement: С \u003d 49600/103 \u003d 481 rubles.

Warehouse turnaround time will decrease by 17% due to a decrease in the time spent on delivering goods to the warehouse (thanks to a new, more advantageous warehouse location).

Warehouse turnover:

PO \u003d T / txpcr,

where txpav is the average storage time of goods in the warehouse (days);

T - time period (days).

Warehouse turnover before improvement: VP \u003d 365 / 27.7 \u003d 13.2 days.

Warehouse turnover after improvement: VP \u003d 365 / 32.5 \u003d 11.2 days.

The transport costs of the enterprise are expected to be reduced by about 35% due to the proposed scheme for organizing transportation, which includes the participation of several types of transport, namely the transport of the enterprise and the transport of the forwarding company (or the supplier's transport).

Transport costs before improvement (rubles per year): 750,000

Transportation costs after improvement (rubles per year): 487,500

In this course work, the analysis of the logistics system of the activities of Sovlit LLC was carried out. And the following conclusions were made: The use of logistics can significantly increase the efficiency of trade. The main terms of the effect are as follows:

1. Reduction of stocks for the purpose of goods movement.

2. Maximum use of areas and volumes of the trade enterprise.

3. Acceleration of capital turnover by controlling the time of end-to-end processes of placing and fulfilling orders.

4. Reducing transport costs, which is achieved due to the high agreement of participants in the use of transport.

The cumulative effect of the use of logistics exceeds the sum of the effects of improving the listed indicators. This is due to the emergence of logistics organized systems valuable for the market ability to ensure the delivery of the right cargo, the required quality, in the right quantity, at the right time and place with minimal cost.

Optimization of logistics operations can give a company a competitive edge and ensure successful, efficient operation. By judiciously applying tools for analyzing and managing logistics processes, company leaders are able to significantly increase the efficiency of the enterprise.

List of references

1. Volgin V.V. Warehouse: A Practical Guide - 2nd ed. - M .: Publishing House "Dashkov and Co", 2001. - 315s.

2. Gadzhinsky A.M. Logistics / A.M. Gadzhinsky. - M., 2003 .-- 407s.

3. Gordon MP, Logistics of goods distribution. - M .: Center for Economics and Marketing. 2002 .-- 168s.

4. Degtyarenko V.N. Basics of logistics and marketing: Textbook / GAS. - Rostov, 1992.5. Dashkov L.P., Pambukhchiyants V.K. Commerce and Trade Technology: A Textbook for Graduate Students educational institutions... - 4th ed., Rev. and add. - M .: Publishing and trade corporation "Dashkov and Co", 2002. - 596s. 6. I. I. Kretov Logistics In foreign trade / II Kretov, KV Sadchenko. - M., 2003 .-- 190p. 7. Plotkin B.K. Fundamentals of Logistics: Textbook / LFEI. - L., 1991.8. Rodnikov A.N., Logistics: Dictionary of Terminology, Moscow: Economics, 1995.

Appendix 1

Northwest corner method

The purpose of transport methods is to determine the best routes for transporting goods from several points of supply to several points of consumption, providing the lowest total costs associated with the production and transportation of goods.

Usually, the capacity of each of the sources of goods and the demand for these goods for each of the destinations (consumption) are considered. The process of solving a transport problem begins with determining a feasible initial solution, then the solution is improved to its optimum. The initial information for the solution is:

A) the capacity of each manufacturing facility;

B) the needs of each consumer of goods;

C) transportation costs for the delivery of goods from each source to each destination.

(E) Need 400pcs

(A) capacity 300 pcs

(F) Need 400 pcs

(V) Power 500 pcs

(D) The need for 500 pieces

(E) Need 400pcs

(A) capacity 300 pcs

(F) Need 400 pcs

(V) Power 500 pcs

(D) The need for 500 pieces

Fig. 15 Transport scheme

The initial data are entered into a matrix that looks like this:

Table 6 - Transport costs for the delivery of one air conditioner for the enterprise:

Table 8 - 1) Admissible solution of the problem

Where A, B, C - capacities of manufacturing enterprises;

