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

The selection criterion follows from the goal of the decision maker. Traditionally, the goal of logistics is the organization of deliveries to customers 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". Eventually logistics optimization focuses on the criterion of minimum costs (logistics costs) for the implementation of these operations. This criterion has several disadvantages.

The management of a complex economic object involves the optimization of the flow passing through it (the transformation of resources into benefits) 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 "logistics" operations and the application of the criterion of minimum "logistics" 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 solutions that has developed within the framework of traditional logistics deals mainly with technological variables, while economic variables, if they are taken into account, are only indirectly - as restrictions.

Technological criteria are aimed at maximizing the intensity of resource use and reduce the process of optimizing a complex flow to finding a bottleneck in the business 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 - is to be minimized. If we are talking about gross costs, then, firstly, we must understand that they are not generally minimized, because they always grow as output increases. Minimization of gross costs as a selection criterion is applicable only in terms of the comparative efficiency of alternative options that are identical in all other conditions (and, first of all, in terms of output). But the whole creative potential of logistics is precisely connected with the rejection of this identity. Secondly, the inclusion in the analysis of the parameters of time and place of delivery not only expands the space of acceptable 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 production is more adequate, since it aims at studying their dependence on flow parameters (speed, delivery time, etc.) at all stages of its movement. But then it is obvious that the solutions according to the criteria of the "bottleneck" and the minimum of the total average costs will be identical only in the case of decreasing functions of the average costs in each of the logistic links connected to the chain. But there are no solid grounds for recognizing the regularity 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 minimum total average costs) optimal output may exceed its locally optimal level for 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 previous remarks (which is possible in principle) does not allow us to focus on the criterion of minimum average costs when optimizing logistics solutions, since its scope is extremely limited.

The most essential feature of economic activity is the focus on maximizing the welfare of the economic entity. In the appendix to production, this goal is specified in the indicator of profit. At the same time, no character of the demand function makes it possible to abstract from the price factor. Even in conditions of perfect competition, when the enterprise is able to manage only its costs and output, profit maximization is achieved when the output exceeds the output with the minimum average cost. In other words, the criterion of minimum average costs under no type of market structure can be perceived even as a special case of maximum profit.

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

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 for their savings;
b) indicators developed by specialists of the logistics service of the enterprise for the upcoming (planned) period (required reserves, income, profit, etc.);
c) norms for spending funds, resources, current tariffs for freight transportation, public Utilities and 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 analyze, 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 points within each cost center;
c) consider the business of the enterprise as a whole as one cost stream;
d) to consider the cost rather as the amount that the consumer pays than as the amount of costs that arise within the enterprise as a legal entity or object of tax accounting;
e) classify logistics costs according to their main characteristics and thus diagnose the 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 the advantage total costs enterprises must be lower than those of competitors. There are two ways to achieve this: logistical warehouse costing

1) use resources more efficiently than competitors and manage factors that affect 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) negotiating with suppliers and buyers to establish lower selling and retail prices, trade allowances.
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 enterprise'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, and delivery.
7) compensation for the growth of costs in one link of the LC by reducing costs in another link.
8) the use of progressive working methods 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) updating the most costly links of the LC when investing in a business.

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

- micrologistics systems;
- macrologistic systems.

Micrologistics systems, as a rule, relate to individual enterprises, for example, to an enterprise - a manufacturer of products, and are designed to manage logistics flows in the processes of production and / or procurement of resources and marketing finished products.

Figure 3.1 - Micro and macro logistics systems

On fig. 3.1 presents five micro logistics systems- A, B, C, D and E, which together form the ABCDE macrologistic system. At the same time, a certain regularity can be distinguished. So, for example, the logistics system AB, including the resource supplier A and the manufacturer B, can be:

- macrologistic, as it unites two legally and/or economically independent business entities;
- consisting of two micrologistics systems, if enterprises A and B are a legally registered association of enterprises.

Based on this, it can be argued that the ABCDE logistics system will also be considered micrologistics if the enterprises included in it represent a legally and / or economically separate group - an integrated logistics system. Logistics management in an integrated logistics system is such 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 the 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. The 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 key 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 functioning of the link as part of an integrated logistics system;
3) identification of a bottleneck in the integrated logistics system.

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

The share of costs of each link (Dzli) in the costs of the logistics system is calculated. Usually, the value of total assets is used as a monetary expression of the amount of costs in the calculations. Therefore, the sum of the costs of each link is the book value of the assets managed by this link. Calculate by formula (1):

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

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

?3 li - 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 - net profit of the i-th link of the logistics system;

?П li - net profit of the logistics system as a whole;
- the coefficient of economic activity efficiency is calculated (TO li ) for each link of the logistics 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 talking 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 operations and the movement of goods, and much more.

One of the most important questions is the following: which stages of the logistics process should be carried out by the company's forces and means, and which ones should be left at the mercy of logistics intermediaries?

The understandable desire of the owners and managers of any company to directly manage all processes and perform all the work with the help of their staff, as a rule, is in conflict with the availability of the necessary material and human resources. So, for example, organizing your own warehouse requires the cost of renting or acquiring warehouse space, the availability of financially responsible persons responsible for the operation of the warehouse, technical equipment etc. The need to move goods causes the need to buy or rent Vehicle, whose operation also affects costs. Foreign economic activity(Foreign economic activity), including the purchase, transportation of goods, their customs clearance, implies the presence of highly qualified staff and, as a result, highly paid specialists according to foreign economic activity.

In such a situation, a variety of ways to optimize the logistics system come to the rescue, starting with building an optimal structure for each company and ending with the creation of a logistics process management system.

Without going into the complex definitions that are formulated in the theory of optimal processes, we can say that, in relation to our case, optimization is a modification of a system in order to increase its efficiency. Efficiency is the property of a system to perform its tasks, to achieve certain goals under 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 the company - making a profit from activities - there may 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, 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 goals of the logistics system as part of the company should also have the appropriate specificity and measurability. This is important both for controlling the operation of the system and as a psychological factor - an indicator of the successful or unsuccessful work of the team.

Goals should be something more than, for example, cost minimization. Cost reduction, as a rule, is not a primary strategic goal for a company. Companies are interested in long-term profit growth, growth and high profitability 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 the logistics service.

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

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

Russell Lincoln Ackoff, a well-known 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 complex types mental activity available to man.

Until the middle of the twentieth century, companies built their work on the basis of current plans because 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 appeared. Business practice includes promising targeted programs, resource allocation budgets, profit plans.

In the 1960s-1970s. due to the even greater 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 taking place so rapidly and unpredictably that long-term strategic plans no longer corresponded to the needs of economic practice. Along with them, management appeared based on flexible emergency solutions, which allows you to quickly take into account these changes and provide the necessary management adjustments. This approach was pioneered by IBM, Coca-Cola and General Electric.

