Logistics supply management. Logistic supply chain. Enterprise logistics system. Who is a logistician

What is it connected with? Who is a logistician and what functions does he perform? This will be discussed further.

Who is a logistician?

Delivering the right products from one point to another according to the appointed time is a very important task. It is even more important to keep the goods safe and sound. It is such a specialist as a logistician who manages supply chains and controls the efficient transportation and delivery of the desired products. It should be noted right away that any profession in the field of logistics is considered very complex and difficult. So, in order to become a quality specialist in the field of supply management, you must have a very developed mindset, know foreign languages, and have excellent organizational skills. Tracking a large number of different kinds of goods is not so easy, and doing it efficiently is even more so.

Where should a person study to get the opportunity to work as a logistics and supply chain management? What are the responsibilities of the specialists in question? This will be discussed further.

Required education for work

In the field of logistics, you can work with both higher and secondary education. However, the number of duties, rights, as well as remuneration in this case will differ significantly.

A person with a secondary vocational education can only work as a logistics assistant or manager. To carry out full-fledged management of people who have not graduated from a university, if it succeeds, then with great difficulty. It is also worth noting that not everywhere there are jobs for people who do not have higher education. Due to the narrow focus, as well as due to a number of other factors, it will not be so easy for a person with only a secondary education to get a job in question.

The situation is quite different with people who still have a higher education. Thus, people who graduated from economic universities in the relevant specialty have every right to get any free job. Perhaps it is worth highlighting the main educational institutions where you can get the necessary education. These are (in Moscow on Lubyanka), MIIT, MADI and the famous St. Petersburg State University. In any of these universities there is a specialty called "Logistics and Supply Chain Management".

What should a logistician know?

As mentioned above, a specialist in the field of logistics must have a very extensive knowledge base. What disciplines should the employee in question know qualitatively? Here are just a few of them:

Fundamentals of economic and mathematical methods.
Fundamentals of distribution, production, warehousing, etc.
projects.
Control over transportation, unloading and loading operations.
Fundamentals of information systems and technologies.
Fundamentals of Economics.
Fundamentals of supply planning.
Risk management in the field of logistics.
Control over logistics systems and much more.

The specialist who manages the supply chain must really know a lot of things. Moreover, an employee in the field of logistics is also obliged to constantly improve himself and supplement his knowledge. This is due to the fact that technologies are constantly being upgraded, and therefore it is unlikely that a logistician will be able to work for several decades with only university knowledge.

Skills required for the job

Of course, knowledge alone will not be enough for a logistician to carry out his work functions. A specialist whose tasks include the logistics management of supply chains must also have certain skills, abilities and character traits.

What exactly can be highlighted here?

Knowledge of several foreign languages. It is quite obvious that in the work related to transportation, it is impossible to do without negotiations with foreign citizens; especially if the company is foreign.
Communication skills. Knowing several languages is not enough, you also need to be able to correctly express your thoughts and requirements. This also applies to the native language. A high-quality specialist is simply obliged to have competent, clear and precise speech.
Working with software. In the age of computer technology, it is simply impossible to do without the ability to competently handle programs. This is especially true for employees whose functions are logistics management, supply chain management, transportation, etc.

It is also worth noting that a high-quality specialist must also have such character traits as stress resistance, high efficiency, organizational functions, etc.

Responsibilities of a logistician

As already mentioned, the scope of logistics is incredibly vast. It employs a large number of employees performing a variety of functions. However, there is still an opportunity to single out the most generalized duties.

So, it is worth noting that in the considered professional environment, the following duties are assigned to employees:

Working with different kinds of people. This includes customers, suppliers, operators, etc.
Documentation work.
Planning of orders and deliveries.
Negotiations with customs.
Inventory management in supply chains.
Building routes and much more.

The logistician has a lot of functions. However, everything depends mainly on the available category and skill level.

Where can you work?

Almost no problems should arise for a graduate of an educational institution with a degree in Logistics and Supply Chain Management. Universities often offer the student options for vacancies. And due to the fact that the profession in question today is incredibly relevant and in demand, a person with a proper education will simply open up a lot of very different job opportunities.

And yet, where exactly can the specialist in question work? Can be distinguished:

transport companies (Russian Railways, various airlines, etc.);
cargo handling;
customs services;
industrial plants and many other places.

Supply chain management and logistics are needed in almost every manufacturing enterprise. And this is a huge advantage of this area: a person who wants to connect his life with the work in question will definitely not have problems with employment.

About the logistics career

What can be said about the career of the specialist in question? As in any other field of work, advanced training can only be earned by accumulating proper experience and improving work skills.

However, in the field of supply chain management, there is one important feature. In short, it lies in the fact that there are simply a lot of opportunities for so-called self-improvement. Thus, a specialist can intensively study new foreign languages, develop their own specialized programs, improve their communication skills, make work with documentation automatic, etc. Thanks to all this, almost any specialist, even without a higher education and working as an assistant, will be able to achieve professional heights.

On the rights and responsibilities of a logistician

A specialist in the field of logistics, like any other employee, has certain professional rights. What exactly can be highlighted here? Here is what the special job description of the employee fixes:

the right to all social guarantees and benefits established by the state;
the right to timely payment of salaries;
the right to demand from the authorities all the necessary documentation for work;
the right to offer management ideas and suggestions for improving the work of the organization;
the right to refuse to perform work in case of obvious violations resulting in the lack of optimal working conditions;
the right to improve their qualifications;
the right to involve specialists from other professional areas to provide the necessary assistance (but subject to agreement with the authorities).

Thus, a fairly wide range of rights is assigned to a specialist who has the responsibility of supply chain management. At the enterprise, however, logisticians also have a large share of responsibility for all actions taken. In particular, it is worth highlighting that the employee is responsible for:

for offenses or crimes committed in the workplace;
for the complete failure or incorrect performance of their own duties;
for being at the workplace in a state of intoxication;
for violating established safety rules.

Pros and cons of the profession

The profession of a logistician has both a number of advantages and a number of disadvantages. What are the benefits of working? These definitely include:

Demand and relevance of the profession.
High income.
Opportunity to practice speaking in a foreign language.
Constant self-improvement.

Perhaps the profession has other advantages. Above were named only the most basic advantages. And what are the shortcomings here?

Work in an industrial area (of course, you can find work in a clean office; however, the very concept of supply chain management is built in such a way that the specialty is almost inseparable from production).

The advantages of the profession, of course, are greater. And this is not at all surprising: logistics is a truly prestigious and important area.

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INTRODUCTION

2.2 ANALYSIS OF THE CONTROLLING SYSTEM AT THE ENTERPRISE

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

logistics controlling business financial

Relevance of the research topic. In modern conditions of economic development for Russian enterprises, there is an urgent need to pay serious attention to optimizing their activities, as the principles of a market economy are increasingly taking root in the country, competition is intensifying.