D, E, F - consumer needs

Costs \u003d 300 * 6 + 200 * 4 + 300 * 5 + 100 * 8 + 400 * 8 \u003d 7300 $

Table 9 - 2) Method of sequential improvement of the solution

a) A – E: + 8 $ -6 $ + 4 $ -5 $ \u003d 1 $

This means that for each air conditioner transported from A to E, the total costs will increase by $ 1 from the level reached.

b) A – F: + 2 $ -6 $ + 4 $ -5 $ + 8 $ -8 $ \u003d -5 $

A negative index indicates that cost savings can be realized if routes A – F are included in the transport routes.

c) B-F: + 2 $ -5 $ + 8 $ -8 $ \u003d - 3 $

A negative index indicates that cost savings can also be obtained by including route B-F in the transport routes.

d) C-D: + 5 $ -4 $ + 7 $ -8 $ \u003d -2 $

A negative index indicates that cost savings can also be obtained by including route C-D in the transport routes.

1.1 Basic concepts of optimization of logistics processesThe logistics process is a certain sequence of the main logistics operations and a set of actions that ensure their implementation in order to effectively interact between elements and optimize the logistics system as a whole.

The term "logistics process" is not used as often as the other concepts of logistics discussed above. For example, A.N. Rodnikov defines the logistic process as "a sequence of logistic operations ordered on a time axis aimed at providing consumers with products of the appropriate assortment and quality in the right quantity at the right time and place."

From a corporate standpoint, the goal of building a logistics process should coincide with the goal of the formed logistics strategy of the company (the goal of building a logistics system). In the definition of A.N. Rodnikov, the logistic mix acts as the target function of the logistic process formation, albeit in a somewhat truncated form. The logistics process can be formed at a different level of the network (channel, chain, ZLS) or functional (functional area of \u200b\u200blogistics, subsystem, ZLS) hierarchy of the logistics system.

Thus, the logistic process is a sequence of logistics operations / functions, organized in a certain way in time, which makes it possible to achieve the goals of the logistic system or its network (functional) divisions set for the planning period.

The implementation of logistics processes and operations needs centralized management, and management needs periodic optimization in the changing conditions of the enterprise or the external environment.

To optimize logistics management, integration should be envisaged:

planning of logistics operations with planning the activities of the entire enterprise;

logistics operations with other operations carried out by the enterprise;

information technology used in the field of logistics, with information technology of the entire enterprise;

information technology with partner companies.

The tasks of optimizing logistics management are to control, analyze and reduce the costs of goods movement, including:

the cost of transportation by various types of transport;

the cost of loading from senders, unloading from recipients and possible transshipments along the route;

storage costs directly related to transportation in connection with transshipment, assembly or additional handling of cargo along the route;

costs associated with finding cargo and goods in transit, its unproductive storage during delivery (interest on capital, damage, loss, theft of cargo);

costs of formation and maintenance of stocks at trading and intermediary companies;

deficit costs associated with a shortage at certain moments in some parts of the distribution network of certain goods, with the inability to manage stocks, with crisis phenomena in the economy;

costs of packaging, labeling, paperwork;

expenses for cargo insurance, transport and forwarding operations, icebreaker assistance, cargo dues;

labor costs for the amount of cargo received per shift, etc .;

administrative costs and some other types of costs.

Quality control of the organization of unloading and acceptance:

assessment of the accuracy and accuracy in performing operations;

assessment of the nature and typicality of mistakes in work.

Control of the logistics operations management process:

assessment of the clarity and productivity of the organization of daily work;

assessing the ability of staff to identify problems and solve them.

The acceleration of the movement of commodity flows in the warehouse is determined by the acceleration of the processing of goods and documents at all technological stages. For example, the ways of movement of goods are trying to straighten in the horizontal and vertical directions - this reduces the time of movement.