Strategic planning was supplemented by 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 applied by many companies in the world, however, business practice shows that the logistics strategy of each company is unique to a certain extent. As an example, there are several strategies that exactly correspond to the goals of the company 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 system "warehousing - transportation" by better location of warehouses, optimization of inventory levels, selection of optimal modes of transportation and routes. The level of service is usually limited until an optimal total cost is 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 invested capital. Practical directions for implementing this strategy are, for example, direct delivery of finished products to consumers (bypassing warehousing), the use of public warehouses, the widespread use of the Just In Time concept in production and distribution, and 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 firm's profit from expanding the market and increasing sales growth. In addition, such strategies strengthen the position of the company in the market and improve the image of the company, which ultimately also has a positive effect on 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 only leads to additional costs.

Naturally, the choice of strategy determines for the company the further formation of the structure of the logistics system, the alignment of logistics 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 rented warehouses, customs terminals), approving the organizational structure of the logistics department, securing the powers and responsibilities of officials, their subordination to the company's management, creating functional links between logistics departments and other departments of the company, determining the quality parameters of the logistics service.

A special role here is played by the development of an inventory management system and an information system that provides a logistics process. At the same time, at the initial stage, these systems can only be 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 minimizing risks in logistics.

If the logistics processes within the company can be managed based on the criteria and strategies selected and described above, then the presence of logistics intermediaries that operate 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 resort to 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 ambiguous. 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 warehouses, or who are part of the staff of specialists in customs clearance. Often, the qualifications of employees of such companies allow them to provide services comparable in quality to those of famous 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, while providing freight forwarding services, the freight forwarder is not liable either for damage or loss of cargo, or for violation of the terms of transportation, or for other issues related to the quality of the service, in fact, does not bear.

This practice 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 considered in more detail.

1) Temporary risks:

untimely delivery of containers/vehicles for loading;
choosing a cheap but slow route at all stages of transportation;
untimely coordination of documents with the sender;
delays in customs clearance due to poor quality/incomplete package of documents or incorrect codification in accordance with the FEACN.

2) Material risks:

errors in cargo insurance (late, 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 goods in temporary storage warehouses, the payment of 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 the warehouse due to the reservation of space for the expected cargo and a decrease in operating capacity;
there are frequent cases of adjustment of the customs value (CTS) of goods due to unskilled actions of customs brokers, poorly prepared or incomplete package of documents for customs clearance, errors in codification and declaration of goods.

3) Legal risks:

mistakes of counterparties in the preparation of primary accounting documents and, as a result, problems during inspections and audits;
false declaration during customs clearance of goods due to unskilled actions of customs brokers or the 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 UKC

Contemporary industrial production- this is the most complex mechanism, which includes both the actual production and technological units that produce semi-finished products, parts, components, assembly units from raw materials and materials, and then assemble finished products from these elements, as well as a large number of auxiliary units that often combine the single name "infrastructure" of production. In addition, the main and auxiliary divisions are united by a 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 greatly complicates the problem of creating effective logistics systems and logistics management, since additionally there are tasks of transporting finished products over long distances, issues of creating intermediate stocks, etc.

Through infrastructure divisions, each enterprise forms external economic relations and carries out internal interaction of its structural elements. Direct management of financial and labor resources enterprises are produced 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, helps to integrate the divisions of the main and infrastructure complexes in such a way that they form 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 logistics system is a system consisting of several subsystems that performs logistics functions and has developed links with the external environment, that is, with the market.

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

Optimization is the establishment of the best match between the system and its environment. Optimization should cover the entire process of solving logistics problems, including the understanding of the problem itself, the choice of a system of goals, the analysis and synthesis of systems, and the choice of the best system.

Optimization of the logistics system is a procedure (process) for managing the 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 extreme, since this desire can turn into many difficulties, and the final effect may be small. The concept of optimality is related to the concept of optimization.

Optimality in logistics can be used in three senses: as the best option from all possible states of the system, i.e., the solution of 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).

The optimality of the logistics system also means a characterization of the level of quality of decisions made (optimal plan, optimal management), a characterization 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 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, thanks to the chosen ratio of costs and the result achieved), the optimal achievement of the set system of service goals would be carried out logistics system.

A logistics system in general can be efficient, but not necessarily optimal, optimal but inefficient, both efficient and optimal. Efficiency and optimality are interrelated. 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 the growth of the efficiency of the logistics system as a whole, but does not always lead to it.

The selection criterion follows from the goal of the decision maker. Traditionally, the goal of logistics is the organization of deliveries to customers 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 the performance of these operations. This criterion has several disadvantages.

A possible reason for the technological emphasis of "logistics" optimization is the uncertainty of which type of costs - gross or average - is to be minimized. If we are talking about gross costs, then, firstly, we must understand that they are not generally minimized, because they always grow as output increases. Minimization of gross costs as a selection criterion is applicable only in terms of the comparative efficiency of alternative options that are identical in all other conditions (and, first of all, in terms of output). But the whole creative potential of logistics is precisely connected with the rejection of this identity. Secondly, the inclusion in the analysis of the parameters of time and place of delivery not only expands the space of acceptable 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 by the criterion of minimum gross costs is not intended to solve this problem.

In this matter, the analysis of average costs per unit of production is more adequate, since it aims at studying their dependence on flow parameters (speed, delivery time, etc.) at all stages of its movement. But then it is obvious that the solutions according to the criteria of "bottleneck" and the minimum of 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 are no solid grounds for recognizing the regularity of this case.

In order to identify the scope of application of the criterion of minimum average costs, it is necessary to identify such entities whose well-being is directly related to cost minimization and only with it. Obviously, such subjects are middle-level managers - 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 capable of serving as a theoretical basis for the management of business organizations.

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

To designate an 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 as synonyms.

The concept of optimization criterion must be clearly distinguished from the concept of optimization goal. The goal of optimization is to obtain a given product (substance) with given parameters (for example, composition). Such concepts as the boundary conditions for the input, output and control parameters of the system are closely related to the concepts of optimization criterion and optimization goal. Boundary conditions are those within which the input, output and control parameters of the system can vary (for example, temperature as a process control parameter can vary only within a certain range). The optimization criterion makes sense if its definition takes into account the boundary conditions for the input, output and control parameters of the system.

The choice of an optimization criterion is one of the first and most important stages in the selection of optimal solutions. In fact, before looking for the best, most advantageous solution to a particular problem, it is necessary to clearly define what we mean by the concept of “most advantageous”. The choice of a criterion that does not fully reflect the statement of the problem can lead to serious miscalculations, which subsequently lead to failure to achieve the optimization goal.

It is usually considered that both in the development and design of production, and in its management, the optimal solution is the one that provides the greatest economic efficiency of production. For an independent production complex, the initial and final products of which are marketable, this provision has become generally recognized. In the case of individual devices and units of the technological scheme, along with the efficiency criterion, the 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 formulation 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 numerous independent indicators are used to evaluate them, including such as productivity, production cost, profit, profitability, etc.

It is important to note that when choosing a generalized indicator, we are talking not only about taking into account, to one degree or another, several aspects economic efficiency, but also about comparing them in equivalent ratios, which would make it possible to measure the gain due to the improvement of some indicators with the loss due to the deterioration of 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 performance indicators and is simultaneously accompanied by an unfavorable change in the remaining 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. Increasing the purity of the product, other things being equal, 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 allowable values of 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 that, at given prices and standard indicators, unambiguously determine the values of the vast majority of other indicators. Often, the following are chosen as the main economic parameters:

1. Quantity of sold products In t/year.

2. Product quality, which for each of the final products can be evaluated by a combination of pj physical or physico-chemical parameters, such as melting point, impurity content, solution turbidity, etc.