Success in the market in the sale of a particular product depends not so much on the production and financial capabilities of firms, but on the planning of the marketing activities of the enterprise.

Logistics management largely affects the state of financial, economic and legal support in market conditions of diverse economic relations. This, first of all, refers to the market of transport services, the organization and functioning of storage facilities, the development of transport services in intermediary organizations and enterprises.

The efficiency of the logistics system is characterized by a set of performance indicators for this system at a given level of logistics costs. Any business organization, introducing logistics and forming a logistics system corresponding to its goals, first of all, seeks to evaluate its actual or potential effectiveness. Under the key performance indicators of logistics activities, we mean the necessary and sufficient number of relatively easily applicable performance indicators (performance) that allow you to link the implementation of the logistics plan with the main functions and results of managing the commodity flow (marketing / sales, production and logistics) and thus determine the need for corrective actions.

Any business organization, introducing logistics and forming a logistics system corresponding to its goals, first of all, seeks to evaluate its actual or potential effectiveness.

The main purpose of the course work is to study the theoretical foundations of controlling logistics business processes in supply chains.

In accordance with the goal set, the following tasks are solved in the work:

1) consider the features of business process management in supply chains;

2) consider the system of indicators of logistics controlling (KPI) of business processes in supply chains;

3) consider strategies for logistics controlling supply chains;

4) to consider the general characteristics of the activities of JSC "MTsBK";

5) analyze the controlling system at the enterprise.

CHAPTER 1. THEORETICAL FOUNDATIONS OF CONTROLLING LOGISTICS BUSINESS PROCESSES IN SUPPLY CHAINS

1.1 FEATURES OF SUPPLY CHAIN BUSINESS MANAGEMENT

Effective implementation of the management concept - the supply chain is impossible without the development of a logistics administration mechanism, in which the leading role belongs to controlling procedures, which are characterized as a process of measuring the results of decisions made by logistics service personnel. The significance of this process for effective logistics management lies in the fact that it provides feedback, which serves as a necessary condition for assessing the effectiveness of fulfilling its requirements.

The basic principle of logistics controlling is the constant or periodic comparison of the current parameters of logistics processes with basic standard indicators.

The complexity of its implementation in the practice of supply chain management

determine the following factors:

Many indicators of the performance of logistics operations are

quality character;

The impossibility in some cases of an isolated analysis of logistics processes due to their close association with processes of a different nature;

Difficulty in assessing the elasticity of income from the level of development of supply chain management;

Incremental logistics costs cannot be properly measured, etc.

The system approach is the main concept of logistics, which consists in a comprehensive study of phenomena and objects as integral logistics systems in order to eliminate the discrepancy between the interests and goals of the entire logistics system and its individual elements, between different logistics systems, between the logistics system and the external environment. A systematic approach involves research at the macro and micro levels. At the macro level, the logistics system is studied as a whole, its boundaries and external relations with the environment of its activity are established. This can be done by considering the system under study as part of a higher-level system. Only from the outside can one understand why the logistics system exists.

Each logistics system consists of elements. The micro-level of research involves the study of the internal structure of the system, that is, its constituent elements, their properties, and the relationships between them. An important principle of the systematic approach is the principle of the interconnectedness of the elements of the logistics system, the links between the elements can be strong or weak, but in any case, a change in the behavior of some elements generates changes in the activities of others, therefore, these consequences must be taken into account.

Thus, from the point of view of a systematic approach to the organization of transport logistics, the logistics system will be a relatively stable set of links, structural / functional divisions of the company, as well as suppliers, consumers and logistics intermediaries, interconnected and united by a single management of the corporate strategy of business organization.

The element of the logistics system is indivisible within the framework of the task of managing a part of the logistics system. The selection of an element is determined by the lowest level of decomposition of the logistics system and is caused by the need to isolate an operation or a combination of them in order to optimize resources, build a model of an enterprise or its structural divisions, model business processes, assign a specific performer or technical device to an operation, for example, a workstation; formation of a system of accounting, control and monitoring of the logistics plan.

The links of the logistics system, being ordered in a certain way, constitute a logistics chain or supply chain.

In foreign terminological dictionaries ANNEX and APICS, the supply chain is defined as an interconnected sequence of pairs of links (subdivisions of the company and / or its logistics partners) - "supplier-consumer", through which a product or service is delivered to the end consumer, organized in order to achieve the planned goal. At the same time, no obligations are imposed on the linear ordering of the links in the supply chain.

In turn, A.N. Rodnikov, in his terminological dictionary, emphasizes precisely the linear ordering of the supply chain, namely: the logistics chain is a linearly ordered set of individuals and / or legal entities (suppliers, intermediaries, carriers, and others) directly involved in bringing a particular batch to the consumer.

There are other definitions of the supply chain, for example: a supply chain is a set of links in the logistics system, ordered by the main and / or accompanying flow in accordance with the parameters of the end user order within the functional area of logistics or a logistics channel.

Thus, the supply chain is usually designed within an independent functional area of logistics. The initial parameter for the formation of the logistics chain is the consumer's order. The formation of the supply chain can be carried out purposefully through legal mergers and acquisitions of firms, as well as through voluntary cooperation of various services, divisions and firms with appropriate legal and organizational registration.

The supply chain can be carried out on the basis of a modular principle in management, while two mutually exclusive principles are taken into account: corporations and cooperation on the one hand, and competition on the other. Such formation of the supply chain makes it possible to use the free resources of the participants in the supply chain in order to smooth out fluctuations in the external environment. The flexibility of such a chain through special one-time deliveries through the network of distribution and transportation channels created at the same time makes it possible to even out peaks in consumption, while the inevitable risks are noticeably reduced.

The connections between the individual elements of the logistics chain are now being implemented using the latest information technologies. The construction and study of chains formed by information and financial flows is of extremely important practical importance, since the movement of material resources and finished products does not coincide with the information and cash flows associated with them. The problems that arise in connection with the asynchrony of flows greatly complicate the adoption of effective management decisions.

Thus, the supply chain is a set of links of the logistics system, ordered by the main and / or accompanying flow in accordance with the parameters of the end user order within the functional area of logistics or a logistics channel.

Supply Chain Management (SCM) or supply chain management is a new company strategy and means the formation of a distribution network in which the right goods will be delivered to the right place at the right time at the lowest cost.

The supply chain strategy is implemented in the organization of the channel, based on the awareness of dependencies and the management of the relationship between companies. Supply chain operations require management processes that extend across the functional areas of individual companies and connect trading partners and consumers outside their organizations.