Dispatchers provide operational regulation of all operations - unloading operations, registration of acceptance documents. Flow charts - a detailed description of the sequence and methods of performing operations and a list of documents drawn up in the course of work on the basis of the relevant instructions and regulatory documents. They are designed for the effective use of labor and labor, eliminating errors in the performance of operations. They are developed for separate stages of warehouse processing (acceptance, placement, storage, selection of goods, etc.) in relation to the functions of individual specialists or groups (teams) of specialists - drivers of hoisting-and-transport vehicles, pickers, packers, etc. Technological processes must be clearly organize - plan the timing and volumes of goods receipt and release, the use of working time, warehouse space and funds. Loading and unloading schedules, goods arrival schedules, expedition schedules, and more, help you plan people loading and operations during specific periods. Network planning using network models and graphs, which are a graphical sequential representation of operations with calculated parameters and due dates, helps to link the pace of execution of many operations to obtain the desired result at the desired time - for example, picking and packing a large batch of goods for loading an entire train or a sea vessel ...

The timing of the movement of goods and workflow is proportional to the number of stock items and the number of accounting transactions between various structural units, which are necessary to track the movement of goods and prepare the necessary documentation.

Thus, the logistics process is a sequence of logistics operations / functions, organized in a certain way in time, which makes it possible to achieve the goals of the logistics system or its network (functional) divisions set for the planning period. As a means of optimizing technological processes in warehouses, they use logistics audit, process modeling, reengineering of business processes, personnel training, lean technologies, process standardization, use dispatching, flow charts, network diagrams, operational planning, as well as technical means: computer systems, radio communication systems, intra-warehouse television and other office equipment.

1.2 Impact of financial policy on the organization

The financial policy of an organization is a set of measures for the purposeful formation, organization and use of finance to achieve the goals of the organization.

Financial policy is the most important component of the overall development policy of the organization, which also includes investment policy, innovation, production, personnel, marketing, etc. If we consider the term "policy" more broadly, then "these are actions aimed at achieving a goal." So, the achievement of any task facing an organization, to one degree or another, is necessarily associated with finances: costs, income, cash flows, and the implementation of any solution, first of all, requires financial support. Thus, the financial policy is not limited to solving local, isolated issues, such as market analysis, development of a procedure for passing and negotiating contracts, organizing control over production processes, but is comprehensive.

Financial policy is a relatively new discipline. She does not study the essence of financial relations and does not develop mechanisms and methods for optimizing income, expenses, cash flows, etc., but uses the existing ones, considered in financial management. However, its role and significance does not become less significant from this. There are many ways in which financial resources are generated, allocated and used that will ultimately enable an organization to grow. But only the development and implementation of financial policy will make it possible to more clearly define the main directions of development.

Currently, in many organizations, financial resources are spent on reconciling conflicting tasks and decisions at different levels of management, so it is difficult to move on to the next stage - the choice of optimal mechanisms that allow achieving the goals in the shortest possible time and at the lowest cost.

The basis of financial policy is a clear definition of a single concept for the development of an organization, both in the long and short term, the choice of the most optimal mechanisms from the whole variety of mechanisms to achieve the set goals, as well as the development of effective control mechanisms.

Financial policy provides answers to the following questions:

How to optimally combine the strategic goals of the organization's financial development?

How can you achieve your goals in specific financial and economic conditions?

What mechanisms are best suited to achieve your goals?

Should I change financial structure organizations using financial instruments?

How and by what criteria can you control the achievement of the set goals?

Only with a developed financial policy is it possible to achieve the goals set at the lowest cost and in the shortest possible time. That is why, as an algorithm of actions, "financial policy" is increasingly applicable in the practical sphere of enterprise management. Leaders of business entities have been trying for a long time to create an effective tax policy, justify pricing policy, regulate credit policy, currency, etc., in order to avoid the “black box” method applied to financial flows. But these are only special cases of the general financial policy of the organization, which should be developed in a complex of uniform strategic directions.

The main purpose of creating an organization is to ensure the maximization of the welfare of its owners in the current period and in the future. This goal is expressed in ensuring the maximization of the organization's market value, which is impossible without the effective use of financial resources and the construction of optimal financial relations, both within the organization itself and with counterparties and the state.

To implement the main goal of financial policy, it is necessary to find the optimal balance between the strategic objectives:

Profit maximization;

Ensuring financial stability.

The development of the first strategic direction allows owners to receive income on their invested capital, the second direction provides the organization with stability and security and relates to risk control.