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

4. Capital, i.e. one-time costs, including the costs of creating 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 criterion for optimizing 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, not conflict with the global criterion. It is known that the totality of optimal criteria for the constituent parts of the general does not necessarily give an aggregate criterion for optimizing the whole.

federal state educational institution higher professional education

Kaliningrad State Technical University

Department of Production Management

Course work

Logistic optimization of the enterprise activity on the example of Sovlit LLC

Work completed

student of group 06-MO

Bayorinaite R.V.

Supervisor

Candidate of Economics, Associate Professor Parshina L.P.

Kaliningrad, 2010

Introduction

1. Technical and economic characteristics of Sovlit LLC

1.1 General information (historical background)

1.2 Dynamics of the main performance 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

Bibliography

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 the development of the economy and business, the increased volumes freight traffic. Initially, the efforts of firms were aimed mainly at reducing the production cost of products. With supply exceeding demand everywhere, entrepreneurs are also beginning to recognize the importance of securing sales by reducing transport and storage costs. New principles of organization and management, based on conceptual approaches and method of thinking, united by the general concept of "logistics", are increasingly and successfully applied in practice by the most efficient enterprises, transport companies, firms and associations.

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

Transport logistics (and road 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 computer technology, the transition from the concept of a seller's market to the concept of a buyer's market.

Foreign experience shows that logistics plays a strategically important role in modern business. From a business standpoint, logistics is understood as the effective management of material and related (information, financial, service) flows to achieve corporate goals with optimal cost 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 most complete satisfaction of consumers in the quality of goods and services.

The purpose of the course work is to analyze the management of the enterprise using modern logistic methods, logistic optimization of the enterprise, 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 in question is the production of non-alcoholic carbonated drinks, juice drinks, drinking water and mineral sparkling water.
1. "Technical and economic characteristics of Sovlit LLC"

1.1 General information (historical background)

Society with limited liability Sovlit was founded in June 1997. The general director of the enterprise is Sapozhnikov Andrey Vyacheslavovich. The company has an excellent business reputation and an extensive list of clients and completed projects. Successful development Cooperation between Sovlit LLC and regular customers is facilitated by a flexible pricing policy and an individual approach to each partner. The main criteria for choosing the products supplied by the company are its reliability. This approach, combined with the high qualification of specialists, allows us to solve problems of any complexity. Sovlit LLC uses 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, increased 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 apparatus and more than half of the production personnel of Sovlit LLC have been working since its inception, have qualifications and practical experience in the field of high technologies corresponding to their positions

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

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

LLC "Sovlit" - dynamically growing 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 is free to choose their subject, the order of economic relations and determine the responsibility of the contracting parties for the obligations taken.

The enterprise operates on the basis of the principle of full cost accounting, self-financing and self-sufficiency, carries out independent accounting of the results of work, maintains operational accounting and statistical records, controls in order, established by law RF.

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 apparatus and more than half of the production personnel of Sovlit LLC have been working since its inception, have qualifications and practical experience corresponding to their positions.

Table 1. - Main economic indicators 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 value of property, tr.	283	226	-57	79,9
4. Capital productivity, t.r./t.r.	24,40	48,58	+24,18	199,1
5. Sales profitability, %	61,6	71,8	10,2	116,6
6. The volume of goods sold, tr.	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;

· return on assets increased by 199%;

· significantly increased the profitability of sales 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, carefully selected personnel operate, 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. In his direct subordination are the chief technologist, Commercial Director, Chief Accountant, Chief Economist, Deputy Director for General Affairs. The organizational structure of the management of Sovlit LLC is presented in the diagram in fig. one.

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

The main production process is carried out under the guidance of the chief technologist, who is subordinated to specialists directly engaged in the production of marketable products at two production sites - a site for the production of soft drinks, juice drinks and mineral carbonated water, a site for the production of drinking water. The chief technologist provides control over the work, also exercises control over the quality of finished products, organizes control over the quality of raw materials, semi-finished products entering the enterprise.

Sales of the company's products are managed by the commercial director, who is subordinate to the sales department and the advertising department. The duties of the employees of the sales department include the conclusion of contracts for the supply of products, the formation of a portfolio of orders for certain types of products for specific customers, control over the implementation of deliveries and payment for products delivered to consumers. The duties of the advertising department staff are to carry out marketing research, development of forms, methods and means of sales promotion, development and implementation of an advertising campaign.

The accounting process is carried out under the supervision of the chief accountant of the enterprise. Chief Accountant Responsible for the formation of accounting policies, maintaining accounting, timely submission of complete and reliable financial statements. The accounting department is subordinate to the chief accountant.

The accounting department maintains all synthetic and analytical accounting on the basis of primary and summary documents coming from individual divisions of the organization, keeps records of the enterprise's funds and business transactions with material and financial resources, establishes the results of the financial and economic activities of the enterprise. In the divisions themselves, only the primary registration of business transactions is carried out.

Under the leadership of the chief economist of the enterprise, the planned, analytical and financial activities of the company are carried out. The Chief Economist directs 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 internal plant cost accounting. The planning and economic 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 repairs, develops annual and quarterly plans for the enterprise and individual workshops, monitors their implementation, determines ways to eliminate shortcomings, organizes and improves in-plant and intra-shop planning, develops standards for the formation of economic incentive funds, maintains operational statistical records and submits projects, prices for new products for approval, studies and implements best practices in organizing economic planning work.

The duties of the Deputy Director for General Affairs include providing the enterprise with qualified workers, organizing the supply of production with materials, equipment, and ensuring the overall 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. It is this 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 Evaluation of the feasibility of reorganizing the organizational structure and the possibility of allocating a single logistics service

In modern conditions, a process of disintegration has taken place in a number of large industrial organizations, which resulted in the fragmentation of the functions of managing a single technological process. The activities of numerous procurement participants are not coordinated by a single management body, and responsibility for the final results joint work each of these divisions does not carry. In this regard, the current conditions for the organization of logistics are closely related to the strengthening of integration processes in the supply chain, which lead to a change in the functions of managing economic flows based on the formation of a logistics center.

The creation of a logistics center in Sovlit LLC is carried out by forming an organizational - functional structure on the basis of delegating part of the planning, organization and control functions to the information and logistics department of the logistics center, which forms and coordinates the supply chains of building materials by information exchange between all participants in the supply process and the concentration of regulatory functions within a single logistics unit.

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

Rice. 2. Internal organizational - 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 chain is shown in fig. 3. Information interaction between the logistics department and the production departments of the logistics center, the management apparatus, as well as other participants in the supply chains is bilateral in nature, which determines the presence of feedback that allows the information and logistics department to control and coordinate each logistics operation.

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

Therefore, from the foregoing, we can imagine a new organizational structure Sovlit LLC

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

From the organizational structure, such areas as the sales department and the supply department were eliminated. Now they are 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 department for the sale of marketable products.