Logistics, as opposed to supply chain management, is the work required to move inventory through the supply chain and place it. From this point of view, logistics is a process that creates the value of "place" and "time" in relation to inventory, it is a combination of order management, inventory, transportation, warehousing, packaging, integrated into the realities of the company's infrastructure. Integrated logistics serves as the link that keeps the entire supply chain in sync as a continuous process and is essential for efficient communications within the supply chain. The supply chain is a global network that transforms raw materials into products and services needed by the end consumer, managing the flow of information, wealth and money. There are at least six main areas that the supply chain management process focuses on, namely:

1. Production;

2. Deliveries;

3. Location;

4. Stocks;

5. Transportation;

6. Information.

At the same time, all supply chain management solutions are divided into two categories: strategic (strategic) and tactical (operational). Strategic decisions in such a key area of supply chain management as the production (production) of products, including trade and the provision of services, are made based on the study of consumer demand. Tactical solutions focus on scheduling production volumes, workload and equipment maintenance, quality control, and more.

The introduction of SCM in the enterprise requires the company to make a number of changes in the mentality of the staff - paying more attention to customer data, increasing the efficiency of work, and so on. However, the changes are not only in this. Companies need technology solutions that enable this transition. The main focus is on creating a single information space within the company, automating processes and analyzing the information received.

With the help of modern solutions, the company gets the opportunity to collect, process, store and analyze data on demand, changes in needs, individual needs of buyers, on the basis of which it is easier for managers to predict demand, create individual procurement plans for various suppliers, organize deliveries and implement logical schemes to reduce all physical costs (storage and transportation), as well as intermediary costs (lost profits and unsatisfied demand).

For suppliers and third parties, supply chain management also offers benefits, as distributors receive quality service, their requests are quickly processed, and the latter have the opportunity to control the formation process. Supply chain management (SCM) is often seen as part of company automation and operational process management (ERP), and therefore there are a number of solutions where SCM is integrated as one of the elements. At the same time, a number of solutions are currently on the market, in a number of which the so-called SCM solutions are of great importance.

Using the Internet to create SCM solutions allows you to create:

1. A single information space for all participants in the supply process (managers of the sales department, financial services), which allows you to efficiently process an order, quickly draw up all the necessary documentation;

2. The very information that comes through the Internet and is in electronic form, which makes it easier to store and process data.

However, when working over the Internet, companies acting as network and industry players made a number of mistakes, which led to disappointment for both customers and companies. The mistake of companies acting as industry players was that they often saw the distribution channel of goods on the Internet, separating it from the rest of the company's activities. Orders received via the Internet were often not included in the general database, which led to their delay.

Among other things, many companies that had a number of warehouses could not link them together and work out an optimal delivery system that would allow customers to receive an order on time, and the company to reduce physical costs: for an extra run of transport and storage of goods in a warehouse, which are then included in the cost of goods, which led to an increase in prices and a decrease in the competitiveness of goods.

The process approach, developed by Robert Kaplan and Robin Cooper, is based on the fact that the value (cost) of any enterprise is created in internal business processes. Core business processes are the driving force behind an enterprise's strategy. Description and modeling of business processes helps to describe and model how the strategy can be implemented. The company must determine the main business processes that distinguish it from peers and are the most important in terms of customer value for customers. Continuous improvement of the main business processes increases the efficiency of the company and determines its competitiveness.

In accordance with the company management methodology based on a balanced scorecard, the main internal business processes are divided into four blocks:

1. Operational management

2. Relationship with customers

3. Innovation

4. Contribution to the development of society.

Previously, it was believed that operational management is the processes of production and delivery of goods and services to consumers. In fact, the main business processes of operational activities are somewhat broader:

Developing and maintaining relationships with suppliers;

Production of goods and services;

Delivery of goods and services to customers;

Management of risks.

Each of the main business processes of operational management is divided into many sub-processes. For example, the development and maintenance of relationships with suppliers is divided into search, order, receipt, incoming control, return, storage, payment.

Business process management focused on high efficiency and productivity allows the enterprise to create an attractive customer value proposition for customers:

Competitive prices;

Superior quality;

Timely purchase;

Great choice.

The business processes of customer relationship management in today's competitive environment are no less important than the business processes of operational management.

The main business processes of customer relations:

1. Choice of customers

2. Customer acquisition

3. Maintaining the customer base

4. Development of relationships with clients

Each of the main business processes of customer relationship management is also divided into many sub-processes. So, for example, the “choice of customers” business process means the process of determining the most profitable customers for the enterprise, the process of developing a customer value proposition, the processes of creating an image of goods and services that are attractive specifically for these customers.

In order to have a sustainable competitive advantage, a company must not rest on its laurels, but constantly work on innovations in products, services, technologies, and processes. Successful innovations help to attract customers, expand the customer base and increase profits.

Main innovative business processes:

1. Identifying opportunities to create new products and services

2. Design and creation of new goods and services

3. Promotion of new products and services to the market

Any company must constantly confirm its right to produce and sell goods and services. The company manages regulatory and social processes in several areas:

Environment

Safety and Health

Employment

Investing in society.

A systematic approach to management based on business process management will allow the enterprise to implement the strategy in the most efficient way.

1.2 SUPPLY CHAIN BUSINESS PROCESS MEASUREMENTS (KPI)

The Controlling functionality of Supply Chain Logistics Controlling consists of the following tasks:

1. Planning (strategic, tactical, operational) of supply chain logistics controlling.

2. Development and implementation of a system of balanced scorecards for evaluating the effectiveness of logistics activities (KPI systems).

3. Implementation of a benchmarking procedure to establish KPI standards.

4. Generation of reporting forms.

5. Development of a monitoring system and information support for controlling processes.

6. Analysis of KPI "gaps" and regulation or elimination of deviations of the actual values of indicators from the planned ones.

The solution of the first task is a derivative of the target settings for the functioning of the supply chain, the structure of which is determined as a result of the following steps:

1 - evaluation of consumer requests;

2 - identification of possible target markets, their evaluation and selection;

3 - formulating the goals and strategy of the supply chain;

4 - development of alternative supply chain structures and their evaluation;

5 - the choice of the structure of supply chains.

One of the circumstances that has the most significant impact on the specifics of the first such stage is the emergence of a new product on the market. Another circumstance is the unsatisfactory performance of the enterprise. These are market share, sales volume, return on investment, changes in the structure of consumer demand.

The general recommendation here is to include in the profitability analysis of business activities in target markets only those costs that change when a particular customer segment is added or excluded from consideration.

The task of the second stage is to select target markets that provide the maximum return on invested capital.

As part of the third stage, the choice of a supply channel is carried out and

its content is personalized.

The solution of the second task of the logistics controlling functional involves the use of an invariant composition of logistics controlling indicators (KPI) (table 1). Foreign practice of using these indicators indicates that they have some industry specifics.