The development of a financial strategy involves certain stages:

Critical analysis of the previous financial strategy;

Justification (adjustment) of strategic goals;

Determining the duration of the financial strategy;

Specification of strategic goals and periods of their implementation;

Distribution of responsibility for achieving strategic goals.

To implement strategic goals, it is necessary to solve many tactical tasks.

Financial tactics are operational actions aimed at achieving a particular stage of the financial strategy in the current period.

Thus, unlike financial strategy, financial tactics are associated with the implementation of local tasks of managing an organization.

To maximize profits, a first strategic direction is needed:

Build up sales;

Effectively manage the process of generating profitability;

Uninterruptedly provide production with financial resources;

Control expenses;

Minimize period production cycle;

Optimize the amount of reserves, etc.

The second strategic direction implies:

Minimizing financial risks;

Synchronization of cash flows;

Thorough analysis of counterparties;

Sufficient amounts of funds;

Financial monitoring, etc.

These two strategic directions contradict each other to some extent. The pursuit of profit is usually associated with increased risk, and the abandonment of borrowed capital, holding significant cash balances and other measures to ensure financial stability reduce the profitability of production. Thus, it is impossible to maximize both safety and profit at the same time.

The strategic goals need to be ranked, for example by setting weights. When optimizing the capital structure, managing current assets or any type of cash flow, it is important to choose the right development priorities, since both the degree of financial stability of the organization and the level of production profit depend on this.

The priority of strategic goals changes periodically. Many factors influence the priority of a particular strategic goal, which together can be divided into two categories - internal and external.

Main internal factors:

The scale of the organization;

Development stage of the organization;

The subjective factor of the management of the organization, the owners.

The scale of the organization plays an important role. In small and medium-sized organizations, autonomy (independence) usually takes a dominant place. In large organizations, the rate of return prevails in the strategic direction, and the greatest attention is paid to economic growth.

The stage of development significantly affects the ranking of the strategic goals of the organization. The concept of "life cycle" allows you to determine the problems that arise in the organization throughout the entire period of its development, and clarify various combinations financial tasksthat successfully guide his activities.

During childhood, when the turnover of the organization is low, it mainly faces the problems of survival that arise in the financial sphere in the form of difficulties with money; it needs to find funds not only directly to cover economic costs, but also for the necessary investments for its future development. Financial sustainability plays the most important role here.

During adolescence, sales growth and early profits allow the organization to solve its cash problems, and its leaders can gradually shift goals from financial stability to economic growth.

In a period of maturity, when the organization has already found its niche in the market and the ability to self-finance is quite significant, it tries to make the most of all the opportunities that volume, as well as technical and commercial potential gives it.

In the old age, when the growth of turnover slows down, the vector of the strategic development of the organization again moves towards financial sustainability.

In addition, the vector of the strategic development of the organization also depends on the subjective factor. As a rule, the main goals are formed by the owners of the enterprise. In large organizations, when there are many owners, for example, a large joint stock company, the main strategic directions can be formed by the board of directors or the CEO, but in the interests of the owners. Indeed, although shareholders do not directly make business decisions, especially on a daily basis, they remain loyal to the organization as long as their interests are satisfied.

External factors also influence the priority of a particular strategic goal of the organization. In particular, the state of the financial market, tax, customs, budgetary and monetary policies of the state, legislative framework affects the main parameters of the organization's functioning.

Thus, financial policy is always a search for a balance, the current optimal ratio of several development directions and the choice of the most effective methods and mechanisms for achieving them.

Financial policy cannot be inviolable, determined once and for all. On the contrary, it must be flexible and adjust in response to changes in external and internal factors.

One of the basic principles of financial policy is that it should be based not so much on the actual situation as on the forecast of its change. Only on the basis of foresight does financial policy become sustainable.

The financial policy of an organization can also be characterized as a certain algorithm of actions to achieve its main goal, which involves the implementation of sequential stages and includes various tools and mechanisms.

1. Determination of strategic directions of development.

2. Planning:

Strategic;

Operational;

Budgetary.

3. Development of an optimal control concept:

Capital;

Assets;

Cash flows;

Costs.