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

1. Implementation rational organization sales of the company's products, its delivery to consumers on time and in volume in accordance with orders and concluded contracts. 2. Providing the department with the preparation of forecasts, projects of long-term and current plans for the production and sale of products, conducting marketing research to study the demand for the company's products, prospects for the development of sales markets. 3. Organization of preparation and conclusion of contracts for the supply of products to consumers, harmonization of the terms of supply. 4. Leads the work on drawing up supply 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 plan for the sale of products, timely receipt of orders, specifications and other documents for the supply. 6. Provides control over the fulfillment of orders, contractual obligations by divisions of the enterprise, the state of stocks of finished products in warehouses. 7. Organizes the acceptance of finished products from production units to warehouses, rational storage and preparation for shipment to consumers, determining the need for vehicles, mechanized loading equipment, containers and labor for the shipment of finished products. 8. Carries out the development and implementation of enterprise standards for the organization of storage, sale and transportation of finished products, as well as measures to improve the marketing network, forms of delivery of products to consumers, reduce transport costs, reduce excess balances of finished products and accelerate sales operations. 9. Participates in the organization of exhibitions, fairs, sales exhibitions and other promotional activities. 10. Organizes wholesale trade of products manufactured by the enterprise. 11. Takes measures to ensure timely receipt of funds for sold products. 12. Participates in the consideration of consumer claims received by the enterprise and the preparation of responses to claims, as well as claims to consumers and violation of the terms of contracts by them. 13. Provides accounting for the fulfillment of orders and contracts, shipments and balances of unsold finished products, timely execution of sales documentation, preparation of the prescribed reporting on sales (deliveries), on the implementation of the implementation plan. 14. Coordinates the activities of warehouses for finished products, supervises the employees of the department.

The main functions (duties) of the supply subdivision, which is part of the logistics department:

1. Develops an enterprise policy on logistics issues. 2. Supervises the development of projects for long-term, current plans and balance sheets for the logistics of the production program. 3. Takes part in the calculation of inventory standards based on the determination of the needs for material resources (raw materials, materials, semi-finished products, equipment, components, etc.). 4. Manages the development and implementation of programs for the continuous supply of the enterprise with the material and technical resources necessary for production. 5. Carries out a search for suppliers, focusing on the quality of the proposed material and technical resources, price, delivery time, favorable delivery conditions. 6. Develops relationships with suppliers, analyzes their production and financial opportunities, studies the possibility and expediency 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 the terms and conditions of delivery. 9. Concludes contracts with suppliers. 10. Organizes the study of operational marketing information and advertising materials on the offers of small wholesalers and wholesale fairs in order to identify the possibility of acquiring material and technical resources in the wholesale trade, as well as the purchase of material and technical resources sold in the order of free sale. 11. Ensures the delivery of material resources from suppliers and sellers in accordance with the terms and conditions stipulated in the contracts. one 2. Organizes the processing of supplies of material and technical resources (acceptance by quantity and completeness, identification of quality, preparation of the necessary acceptance documentation, internal movement to storage or production units enterprises). 13. Prepares claims against suppliers in case of violation of their contractual obligations, controls the preparation of settlements for these claims, coordinates with suppliers changes in the terms of concluded contracts. 14. Periodically assesses the terms of existing contracts for the quality of fulfillment of obligations by suppliers in order to make decisions on finding new suppliers, changing the schemes of working with suppliers. 15. Organizes control over the state of stocks of material and technical resources, operational regulation of production stocks at the enterprise, compliance with the limits on the release of material resources and their expenditure in the divisions of the enterprise for its intended purpose. 16. Manages the development and implementation of measures to: - increase the efficiency of the use of material and technical resources; - reduction of costs associated with the transportation and storage of material and technical resources; - improvement of the system of control over the expenditure of material and technical resources; - identification and sale of surplus material and technical resources. 17. Develops proposals for replacing expensive material and technical resources with more affordable and affordable, but at the same time precisely 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, purchase 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 the logistics system

Scheme of the logistics system

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

LLC "Sovlit" produces its goods, then the process of marketing products takes place regular customers(they are the intermediaries in this logistics system), then the intermediary firms bring the goods of Sovlit LLC to end user

Rice. 5. Scheme of the logistics system

Logistics network diagram

The logistics network of Sovlit LLC consists of many links:

1. Suppliers.

2. Production.

3. Warehouse for finished products (distribution center).

4. Intermediary firms: “Klaipeda”, “FART”, “Vester”, “Victoria”, “The Seventh Continent” and others. They also have their own transport, which delivers the products of Sovlit LLC to the final consumer.

The scheme of the logistics network is shown in Fig.6.

Rice. 6. Diagram of the logistics network

The scheme of the logistics chain is shown in Figure 6a.

Rice. 6a Scheme of the supply chain

Properties of the logistics system

Any logistics system is characterized by certain common features that need to be taken into account.

It is very important to control the integrity (segmentation) of the logistics system. All subdivisions of Sovlit 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 defined responsibilities will help achieve the expected result.

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

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

And, finally, the whole system has integrative qualities that are not characteristic of any of the units separately - emergence. Thanks to this property of the system, the company can deliver the right product at the right time, to the right place, of the required quality, at minimal cost, and also adapt to changing environmental conditions (changes in supply and demand).

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

The main goal of logistics is to ensure the competitive position of a 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 quantity necessary for a specific buyer at the right time and in the right place (7 rules of logistics).

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

Sovlit LLC

Fig.8. Internal material flows

The material flow flowing in the external environment for 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 company maintains stocks at the same level, the input material flow will be equal to the output.

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

According to the consistency, everything is found, material flows are presented in a container-piece form.

A material flow that is not in motion 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, the elementary logistics 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 in the exchange of material flows between different sections of the enterprise, does not set 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 is 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 logistics operation or function (logistics activity).

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

Unloading and acceptance (supply of raw materials and materials)

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

Operations carried out at this stage include:

unloading vehicles,

control of documentary and physical compliance of delivery orders,

· documenting arrived cargo through the information system,

Formation of a warehouse cargo unit.

Protective packaging

The movement of a product from the producer to the 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 processes of finished products of manufacturers. In order to protect products from mechanical, climatic, biological and other influences and ensure their high-quality safety during transportation and storage, Sovlit LLC uses packaging. Along with its main function - to ensure the safety of the packaged goods - the container also performs others. It contributes to the acceleration of the transfer of inventory items from manufacturers 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 the use of vehicles and storage facilities.

Warehousing and storage

The warehousing and storage process includes:

a) bookmarking cargo for storage,

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

v) control over the availability of stocks in the warehouse, carried out

through the information system.

Warehousing of stocks of Sovlit LLC takes place 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 shipping

The picking process is reduced to the preparation of goods in accordance with consumer orders.

Packing and shipping orders include:

a) receiving a customer order (selection list),

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

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

d) preparation of goods for shipment (packing in a container, on a carrier),

e) documentation of the prepared order and control over the preparation of the order,

f) consolidating customer orders into a consignment and issuing bills of lading,

g) loading goods into a vehicle.