Table 1 - Composition of KPI indicators

Functional areas of logistics controlling	Composition of indicators (KPI)
The degree of customer satisfaction as a logistics service	Ensuring that the order is completed exactly on time. Completeness of satisfaction of the order. Accuracy of execution of order parameters. Information and communication reliability, accuracy and timeliness. The number of product returns, lack of stock, tariff increases. The presence of consumer complaints. Stock availability.
Return on investment in logistics infrastructure	The speed and number of turnovers of stocks. Average stock level. Return on investment in fixed assets. Use of investments in the transport park. Leverage investment in warehouse infrastructure. Use of investments in technological equipment. Use of investment in the information system.
General and operational logistics costs	General logistics costs. The cost of logistical support for production. Costs for internal and external transportation. Shipping and handling costs. Costs associated with order procedures. Inventory management costs. Damages from an insufficient level of quality of the logistics service (loss of sales, return of goods, etc.)
Duration of functional cycles of logistics	Lead time. The duration of the components of the functional cycle of logistics. Restocking time. Processing time for orders to consumers. Delivery time of the order to the consumer. Time of preparation and picking of the order. Time of production and technological cycle. Report cycle time. The cycle time of the purchase of products.
Supply Chain Logistics Infrastructure Performance	The number of processed orders per unit of time. Freight shipments per unit of storage capacity and cargo capacity of vehicles. Relations such as "input-output" for the dynamics of output and workflow. The ratio of operating logistics costs per unit of invested capital. The ratio of total logistics costs per unit of output. Distribution costs per unit of sales

It should be noted that the maximum level of quality of logistics services largely depends on the ability of the enterprise

resist total reliance on stockpiling as the sole

way to make it accessible to consumers. Establishing its proper level comes down to finding such a ratio of marginal income and marginal logistics costs, when the amount of profit takes on the highest value. In practice, this cannot be implemented, so a slightly different approach should be used, which is characterized by the following stages:

1. identification of the basic level of logistics service;

2. analysis of consumer sensitivity to the quality of logistics services;

3. determining the need to change the level of logistics service.

The identification of a base level of logistics services is based on a cost-benefit analysis. It starts with a calculation of the costs that meet the standard requirements of consumers, and ends with an assessment of the expected benefits embodied in specific revenues and long-term customer loyalty. Revenue estimation is based on the premise that the higher the level of service, the higher the income. In addition, the following dependency must be taken into account. The increase in the costs associated with improving the level of service accelerates as the overall quality of the logistics service approaches the zero defect standard or the execution of a perfect order, i.e. to 100% customer satisfaction. There is an opportunity to artificially lower the level of logistics services provided to consumers, in particular, by implementing the selective service approach, which is determined by consumer segmentation, by service classes using the ABC analysis method (Table 2).

Table 2 - Segmentation of consumers by class of logistics service

The marginal value of the total logistics costs is determined on the basis of the price of customer service, which is formed under the influence of market conditions (table 3).

Table 3 - The significance of cost estimates depending on the industry position of the enterprise

The Importance of Cost Estimates	lower costs	Differentiation
The value of standard costs for assessing the functioning of the enterprise	very important	not very important
The importance of flexible budgeting for managing production costs	high to very high	medium to low
The Importance of Achieving Targets	high to very high	medium to low
The Importance of Product Cost as a Parameter for Pricing Decisions
The Importance of Competitor Spending Analysis

Benchmarking or reference testing is a comparative assessment of the effectiveness of the tested and the reference object,

the correct functioning of which is not in doubt. Abroad, it is widely used by enterprises to adapt their

logistics standards to best practices. In this case, a combination of three methods of comparative analysis is used. The first involves the use of published logistic data, which can be gleaned from analytical reviews, periodicals and studies of higher educational institutions. Although such information is available, it is difficult to extract specific recommendations from it. The second method is based on the association of the enterprise with other organizations for the sake of a systematic exchange of data for comparative analysis. This union is more efficient than the previous method. The third method relies on economic intelligence, which mainly deals with all open sources of information.

The procedure for "tuning" the KPI system - strategic and tactical planning of logistics indicators (standards) should be based on the use of the best practices of leading companies (leaders in their industry) or closest competitors.

In modern conditions, setting logistics KPI standards can be done in two ways:

First, set KPI standards based on previous metrics, i.e. plan from the achieved level in accordance with the strategic guidelines of the company. However, such a comparison says nothing about how competitive and successful a company is compared to others. This option is suitable for companies - the undisputed leaders in their industry.

Secondly, benchmarking can be carried out in comparison with Western companies, since detailed reports on the logistics activities of firms are published abroad regularly. Even the most general industry indicators can give an idea of what to aim for. However, foreign companies operate in a different business environment. This means that their practice is not always comparable with the domestic one.

Undoubtedly, it is possible to assess the functioning of the supply chain from the perspective of consumers, i.e. correlate them

expectations with the quality of the logistics services they provide, for example, based on the scheme (Figure 1).

Figure 1 - Logistics service quality model

This diagram illustrates the way to realize the customer's expectations regarding the quality of service and the reasons for his possible dissatisfaction. Causes are considered as discrepancies (gaps) between the output of the service delivery processes and the input of the service consumption process.

The first gap results in a discrepancy between customer service expectations and the perception of these expectations by the supplier's management. The dissatisfaction of the buyer with the quality of service comes from the fact that the supplier's management does not have a sufficiently clear understanding of the quality of service. Based on this, the key aspect in the organization of service is the forecasting of customer requests.

Causes of the first break:

Ineffective marketing research of the supply market;

Inadequate evaluation parameters for measuring the quality of service;

Inadequate information channels for accounting for demand for supplies and methods for assessing service quality parameters;

Multiple hierarchical levels in the supplier's manual.

The second gap is the discrepancy between the supplier's management's perception of customer expectations and the specifications that define service quality. Its possible reasons are:

Wrong attitude of the top management of the supplier to the quality of service parameters;

Inaccurate transformation of consumer expectations into specifications of service quality parameters;

Insufficient level of executive discipline in relation to the consumer's order;

Insufficient standardization of service quality parameters;

Lack of targets or guidelines for developing a specification of quality of service parameters.

The third gap, depicted in Figure 1, defines the gap between service quality specifications and actual customer service. As a rule, it occurs due to improper execution of the purchase order for the following reasons:

The presence of interfunctional logistical conflicts;

Insufficient executive and technological working discipline;

Weak interaction between service quality controllers and supplier management;

Disadvantages of methods of acceptance and selective control of the quality of service of commodity flows;

Miscalculations in the choice of intermediaries involved in the organization of services, etc.

The fourth gap (Figure 1) is due to the discrepancy between the execution of the buyer's order and the provision of information about it to him, the reasons for which are:

The supplier's lack of a proper system of internal and external communications;

Exaggeration of the quality of service by the supplier in the media.

The fifth gap is the discrepancy between customer expectations and the quality of their orders.

Assessment of the quality of logistics services is only one of the areas of logistics controlling, so customer orientation has significant limitations.

The consumer always expects from suppliers the perfect fulfillment of the purchase order. Abroad, this aspect is viewed through the prism of the "perfect order".

A “perfect order” is its execution that meets the following standards:

1 - full delivery of all products for all ordered items;

2 - delivery within the period required by the consumer with a tolerance of ± 1 day;

3 - complete and accurate documentation of the order, including receipts, invoices, invoices, etc.;

4 - impeccable compliance with the agreed delivery conditions, that is, high-quality installation, correct equipment, readiness for use and no damage.