4.Control:

Checking the implementation of plans;

Comparative analysis;

Revisions;

The stages of financial policy are divided into long-term and short-term. The most significant difference is the timing of the cash flows. Long-term financial policy is designed to make decisions that affect the activities of an enterprise over a long period of time, usually more than a year. For example, strategic planning involves a decision on the purchase of equipment, which will be applied to financial results over several years. The short-term policy is aimed at making current decisions for up to one year or for the duration of the operating cycle if it is more than 12 months. So, short-term financial decisions are made when a company orders production stock, pays and plans to sell finished products, synchronizes cash flows, etc.

Financial policy takes into account the multifactorial, multicomponent and multivariate financial management to achieve the intended goals and fulfill the assigned tasks. Thus, long-term financial policy sets guidelines for changes and growth of the firm in the long term, without detailed study of individual financial components. Short-term financial policy is mainly related to the analysis of issues affecting current assets and current liabilities.

The development and implementation of financial policies must be constantly monitored. It is very difficult to attribute the stage of control to one or another type of financial policy. Control should combine the two into the overall financial strategy of the firm.

Subjects and objects of financial policy.

Financial policy is the foundation of an organization's financial management process. Its main directions are determined by the founders, owners and shareholders. However, the implementation of financial policy is possible only through the organizational subsystem, which is a collection of individuals and services that prepare and directly implement financial decisions.

Financial policy is implemented in different ways. It depends on the organizational and legal form of the business entity, the field of activity, and the scale of the organization.

The subjects of management in small organizations can be a manager and an accountant, since a small business does not imply a deep separation of management functions. Sometimes external experts and consultants are involved to adjust the direction of development.

In medium-sized organizations, current financial activities can be carried out within other departments (accounting, planning and economic department, etc.), while serious financial decisions (investment, financing, long-term and medium-term profit distribution) are made by the company's general management.

IN large companies it is possible to expand the organizational structure, staffing and quite clearly differentiate powers and responsibilities between:

Information bodies: legal, tax, accounting and other services;

Financial authorities: finance department, treasury department, securities management department, budgeting department, etc .;

Control bodies: internal audit, audit.

As a rule, the financial director is responsible for posing financial problems, analyzing the expediency of choosing one or another method for solving them. However, if the decision made is significant to the organization, he is only an advisor to senior management personnel.

In large companies, the structure for developing and implementing financial policy can be centralized or decentralized. However, even in the context of a decentralized structure, financial activity remains tough in the strategic directions of development.

The main objects of management have the following directions:

1. Capital management:

Determination of the total capital requirement;

Optimization of the capital structure;

Minimizing the cost of capital;

Ensuring the efficient use of capital.

2. Dividend policy:

Determination of the optimal proportions between the current consumption of profit and its capitalization.

3. Asset management:

Determining the need for assets;

Optimization of the composition of assets from the standpoint of their effective use;

Ensuring liquidity of assets;

Accelerating the asset turnover cycle;

Selection of effective forms and sources of asset financing.

4. Management of current costs:
- CVP analysis;

Cost minimization;

Cost regulation;

Optimization of the ratio of fixed and variable costs.

5. Cash flow management (for operating, investment and financial activities):

Formation of incoming and outgoing cash flows, their synchronization in volume and time;

Efficient use of the temporarily free cash balance

Analysis of company problems

When analyzing the company's logistics processes, the main problems in the company's logistics activities were identified.

The geography of the company's supplies is very extensive and takes a long time. In this regard, the delivery time can be up to 30 days, and this is a significant time for transportation food products... The lack of sub-sorting warehouses complicates delivery management and negatively affects the competitiveness of the organization.

There is also a problem with the tracking of goods in transit. Delivery to consumers is carried out in cooperation with various suppliers transport services... Due to the lack of timely and systematic information about the location of the cargo in real time, it is impossible to guarantee the high quality of the fulfillment of customer orders, which has a negative impact on the company's image.

Another problem arises from the problem described above, this is the lack of an established feedback from the customer stores. Information about receiving an order, about satisfaction with the quality of goods, on-time delivery is of great importance for reliable partnerships and the quality of the company's logistics service.

When placing orders, the company uses used pallets, which leads to periodic product breakdown, and as a result - additional costs.

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