Commissioning of customer orders is carried out in the picking area. Preparation and execution of documentation is carried out through the information system. The address storage system allows you to indicate the place of the selected goods in the picking list, which significantly reduces the picking time and helps 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 shipment lot, which allows you to maximize the use of the vehicle. In this case, the optimal route for the delivery of orders is selected. Loading is carried out at the loading ramp (the requirements for efficient loading are similar to those for unloading).

Sales

The company's sales strategy 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 an act of completed work. The company is constantly working to attract corporate clients using various methods sales promotion: seasonal discounts, distribution of certificates for VIP clients, giving the right to a 5% discount, holding lotteries, drawings with prizes.

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

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

Wholesale accounts for 80% of the total sales volume. To date, the company has permanent customers who carry out regular wholesale purchases of products manufactured by Sovlit LLC. Subject to the stability of purchases, sales of products in the amount of 3600 units daily (about 900 thousand units per year) are guaranteed.

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, because. orders are made in batches equal to the capacity of the vehicle, and the consumer's inventory does not increase. With this transportation option, Sovlit LLC achieves a significant reduction in transportation costs.

Information and computer maintenance of the warehouse

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

Information-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

Offers for orders from suppliers

- Processing orders from suppliers

management of receiving and sending,

control of stock in the warehouse,

Receiving customer orders

preparation of shipping documentation,

Dispatch assistance, including optimal choice parties

shipments and delivery routes,

processing of customer accounts,

exchange of information with operational personnel and top

hierarchical level,

various statistical information.

Inventory Management

Inventory management of material resources and finished products is the process of creating control and regulation of the level of stocks in the supply, production and marketing of products. If during transportation crucial has a place factor, then in inventory management it has a time factor. 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 items. Therefore, the most important task of logistics management at Sovlit LLC is to optimize the level of stocks in logistics chains and systems while providing the required level of customer service. The high cost of creating and maintaining inventory levels, from 20% to 60% of total logistics costs, further emphasizes the importance of this key logistics function. The order management function determines the receipt and processing of inventory, the timing of the receipt of finished goods or the provision of services to the consumer, and also initiates the work of the company's distribution network or logistics intermediaries for the delivery and sale of finished products to consumers. Although the cost of this key logistics function is not as high as for transportation or inventory management, it is very important in modern business, as 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 service, first of all, the operations of monitoring the fulfillment of orders and the provision of services to customers, on the performance of which the level of service depends, are directed.

A successful logistics service to customers can easily become the most important, and also strategic, feature that distinguishes a given firm from its competitors.

3.1 Procurement (purchase) logistics

Procurement logistics solves all issues related to the field of logistics of the enterprise and the preparation of products for production consumption.

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

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

The choice of a supplier is one of the most important tasks of a company. The choice of a supplier is significantly influenced by the results of work under 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 a decision will be made on the preference of a particular supplier. As a rule, price, quality and reliability of supply are used as such criteria.

The next step in solving the supplier selection problem is the evaluation of suppliers according to the specified criteria. In this case, the weight of one or another criterion in their total set is determined by an expert.

Sovlit LLC has two alternative preform suppliers, one of which is located in Lithuania “KLAIPEDA” (supplier No. 1), the other in the city of Kaliningrad “FART” (supplier No. 2).

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

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 established delivery dates

1. Calculation of the average-term 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 - share of the i-th product in the total supply of the current period

n- the number of varieties of goods

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

P i 1 -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 amount of the i-th product in the current period (rubles)

∑ S i – total supply

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 volume of deliveries of the previous period

Supplier #1:

January: 120 / 9000 * 100 = 1.333

February: 220 / 21900 * 100 = 1.005

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

Supplier #2:

January: 390 / 31000 * 100 = 1.258

February: 530 / 42000 * 100 = 1.262

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

2. Calculation of the average lateness growth rate:

T O P = ( O Wed 1 / O Wed 0 ) * 100 , where

O Wed 1 = average delay per delivery in the current period (days)

O Wed 0 = average delay per delivery in the previous period (days)

Supplier #1:

January: 28 / 10 = 2.8

February: 31 / 9 = 3.4

T O P = 3,4 / 2,8 * 100 = 121,43

Supplier #2:

January: 43 / 12 = 3.6

February: 34 / 15 = 2.3

T O P = 3,6 / 2,3 * 100 = 156,52

Indicator	Indicator weight	Supplier rating for this indicator		The product of the estimate by the weight
Indicator	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

Conclusion: the second supplier has high rating on bad scores. It follows from this that Supplier No. 1 (KLAIPEDA) is more reliable, because his overall rating is lower. It is with this supplier that the contract should be renegotiated.

3.2 Inventory logistics

Enterprise Inventory Management

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 in an extensive way (purchasing or manufacturing more materials and energy) or intensive (more economical use of available stocks in the production process).

There is no targeted approach to the formation and storage of stocks at the Sovlit LLC enterprise. 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 staff of the logistics department. The main problem can be called a shortage or, conversely, an excess of stocks, thus, the task of optimizing inventories becomes very relevant, because. understated stocks of material resources can lead to losses associated with downtime, unsatisfied demand and, consequently, to loss of profit, as well as the loss of potential buyers of products; on the other hand, the accumulation of excess inventories binds the working capital of the enterprise, reducing the possibility of its profitable alternative use and slowing down its turnover, which is reflected in the value of the total production costs and the financial results of the enterprise. Economic damage is caused by both a significant presence of reserves and their insufficient quantity. The relevance of the problem of optimizing the material reserves 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 an enterprise, its financial condition and financial results. It is impossible to ensure a high level of product quality and 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 increasing the efficiency of inventory management in the modern economic environment requires a transition from traditional management methods to logistical ones, which make it possible to include inventory management in the main directions of the strategy of its market behavior actively implemented by the enterprise.

In this regard, of particular relevance is the creation of methodological tools that allow you to quantify, analyze and predict various options for the formation of an inventory management strategy.

Differentiation of the assortment according to the ABC method (Pareto diagram)

The idea of the ABC method is to select the most significant from the point of view of the designated goal from the entire set of objects of the same type. As a rule, there are not many such objects, and it is not them that the main attention and forces should be concentrated on.

The ABC method (Pareto diagram) allows, in accordance with the specified criteria, to select 3 groups of ABC goods in the general nomenclature in order to selectively manage the stocks of these goods.

Group "A" includes elements of the highest importance according to the selected criterion: 20% of the product gives 80% of the result.

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

Group "C" includes other products: 50% of the product gives 5% of the result.

ABC analysis algorithm:

1. The consumption of goods for a certain period is taken.

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

3. Cumulative consumption is calculated.

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

5. A graph is being built.

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

primary list				ordered list				Group A, B, C
item number	Product name	Annual sales of products		item number	Annual sales of products	Position share in total volume, %	Share on a cumulative basis, %	Group A, B, C
1	Pinocchio (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	V
8	Mineral water (0.5l)	5 600	5,91	8	5 600	5,91	90,15	V
9	Drinking water(3l)	18 000	18,99	7	4 950	5,22	95,37	WITH
10	Drinking water (5l)	17 800	18,78	6	4 400	4,63	100	WITH
Total :		94 800

We construct the curve ABC 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 room

goods

A B C

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

Group A commodities are the most important commodities, accounting for the majority of Money invested in stocks. Item A stock sizes are constantly monitored, accurately determining the costs associated with purchase, delivery and storage, as well as the size and time of the order.