In modern conditions, a maximum of only 55 - 60% of the logistics operations carried out as part of the order fulfillment cycle meet the requirements listed above. A similar percentage for most enterprises does not exceed twenty. In this case, the following are considered invariant interferences to the “perfect order”: errors when receiving an order; false information about the product; unavailability of the ordered goods; excess credit; failure to comply with the terms of delivery of the order; errors in the selection of an order; negligence in the selection of an order; delay in dispatch or delivery; incomplete documentation; errors in the transfer of payments; early delivery; damage to goods during transportation; errors when issuing an invoice; calculation of payment in excess of the tariff; incomplete payment of the consumer's bill.

It should be noted that the development of forms for logistics reporting should be modular (Figure 2).

Figure 2 - Modular Logistics Reporting Database

The main requirement for these forms is to provide the prerequisites for collecting more complete and accurate data, primarily logistical costs.

1.3 SUPPLY CHAIN LOGISTICS CONTROL STRATEGY

The invariant stages in the development of a supply chain logistics controlling strategy are:

1) definition of corporate goals and their detailing to the level of logistical tasks;

2) reflection of the logistics goals of supply chains in the system of specific indicators of their functioning;

3) development of a management accounting system and methods for evaluating these indicators;

4) organization of regular control (measurement) of the actual values of these indicators and their comparison on the principles of benchmarking with reference values;

5) determination of the rules for making logistics decisions to eliminate deviations of the actual values of these indicators from the planned ones.

It should be noted that the industry specificity of logistics controlling in the supply chains of pulp and paper products is largely

is determined by the material intensity of its production, which is one of the reasons for the presence, in particular at cardboard and paper mills, of significant stocks of work in progress. Another reason is that the uncertainty in the demand for cardboard boxes, for which consumer requirements are highly differentiated, leads to stockpiling of unfinished production of sheet cardboard until an order for the manufacture of other products from it is received. This is exacerbated by the fact that cardboard and paper mills did not pay attention to the formation of their own distribution networks for a long time.

Therefore, the methodology for implementing the principle of the "pulling" system of the logistics organization of production, which underlies the concept of "theory of constraints", is relevant.

The basic idea of the theory of constraints is that no production system can run faster than its slowest component. This means that the production site, working at a minimum speed, sets the pace for the entire production process, being for it a “limitation” or, in other terminology, an “insufficient resource”.

According to this theory, in practice it is rarely possible to realize the concept of balanced production capacities of all sites, which many enterprises strive for, as a result of random fluctuations in the rhythm of production processes. The downtime of the least productive area determines the downtime of the entire production.

The main attention should be paid to increasing the capacity of such a section, i.e. weakening the "restriction by reserving stocks of work in progress in front of this site, which ensures its full load and, accordingly, reduces the duration of its downtime to zero. The ideology of the theory of constraints is embodied in the DBR software product, which implements the reserve inventory planning algorithm, known as the "drum-buffer-rope".

The basic principle of the DBR software product is to determine the production rhythm by assigning the status of a "drum" to a limited resource and issuing a "drumroll" to them, i.e. signals that are used to set the rhythm of the entire production system.

This approach prevents the creation of stocks of work in progress (i.e. "buffer" or "shock absorber"), which an insufficient resource may not be able to cope with. The connection, through which signals are transmitted to other elements of the production system and is a signal "rope", is considered in Figure 3.

Figure 3 - Implementation of the "drum-buffer-rope" principle ("drum" is an insufficient resource)

Not an insufficient resource can be taken as a “drum”, but

resource of limited capacity - it is operated with insufficient load, but on average has the necessary production capacity. In this case, you can create two safety stocks:

One stock of work in progress ahead of this resource;

Another stock at the end of the production process is the stock of finished goods (trade stock) (Figure 4).

Figure 4 - Implementation of the principle "drum-buffer-rope" ("drum" is a resource of limited capacity)

The Theory of Constraints is designed to balance the intra-production material flow, not production capacity. Its advantages are:

Suspension of the movement of intra-production material

the flow does not occur when there are delays or failures in any operations other than the one that serves as its restriction;

It simplifies the management of the movement of intra-production material flow, since it is required to take into account the only connection between its first and limiting operations.

It should be noted that the ideology of the theory of constraints is embodied in SFM - a system of synchronized in-line production based on demand, in which the element, which is a constraint, sets the speed of the intra-production material flow, i.e. production rhythm. Meanwhile, supply chains, which by their nature are vertical organizational structures, reveal the features of in-line production. Moreover, they often have "bottlenecks", which are due to differences in the logistics capacities of its individual participants (Figure 5)

Figure 5 - Bottleneck in the supply chain

Identification of supply chain capacities can already at a first approximation indicate the presence of a bottleneck (see Figure 5) . It is determined by calculation and analytical by applying the power utilization factor (KIM), which shows the share of the design capacity (formula 1):

KIM = used power / designed power. (one)

To expand the picture of bottlenecks in the supply chain, use the indicator "total productivity", which is calculated as the ratio of "total supply chain throughput" to "total resources used". However, it is not always possible to express the parameters involved in it in comparable units. For this reason, in practice, preference is given to "private productivity" or "productivity based on a certain factor", for example, the following options:

Equipment performance: number of truck trips; the mass of cargo transported by a lifting machine, etc.;

Labor productivity: number of product deliveries per employee; the number of orders completed per unit of work time, etc.

The location of the nodes depends on the specific organizational structure of the enterprise, as well as its branches, representative offices, departments, services and other parts of its logistics system. The binding of these nodes to the administrative grid of the enterprise or their association is assigned an exceptional role. It should be noted that at the intersection of material and other flows, a number of logistics operations are carried out, which require coordination within the framework of a special policy.

In nodes, one control action can be aimed at changing the parameters of several flows simultaneously, which creates objective prerequisites for reducing all types of resource costs, i.e. including temporary ones. The main flows that form them are financial, informational and material flows that are influenced by the external and internal environment, as well as purposeful control actions.

Nodes differ in their properties and characteristics, namely:

1) by location in relation to the firm;

2) by variability over time;

3) by the nature of the required impacts.

It should be noted that the location of such nodes largely depends on the degree of coverage of the enterprise's activities by logistics integration processes, the basic forms of which are:

Integration at the level of individual or a number of logistics functions, involving the unification of the functions of planning, transportation, marketing, etc., i.e. functional logistic integration;

Integration at the level of organizational and functional logistics activities, involving the unification of warehouses, transport facilities, other organizational and production units, i.e. organizational logistic integration;

Integration at the level of the top management of the enterprise, i.e. logistic integration of business management of the enterprise.