It can be seen from the graph that the group "A" 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 "V" hit, i.e. the following products give 15% of the result:

1. Orange (1.5l)

2. Mineral water (0.5l)

They got into group “C”, i.e. the following products give 5% of the result:

1. SSN “Pineapple” (2l)

2. SSN “Cherry” (2l)

Assortment differentiation according to the XYZ method

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

where, хi – i-th value of demand for the evaluated position;

х – average quarterly value of demand for the estimated position;

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

How to perform XYZ analysis:

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. Construction of the XYZ-analysis curve.

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

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

Group X includes goods, the demand for which is uniform or subject to slight fluctuations. Sales volume for goods included in this group well predictable.

To the group "X" hit, i.e. in the interval 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. Demand forecasting capabilities for group Y products are average.

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

1. Mineral water.

To the group " Z" includes goods for which there is only occasional demand. 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 build 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 value ABC–XYZ

A	B	C
X	AX: High speed turnover	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 commodity items included in the groups AX, AY, AZ, an individual inventory 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 the groups BX, BY, BZ can be carried out both individually and equally by groups, only the planning dates and delivery methods change.

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

In this way, to such goods as Drinking water 3l. (No. 9) and Drinking water 5l. (No. 10) should be applied as a management strategy, including the calculation of the optimal order size and daily control, and inventory management using longer periods.

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

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

3.3. Distribution logistics Analysis of the enterprise product distribution system

The distribution system used by the enterprise has only one distribution center - a warehouse for finished products. Rice. 11. Scheme of material flow distribution It should be noted that the warehouse network through which the material flow is distributed is an important element of the logistics system. The construction of this network has a significant impact on the costs that arise in the process of bringing goods to consumers, and through them on the final cost of the product being sold. Therefore, it is so important for each enterprise to competently build its own 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, therefore it does not incur additional costs for maintaining additional warehouses; 2. The enterprise does not incur large transport costs, tk. under the existing distribution system, the enterprise does not maintain a significant fleet of vehicles due to the fact that it does not itself 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 transport costs. This low price can attract those wholesale buyers who have a wide network of distribution centers, a well-established transport economy, and, accordingly, they are able to deliver goods to their wholesale bases at minimal cost. Cons : 1. In the conditions of the existing distribution system, the enterprise is quite dependent on its wholesale buyers. It can be seen that the vast majority of its products (98%) the company sells to only three intermediaries. Those. it can be concluded that Sovlit's sales structure is not sufficiently 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 adversely affect the future success of the sale of the enterprise's products. In this case, these wholesale buyers can, in a certain situation, dictate their terms to the enterprise, seeking certain benefits for themselves and taking advantage of the fact that the enterprise is quite dependent on them; 2. This distribution system, when the wholesale buyer is forced to independently export the company's products from its warehouse, leads to a limitation in the number of buyers willing to cooperate with Sovlit LLC. Indeed, not every intermediary has a desire to independently deliver the products of this enterprise purchased by him to his distribution center, thereby incurring all the costs associated with transporting the goods to the 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 required amount warehouses in the served area One of the main points of optimizing the distribution system is to determine the required number of warehouses. First of all, here it is necessary to take into account the number of consumers, their location, as well as the volume of the material flow they consume. The priority factor here, as in any optimization process, is to minimize the total costs. not as an already existing event). The option with a large number of distribution centers implies 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, the 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 managing the entire distribution system. It is possible that the additional costs in this case may significantly exceed the economic gain obtained from the reduction in the mileage of vehicles delivering goods to consumers. Therefore, in our case, the preferred option is that the area is served by three additional warehouses. In total, four warehouses will operate in the distribution system (since the finished product warehouse can still perform a 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 reduced. The following costs act as variables: 1. transportation costs; 2. the cost of maintaining inventory; 3. operating costs warehousing;4. costs associated with the management of 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: the costs associated with the delivery of goods to the warehouses of the distribution system (let's call this category of transport work long-distance transportation); the costs of delivering goods from warehouses to consumers (near transportation). 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 mileage of transport. 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 the distance. For example, when the distance increases from 20 to 60 kilometers (3 times), the delivery costs increase only 2 times. Another part of the transportation costs, the cost of delivering goods from warehouses to consumers, decreases with an increase in the number of warehouses. This happens as a result of a sharp reduction in transport mileage. The total transport costs tend to decrease with an increase in the number of warehouses in the distribution system. However, this decrease is not as pronounced as the decrease in the cost of short-distance transportation, since the form of dependence is affected by an increase in the cost of delivering goods to warehouses (with an increase in the number of warehouses). 2. Dependence of the cost of maintaining stocks on the number of warehouses in the distribution system With an increase in the number of warehouses, the service area of each of them is reduced. The reduction of the service area entails a reduction in stocks in the warehouse. However, stock is typically depleted at a slower pace than 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 replication of the safety stock, that is, when 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 warehouse).
3. Dependence of the costs associated with the operation of warehouse facilities 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 are reduced. 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 area of the warehouse, operating costs per square meter. increase.4. The dependence of the costs associated with the management of the distribution system on the number of warehouses included in it There is also an effect of scale, 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 point for costs). From all of the above, we can conclude that huge capital investments are required to create new warehouses. At the moment, Sovlit LLC cannot afford this, and the current state of affairs is absolutely satisfied with the management of the organization. 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 territory The amount of transportation costs can vary significantly not only depending on the number of warehouses, but also depending on the location of these warehouses in the served territory. 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 territory, and not on its outskirts. 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 use existing warehouses with a well-established infrastructure, equipped with 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 service area, there is centrifugal method

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

where, G - cargo turnover

Xi, Yi - coordinates i of the consumer

Table 5 - Coordinates outlets enterprises LLC "Sovlit"

Shop 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
m-n 16	18	15	50 000
m-n 27	22	16	40 000
m-n 52	23	35	45 000
m-n 44	28	34	49 000
m-n 33	40	23	65 000
m-n 29	35	25	78 000
m-n №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 = 22 - Warehouse