The parameters of most flows change over time, as a result of which the structure and characteristics of the nodes they form are transformed. From here, it is conditionally possible to divide the nodes into subject and not subject to change; depending on how predictable their condition is; into definite and indefinite. Nodes also differ in the possibility and type of the required impact.

The goals of flow control in nodes are:

Increasing the turnover of resources in supply chains;

Incorporation of new funding sources;

Reducing logistics costs.

The nature of possible control actions is determined by taking into account the properties of the flows entering the node, its location in the structure of the logistics system, the importance of the node and its openness to influences. At the same time, it is recommended to evaluate the duration and frequency of the required impacts, their constancy or discreteness.

The most effective, as a rule, often turns out to be a direct control action on the node. However, in some cases it cannot be implemented, so it is necessary to look for options for indirect impact.

It should be noted that the nodes should be managed with the support of modern information and computer technologies. This is especially true for nodes, the required state of which is achieved when passing intermediate stages. The solution of this problem is usually associated with finding the optimal way to achieve the required state of the node, in particular, based on the theory of directed graphs. At the same time, it states that decision-making algorithms for managing nodes and algorithms for their implementation in logistics systems are still at the development stage.

A typical node management algorithm, in particular, focused on the regulation of financial flows in the logistics system, provides for the following series of stages.

The first stage is the collection of information, since effective management of financial flows is possible only on the basis of accurate, reliable and operational information about the objects of management, the external and internal environment. In the logistics system, the task can be simplified if there are information concentration centers, management and control bodies, corporate information systems. In addition, various sources of information are involved: various analytical reviews in the media, data from independent experts, mandatory reporting and documentation submitted by enterprises. Each source is evaluated by: cost, efficiency, usefulness. As a result, the optimal sources are selected and, if necessary, the financial flow is directed to the source - payment for information.

Data on possible participants - partners, suppliers, intermediaries and other enterprises in the links of the supply chains make it possible to get an idea of the resource potential of each enterprise. In other words, about the totality of available resources (financial, informational, material, labor, etc.), taking into account their characteristics (volume, cost, quality) at the moment and their predicted state in the future, the possibility of their use to achieve the goals and tasks of the logistics system. In the event that the own resource potential of enterprises is insufficient for successful operation, additional sources of resources are sought.

It should be noted that the organization of controlling logistics costs in supply chains should include two strategies:

Local controlling;

Complex controlling.

The first strategy involves focusing on the logistical factors that led to the deterioration of the economic situation of an individual participant in the supply chain. Indicators of such situations, as we have already noted, are deviations of actual costs from standard costs. The advantage of this strategy is that the total number of significant indicators is reduced and all attention is focused only on bottlenecks.

The second strategy for controlling logistics costs consists in a comprehensive study of the dynamics of logistics indicators, identifying deviations, forming a diagnosis and issuing a prescription, which should contain a list of those necessary to get out of the current economic situation. The complexity of the analysis in this case consists in identifying those states of the supply chain that, when considering the indicators of its individual participants independently, are not identified, since the values of the latter can meet acceptable standards.

CHAPTER 2. APPLICATION OF METHODS OF CONTROLLING BUSINESS PROCESSES IN THE SUPPLY CHAINS AT OJSC “MPPM”

2.1 GENERAL DESCRIPTION OF ACTIVITIES OF JSC "MTSBK"

The Mari Pulp and Paper Mill is territorially located in the city of Volzhsk, the Republic of Mari El, 50 km from Kazan. It occupies a vast territory and has a full range of wood processing to the final product - paper. The plant has production capacities that allow to produce up to 80 thousand tons of paper, 70 thousand tons of cardboard, 60 thousand tons of marketable pulp, 7 million square meters of fiberboard, 10 million square meters of corrugated cardboard, 10 million pieces of paper bags per year .

The main activities of the enterprise are the production of technical types of paper and cardboard. production of cellulose, fibreboard, cordel and paper yarn, production of heat and electricity.

The Company has the right and bears the obligations necessary to carry out any types of activities not prohibited by law, including the right to carry out foreign economic activity in the manner prescribed by law.

In addition, the company has the right to engage in other activities not prohibited by the legislation of the Russian Federation.

Mission: providing consumers with high quality, environmentally friendly products. This is achieved through:

Flexible organizational structure of management;

Mastering new technologies;

Introduction of modern equipment;

Continuous staff training;

Creation of a moral and psychological climate that contributes to the interest of everyone in the high quality of production activities.

Strategic goals:

1. Increase in marketable output.

2. Increasing the competitiveness of JSC "MTsBK" products by gaining and maintaining the reputation of a supplier and a promising partner in the domestic and international markets.

3. Selection of reliable suppliers of high-quality raw materials and materials.

4. Continuous development of production

5. Reducing the negative environmental impact on the environment.

To achieve our goals, we consider it necessary to solve the following tasks:

1. Carrying out recertification of the current QMS for compliance with the requirements of GOST R ISO 9001-2008.

2. Maintenance, compliance with the requirements and continuous improvement of the effectiveness of the quality management system.

3. Application of new technologies and introduction of new equipment.

4. Rational use of raw materials.

5. Establishment of mutually beneficial relationships with suppliers and consumers.

6. Systematic assessment of customer satisfaction.

7. Continuous improvement of staff training.

8. Use of system and process approaches in the management of activities and resources.

9. Growth in output.

10. Increasing the responsibility of each employee for the quality of work performed.

11. Analysis of goals for continued suitability.

The management of JSC "MCBK" ensures the compliance of the Policy with the goals of the organization, assumes obligations to constantly improve the effectiveness of the quality management system, create a basis for setting and analyzing quality goals, ensuring understanding of the Quality Policy and bringing it to the attention of the personnel, creating conditions for the implementation of the set goals and calls on the entire staff of the enterprise to take an active part in solving problems for its implementation.

Controlling in the scientific and technical center of JSC "MTsBK" is understood as a project management system based on a single information space for the project team. This system performs the following main functions in the following areas:

Obtaining the necessary data from a single information center for all project participants;

Preparing information for project team members that provides reliable input data for quick decision making;

Operational and strategic work planning;

Monitoring the implementation of plans and decisions in real time;

Preparation of proposals for team members to change organizational methods of work to reduce time and costs.

The need to perform such functions is always present in any large enterprise. It is especially strong in the development of large projects that have deadlines and budgets. Thus, of course, is the development of designs and preparation of a new passenger car.

At all stages of the project, the above controlling functions remain unchanged, the composition of information and the methods of obtaining it change.

So, for example, in 2006-2007. the main attention was directed to the development of design documentation (issuance of design documentation), the manufacture of new materials, and their testing. Then gradually, with the start of the production of fast batches, the preparation of production began to acquire more and more importance - the development of stamped parts and other products, the issuance of conclusions on external components, etc.

In 2008-2009 the emphasis has shifted towards the formation and implementation of a corrective action plan, a score assessment of the quality of cars of the pilot batch. In the course of these works, defects identified during the assembly and acceptance of vehicles of pilot batches and the pilot batch are excluded. Also, increased attention was directed to the completion of commissioning work in the painting complex.

Work is carried out in all directions simultaneously, but at each stage of the project development, the task that determines the success of the project as a whole comes to the forefront.

...

Objects of study

The main objects of research in logistics are:

chain;
system;
function;
information flow;

logistics operation

This is a separate set of actions aimed at transforming the material and information flow. Such an operation is specified by a set of initial conditions, environmental parameters, alternative strategies, characteristics of the objective function.

Logistics chain

This is a linearly ordered set of individuals and legal entities (manufacturers, distributors, warehouse managers, etc.) that carry out logistics operations, including those with added value, to bring the material flow from the supplier to the consumer.

Logistics system

This is an adaptive feedback system that performs certain logistics operations and has developed links with the external environment. As its quality, physical objects are considered - industrial enterprises, territorial production complexes, trade enterprises, the infrastructure of the economy of a particular country. At the same time, a logistics system is distinguished with direct links (material flow is brought to the consumer without the participation of intermediaries on the basis of long-term economic relations) and echeloned (multi-cascode, multi-level system in which the material flow on the way from the manufacturer to the consumer passes through at least one intermediary).

Logistic function

This is an enlarged group of operations, but directed towards the implementation of the goals of the logistics system, with the values of indicators being its output variables. The logistics function includes: procurement, supply, production, marketing, distribution, transportation, warehousing, storage, inventory.

material flow

These are products subjected to various logistics operations - transportation, warehousing, storage, loading and unloading. The material flow has a dimension in the form of volume, quantity, mass and is characterized by rhythm, determinism and intensity.

Information flow

This is a set of messages circulating in the logistics system, between it and the external environment, necessary for management and control. The information flow can exist in the form of a workflow or an electronic document and is characterized by the direction, frequency, volume and speed of transmission. In logistics, horizontal, vertical, external, internal, input and output information flows are distinguished.

Logistics costs

These are the costs of performing logistics operations (warehousing, transportation, collection, storage and transfer of data on orders, stocks, deliveries). In terms of their economic content, such costs partially coincide with the costs of production, transportation, delivery of products, storage, costs of sending goods, packaging, etc.

Supply chain and service logistics

Based on the practice of industrial and economic activities of industrial enterprises and intermediary organizations, we can conclude that any company manufactures goods and at the same time provides various kinds of services. In this regard, a two-part definition of logistics has been adopted, reflecting the two main types of its activities - supply chain logistics and service logistics.

Supply chain logistics. This is a traditional process that reflects the organization of accumulation (warehousing, storage, stockpiling) and distribution (transportation, distribution channels, sales networks) of industrial and consumer goods.

It is the main organizational element in the production process and in the organization of product distribution. The classical supply chain can be represented as follows: source of primary material resources (raw materials) - transportation (loading and unloading) - production of products (industrial enterprises) - transportation (loading and unloading) - warehousing (storage) - sellers (distribution centers) - final consumers (organizations and individuals).

Service logistics. It is the process of coordinating the intangible activities necessary to carry out the service. Its effectiveness is determined by the level of satisfaction of the requirements of the buyer, the cost of it.

Service logistics is a decisive factor in the activities of organizations providing various kinds of services. A service infrastructure must be established to coordinate and meet customer requirements. In manufacturing industries, service logistics is a relatively minor factor that has a limited impact on profits and competitiveness.

Comparative characteristics of supply chain logistics and service logistics

Supply Chain Logistics	Service logistics
Sales forecasting	Service forecasting
Determination of sources of raw materials and materials	Identification of potential clients and partners
Planning and organization of production	Organization of work of personnel and equipment
Delivery of materials	Collection of information
Inventory Management	Data processing
Storage of raw materials and materials	Training
Processing orders of various consumers	Determining the requirements of potential customers
Choosing a Rational Distribution System	Formation of a network of service channels
Warehousing of goods	Data storage
Distribution control	Communication control
Implementation of transportation	Planning and regulation of time
Formation of an acceptable product price	Formation of an acceptable cost of services

The main thing that distinguishes services from tangible goods is that the service itself does not exist. Material resources in the form of raw materials, materials, semi-finished products can be consumed or be inactive. A service, on the other hand, needs an object as a source of work. It can be a person or a technical device. Services do not have technical characteristics, they are intangible, and their quality is assessed based on the results of the work performed.

At the same time, services are classified according to several criteria: the source of work - using technical means (various repairs) and the absence of tools (for example, consultations); relationship with the consumer - mandatory presence (for example, medical care) or absence (the same repair); type of consumer - organizations or individual consumers.

Distribution levels

Before considering global systems, let's dwell on the levels (positions) of distribution in logistics (on the example of consumer goods). These are suppliers of primary material resources (raw materials), manufacturers of semi-finished products, the final finished product, an information center, logistics platforms (warehouses), wholesalers or retailers, final individual consumers. Let's take a closer look at each level (position).

Suppliers supply various types of raw materials (mineral, artificial, agricultural), fuel and energy resources, a certain range of basic and auxiliary materials, i.e. processed or partially processed raw materials.

Manufacturers of semi-finished products produce basic and auxiliary materials, forgings, stampings, castings, components. Manufacturers of the final finished product manufacture, including assembly, goods for industrial or consumer purposes.

The data center is the only level in the distribution where there is no physical movement of resources and products. It processes customer orders for goods and conducts office work, collects reference information, monitors regulatory data governing logistics processes, analyzes operational information on the movement of products in the distribution system, and on the basis of this, goods movement processes are adjusted.

Logistic platforms are divided into intermediate (sorting), transport and warehouses at points of sale of goods. Wholesalers or retailers sell products through a chain of stores. The final individual consumer purchases finished products for home, family or personal consumption.

Global Systems

American system

The basis of the American system is the relationship "resources - production." The opinion of the individual consumer about the product (quantity, quality, design, reasonable price) is clarified by the manufacturer of the finished product. He collects data by mail, telephone, questionnaires and observation at the point of sale. In this case, the information and production logistics chain looks like this: an individual consumer - a manufacturer of a finished product - a manufacturer of semi-finished products - a supplier of raw materials (feedback in the logistics chain). Further, a direct production connection is carried out: from the supplier of raw materials to the individual consumer.

The advantage of the American system is that an efficient balance is reached when the number of goods produced matches the number of potential consumers—supply and demand match. Another advantage is that the option of storing large stocks of finished products and, accordingly, stocks of intermediate products - semi-finished products and primary material resources - is excluded.

The disadvantage is that the manufacturer's forecast, despite the conducted marketing research of potential consumers, may not be justified, since due to certain circumstances (changes in fashion, increased competition), the opinion of an individual consumer may change. Then the supply-demand balance is disturbed, and the produced goods may not find a consumer.