Y warehouse = 19

Rice. 12. Determining the coordinates of the warehouse 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 influence: 1. The size and configuration of the site. A large number of vehicles serving the input and output material flows require sufficient space for parking, maneuvering and driving. The lack of such areas will lead to congestion, loss of time for customers (and possibly customers themselves). Service requirements must be taken into account. fire brigade: to warehouses, in case of fire, free passage of fire equipment should be provided. 2. Transport accessibility of the area. A significant component of the operating costs of any distribution center is transportation costs. Therefore, when choosing a site, it is necessary to evaluate the roads leading to it, to get acquainted with the plans of the local administration to expand the road network. Preference should be given to sites located on the main (main) routes. In addition, it is necessary to study the equipping of the territory with other types of transport, including public transport, on which the availability of the distribution center significantly depends both for its own staff and for customers. 3. Plans local authorities. 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 deterrent effect on the development of the distribution center. to improve the territory, evaluate the buildings already on the site (if any), take into account the possibility of attracting local investment, 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, we can make a general conclusion that the existing product distribution system of Sovlit LLC does not meet many logistics requirements, does not maximize the profit of the enterprise, and leads to an increase in transportation costs when delivering finished products from warehouse of the enterprise to the end consumer, etc. However, 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 capital investments (creating a fleet of vehicles, renting or purchasing warehouses within the city), and in addition, a qualitatively different approach is required to organize the management of material and information flows. The enterprise also needs to establish direct links with direct consumers of its products. The principles that guide the management of the enterprise are clear. After all, this sales structure is the most "painless" for the enterprise in the short term, because in this case, all transportation and storage costs 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 in accordance with the basic logistics 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 (wholesale warehouses); 2. It is optimal to place these warehouses in the served territory; 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 relations with consumers of the company's products (both with individuals and with legal entities). Those. to diversify the sales structure as much as possible, which will provide the enterprise with a stable and uniform demand for its products and reduce the trading risk to a minimum; 5. At the same time, in no way should we lose the already established relationships with wholesale buyers, but offer them to continue to work 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 transportation costs. Of course, when buying goods directly near their distribution centers, intermediaries will already count on a higher price, in which the company will include 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 the retail price of 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 way of material flow from the primary source of raw materials to final consumption is carried out using various vehicles. The cost of these operations is up to 50% of the total cost of logistics.

Figure 13 shows the external transport system of the enterprise.

Fig.13. Transport system enterprises.

Finished products of the company - intermediaries deliver on their own transport.

The main mode of transport of the enterprise is cars. Road transport is traditionally used for transportation over short distances. One of the main advantages is high maneuverability.

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

Figure 14 shows the organization of transportation involving several vehicles.

Information financial flows

material flows

Rice. 14. Organization of transportation involving several modes of transport

3.5 Economic evaluation of the effectiveness of the proposed measures

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

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

Enterprise turnover:

T \u003d To / Cav,

where To - turnover for the period, rub.;

Cav - the average cost of 1 batch of goods, rub./p. Turnover before improvement: Т= 2844000/32000= 89 batches. Turnover after improvement: Т= 3299040/32000=103 batches.

The cost of inventory management will be reduced by about 20% due to the application of a better inventory management strategy, including the calculation of the optimal order size and control.

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

where Re - the amount of operating costs for the year, rub.;

T - turnover, p.

Cost before improvement: C = 620,000/89 = 697 rubles.

Cost after improvement: С=49600/103= 481 rubles.

The turnaround time of the warehouse will decrease by 17% due to the reduction in the time spent on the delivery of goods to the warehouse (due to the new, more advantageous location of the warehouse).

Warehouse turnover:

ON \u003d T / txpav,

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

T - period of time (days).

Warehouse turnover before improvement: PO= 365/27.7=13.2 days.

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

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

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

Transportation costs after improvement (rubles per year): 487500

In this course work, an 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 components of the effect are as follows:

1. Reduction of stocks for the purpose of product distribution.

2. Maximum use of space 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 can be achieved due to the high coordination 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 a market-valuable ability in logistics organized systems to ensure the delivery of the right cargo, the right quality, in the right quantity, at the right time and the right place at minimal cost.

Optimization of logistics operations can give the company competitive advantage and ensure a successful efficient work. By wisely applying the tools of analysis and management of logistics processes, company leaders are able to significantly increase the efficiency of the enterprise.

Bibliography

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

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

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

4. Degtyarenko V.N. Fundamentals of logistics and marketing: Tutorial/ GAS. - Rostov, 1992.5. Dashkov L.P., Pambukhchiyants V.K. Commerce and Trade Technology: A Textbook for Higher Students educational institutions. – 4th ed., revised. and additional - M .: Publishing and Trade Corporation "Dashkov and Co", 2002. - 596p.6. Kretov I.I. Logistics In foreign trade / I.I. Kretov, K.V. Sadchenko. - M., 2003. - 190p.7. Plotkin B.K. Fundamentals of Logistics: Textbook / LFEI. - L., 1991.8. Rodnikov A. N. Logistics: Terminological Dictionary. - M .: Economics, 1995.

Annex 1

Northwest corner method

The purpose of transport methods is to determine the best ways to transport goods from several supply points to several consumption points, 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 need for these goods of 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 enterprise;

B) the needs of each consumer of goods;

C) the cost of transporting goods from each source to each destination.

(E) Need 400pcs

(A) capacity 300pcs

(F) Need 400 pcs

(B) Power 500pcs

(D) Need 500 pcs

(E) Need 400pcs

(A) capacity 300pcs

(F) Need 400 pcs

(B) Power 500pcs

(D) Need 500 pcs

Fig.15 Transport scheme

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

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

Table 8 - 1) Permissible solution to the problem

Where A, B, C are the capacities of manufacturing enterprises;

D, E, F - consumer needs

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

Table 9 - 2) Sequential solution improvement method

a) A–E: +8$-6$+4$-5$= 1$

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

b) A–F: +2$ -6$ +4$ -5$ +8$ -8$= -5$

A negative index indicates that cost savings can be obtained if routes A-F are included in the transportation routes.

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

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

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

A negative index shows that cost savings can also be obtained if the C-D route is included in the transportation routes.

1.1.Basic concepts of optimizing logistics processes The logistics process is a certain sequence of basic logistics operations and a set of actions that ensure their implementation in order to effectively interact with the 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 logistics process as "a sequence of logistics operations ordered on the 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 formation of the logistics process, however, in a somewhat truncated form. The logistics process can be formed at different levels of the network (channel, chain, ZLS) or functional (functional area of logistics, subsystem, ZLS) hierarchy of the logistics system.

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

To optimize logistics management, integration should be provided:

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

logistics operations with other operations carried out by the enterprise;

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

information technology with partner companies.

The objectives of optimizing logistics management are to control, analyze and reduce the costs of distribution, including:

transportation cost various types 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 the transshipment, assembly or handling of cargo en route;

expenses associated with the presence of cargo and goods in transit, its unproductive storage during the delivery process (interest on capital, damage, loss, theft of cargo);

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

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

costs for packaging, labeling, paperwork;

expenses for cargo insurance, transport and forwarding operations, icebreaking assistance, cargo fees;

labor costs for the number of goods received per shift, etc.;

administrative expenses and some other types of expenses.

Quality control of the organization of unloading and acceptance:

assessment of accuracy and accuracy in the performance of operations;

assessment of the nature and typicality of errors in the 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, they try to straighten the ways of moving goods in the horizontal and vertical directions - this reduces the time of movement.

Dispatchers provide operational regulation of all operations - unloading, registration of acceptance documents. Technological maps - a detailed description of the sequence and methods of performing operations and a list of documents drawn up in the course of work based on the relevant instructions and normative documents. They are designed for the efficient use of labor and labor force, the elimination of errors in the performance of operations. They are developed for individual 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 lifting and transport machines, selectors, packers, etc. Technological processes must be clearly organize - plan the timing and volume of receipt and release of goods, the use of working time, storage space and funds. Loading and unloading schedules, goods arrival schedules, expedition schedules, etc. help to plan the loading of people and the execution of operations during certain periods. Network planning with the help of network models and graphs, which are a graphical sequential representation of operations with calculated parameters and deadlines, helps to link the pace of execution of many operations in order to obtain the desired result at the desired time - for example, the selection and packaging of a large batch of goods to load a whole train or a sea vessel .

The timing of the movement of goods and document flow is proportional to the number of stock items and the number of accounting transactions between various structural units that 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 allows achieving 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, business process reengineering, staff training, lean technologies, process standardization, dispatching, technological maps, network charts, operational planning, as well as technical means: computer systems, radio communication systems, intra-warehouse television and other office equipment.

1.2. The impact of financial policy on the organization

The financial policy of the 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 the organization, in one way or another, is necessarily connected with finances: costs, incomes, cash flows, - and the implementation of any solution, first of all, requires financial support. Thus, financial policy is not limited to solving local, isolated issues, such as market analysis, developing a procedure for passing and agreeing contracts, organizing control over production processes, but is comprehensive.

Financial policy is a relatively new discipline. It 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 can be generated, distributed and used which 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 coordinating conflicting tasks and decisions at different levels of management, so it is difficult to move on to the next stage - choosing the best mechanisms that allow you to achieve your 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 the organization, both in the long and short term, the choice of the most optimal mechanisms for achieving the set goals from the whole variety, 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 to achieve the set goals in specific financial and economic conditions?

What mechanisms are best suited to achieve your goals?

Is it worth changing financial structure organizations using financial instruments?

How and by what criteria can the achievement of the goals be monitored?

Only with a developed financial policy, it is possible to achieve the set goals at the lowest cost and in the shortest possible time. That is why, as an algorithm of actions, "financial policy" is increasingly applicable in practice enterprise management. The heads of economic entities have been trying for a long time to create an effective tax policy, justify pricing policy, regulate credit policy, foreign exchange, etc., in order to avoid the "black box" method in relation 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 unified strategic directions.

The main goal 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 market value of the organization, which is impossible without the effective use of financial resources and building optimal financial relations, both within the organization itself and with contractors and the state.

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

Profit maximization;

Ensuring financial stability.

The development of the first strategic direction allows the owners to receive a return on 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 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 achieve strategic goals, it is necessary to solve many tactical tasks.

Financial tactics are operational actions aimed at achieving one or another stage of the financial strategy in the current period.

Thus, in contrast to the financial strategy, financial tactics is associated with the implementation of local tasks of managing the organization.

To ensure profit maximization, the first strategic direction is necessary:

Increase sales volume;

Effectively manage the process of formation of profitability;

Uninterruptedly provide production with financial resources;

Control expenses;

Minimize Period production cycle;

Optimize the amount of stocks, etc.

The second strategic direction implies:

Minimization of 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 refusal of borrowed capital, the storage of significant cash balances and other measures to ensure financial stability reduce the profitability of production. Thus, it is not possible to maximize both security and profit at the same time.

It is necessary to rank strategic goals, for example by setting weights. When optimizing the capital structure, managing current assets or any kind of cash flows, 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;

Stage of development of the organization;

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

The scale of the organization plays important role. In small and medium-sized organizations, autonomy (independence) usually occupies 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 define the problems that arise in the organization throughout the entire period of its development, and to clarify the various combinations financial tasks who successfully guide its activities.

During childhood, when the turnover of the organization is small, it mainly faces the problems of survival that arise in the financial sector in the form of difficulties with funds; it needs to find funds not only directly to meet its business expenses, but also to the necessary investments for its future development. This is where financial stability plays the most important role.

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

In the period of maturity, when the organization has already occupied its niche in the market and the ability to self-finance is quite significant, it tries to extract the maximum profit from all the opportunities that its volume, as well as technical and commercial potentials give it.

In the period of old age, when the growth of turnover slows down, the vector strategic development the organization is again moving towards financial stability.

In addition, the vector of the organization's strategic development also depends on the subjective factor. As a rule, the main goals are formed by the owners of the enterprise. In large organizations where there are many owners, such as a large joint-stock company, the main strategic directions may be formed by the board of directors or CEO but in the interests of the owners. Indeed, while shareholders do not directly make business decisions, especially day-to-day decisions, they remain loyal to the organization as long as their interests are met.

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

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

Financial policy cannot be unshakable, determined once and for all. On the contrary, it should be flexible and adjusted in response to changes in external and internal factors.

One of the main 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 acquire stability.

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

1. Definition of strategic directions of development.

2. Planning:

strategic;

operational;

Budget.

3. Development of an optimal control concept:

capital;

assets;

cash flows;

Costs.

4.Control:

Checking the implementation of plans;

Comparative analysis;

revisions;

Stages of financial policy are divided into long-term and short-term. The most significant difference is in the timing of cash flows. Long-term financial policy is designed to make decisions that affect the activities of the enterprise for a long period of time, usually more than a year. For instance, strategic planning involves a decision on the purchase of equipment, which will be attributed to financial results over several years. Short-term policy aims to make current decisions for up to one year or for a period of duration operating cycle if it is more than 12 months old. Thus, short-term financial decisions are made when a company orders inventories, pays and schedules the sale of finished products, synchronizes cash flows, and so on.

The financial policy takes into account the multifactorial, multicomponent and multivariate financial management in order to achieve the intended goals and fulfill the tasks set. Thus, the long-term financial policy sets the direction for the change and growth of the firm in the long term, without examining the individual financial components in detail. Short-term financial policy is mainly concerned with the analysis of issues affecting current assets and current liabilities.

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

Subjects and objects of financial policy.

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

Financial policies are implemented in different ways. It depends on the organizational and legal form of the business entity, the scope of activities, as well as the scale of the organization.

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

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 distribution of profits) are made by the general management of the company.

V large companies there is an opportunity to expand the organizational structure, staffing and quite clearly differentiate powers and responsibilities between:

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

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

Control bodies: internal audit, audit.

Responsible for the formulation of problems of a financial nature, analysis of the feasibility of choosing one or another way to solve them, as a rule, is financial director. However, if the decision being made is of significant importance to the organization, he is only an adviser to senior management personnel.

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

The main control objects have the following directions:

1. Money management:

Determining the total capital requirement;

Capital structure optimization;

Minimization of the cost of capital;

Ensuring the efficient use of capital.

2. Dividend policy:

Determination of 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 the liquidity of assets;

Acceleration of the asset turnover cycle;

Selection of effective forms and sources of asset financing.

4. Management of current costs:
- CVP analysis;

Cost minimization;

Cost rationing;

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 terms of volume and time;

Efficient use of the balance of temporarily free cash

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 deliveries is very extensive and takes a lot of 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 sorting warehouses complicates the management of delivery and negatively affects the competitiveness of the organization.

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

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

When placing orders, the company uses pallets that have already been in use, which leads to a periodic breakdown of products, and as a result, additional costs.

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