European system

Stocks are the backbone of the European system. Here the trader finds out the opinion of individual consumers about the product. Otherwise, the production procedure and information-production relations (both direct and reverse) are identical to the American system (the wholesaler and retailer acts as the initial position of the reverse logistics relationship, instead of the manufacturer of the finished product).

The advantage of the European system is that it allows the individual consumer to purchase the necessary goods (from the offered choice) in practically unlimited quantities, since the system is built on stocks of finished products in a wide range of each manufactured type.

The disadvantage of the European system is the presence of significant stocks of products, which leads to the cost of their storage (preservation and re-preservation, maintaining a strict regime of specified temperature values, compliance with humidity standards, various kinds of preventive maintenance), and hence additional storage costs. In this regard, it should be noted that experts have long come to the conclusion that the freezing of financial resources in material and technical resources is unprofitable.

To meet the various needs of intermediate and final consumers of products, the American system provides for the production of goods based on predicted demand. The European system is based on providing the consumer with a certain choice of products in the presence of significant storage volumes.

Japanese system

The Japanese system is fundamentally different from the American and European both in the approach to the problem of production and in its implementation. Its basis is the order. Neither the manufacturer nor the seller find out the opinion of the end consumer about the product. Thus, there is no relationship “manufacturer-seller”. The end consumer himself appears at the seller, and the order for the goods comes from him. In this case, the seller must satisfy the buyer's requests by providing him with exactly the goods that he requested.

It is noteworthy that in the Japanese system, the information and production chain of logistics “end consumer - supplier of raw materials” is completely opposite: “supplier of raw materials - end consumer”. Its distinguishing feature is that the manufacturer of the final finished product is constantly in a state of waiting for an order from the consumer. There is no production forecast in the system, and the manufacturer of the finished product is based on the opinion of the end user expressed in the order.

The advantage of the Japanese logistics system is maximum flexibility both when ordering a finished product, and when ordering semi-finished products and primary material resources. The end consumer does not choose a product from the proposed range, but orders an individual product in accordance with his taste and requirements.

The disadvantage of the Japanese system is that the manufacturer is constantly waiting for an order for the manufacture of a specific product and, having received it, proceeds to its implementation, which takes a certain time. If in the USA and Europe the end consumer does not expect the product, but quickly acquires it (although not always the one that the individual buyer needs), then in Japan he expects an order, moreover, he additionally pays for the urgency of execution. Nevertheless, Western experts believe that the future of logistics is in the Japanese system.

Main goals

Merchandising is complicated by the choice of means of transport. Marine vessels of significant displacement, road, rail, aviation, and pipeline transport are used. The choice of options for warehousing and storage of material and technical resources in ports, at regional bases and points of sale, systems for distributing goods to small shops, organizing sales, managing merchandise distribution, the ratio of optimal stocks of raw materials, semi-finished products, components, finished products and spare parts depends on the transport used. parts in warehouses of various levels. All this poses certain tasks for commodity producers and transport companies.

Ultimately, all operations for the transportation, warehousing and storage of products and raw materials should be reduced from the standpoint of logistics to minimizing costs at each of these stages. Cost minimization involves taking into account the entire complex of information flows (normative, reference, operational and analytical data) that provide the solution of specific problems with the help of computerization.

The infrastructure in the economic sphere, which is developing at a rather significant pace, in turn gives rise to new tasks and problems that need to be solved at minimal cost at all levels of commodity circulation. Therefore, a whole scientific direction of logistics has arisen, including macrologistics (optimization of commodity circulation on the scale of the regional, international and other markets) and micrologistics (organization of commodity circulation at a separate enterprise).

Logistics in this sense is considered as mathematical logic, which has a number of applied areas that implement tasks in certain areas of the economy, technology, management and marketing.

Logistics, developing methods of minimization and optimization in each of its links in the overall chain, forms specific provisions, programs and standards for production, transportation, shipment, warehousing and storage, distribution. These developments are prepared for each distribution system: manufacturer, intermediary, various service providers, retailers and wholesalers.

It can be said that logistics currently acts both as a science and as a practice covering all areas of activity in the production, distribution, distribution and consumption of products. The main goal of logistics is the uninterrupted provision of the growing needs of the population at minimal cost.

Industrial enterprises that produce goods for industrial and consumer purposes, and enterprises that provide services, as a rule, solve the following main tasks in the field of logistics that ensure their business: formation of a goal (goals); planning and forecasting; formation of capacities and stocks; acceptance of orders and responsibility for its implementation; equipment operation and inventory turnover, optimal use of the distribution network to comply with the law.

Successful management of logistics in an enterprise requires careful coordination of the movement and storage of material resources, an interest in the development and industrial packaging of materials. These two areas deserve special attention. The processing of material resources prior to warehousing and storage operations requires not only special equipment, but also significant financial costs. For example, deep freezing of foodstuffs, a special mode of their storage are associated with high energy costs. Accordingly, strategic stocks of material and technical resources are needed, the shelf life of which is calculated in years, as well as funds for their preservation and conservation.

Industrial packaging of materials, as well as their processing, also requires significant material (packaging materials), technical (special equipment), labor and financial costs. In addition, the type and type of packaging (containers, refrigerators) have a significant impact on further transportation and storage operations, loading and unloading. Depending on the type of packaging, the area and height of storage facilities, as well as storage equipment, etc. are used to the maximum.

? The concept of logistics and supply chain management.
? Supply chain management.
? Evaluation of the effectiveness of supply chains.
? Purchasing activity of the company.
? Procurement management.

In modern business practice, the terms "logistics" and "supply chain management" do not have a unified interpretation, therefore, first of all, it is necessary to consider the content of these concepts.

In theoretical works, logistics is considered as a part of economic science and a field of activity, the subject of which is the organization and regulation of the processes of promoting goods from producers to consumers, the functioning of the sphere of circulation of products, goods, services, inventory management, and the creation of an infrastructure for commodity circulation.

The terms "logistics chain" and "supply chain" in business practice are used as synonyms and denote an ordered set of legal entities and individuals (manufacturers of goods, wholesale intermediaries, freight forwarding companies, etc.) that carry out logistics operations to bring the material flow from the supplier (s) entry-level to end-users.

When compiling the Logistics Performance Index (LPI) for the countries of the world, the International Bank considers the following indicators that directly affect the development of business in the country, including:

? efficiency of customs procedures;
? quality of export shipments;
? quality of transport and information infrastructures;
? competence of logistics personnel;
? the level of control and tracking of deliveries;
? commitment and reliability of local subjects of the logistics market.

The logistical approach to business organization provides for the coordination of operations of all links of the transport and distribution chain when managing material flows, ensuring strict control over financial and information flows, simplifying the procedures for processing customs, transportation and other accompanying documents.

Currently, three fundamental logistics concepts have been developed: informational, marketing and integral (Table 3.5).

As can be seen from the data in Table. 3.5, the use of integrated information systems in the management of the logistics system has a significant impact on the further development of the business activities of Russian organizations, which ensures:

? an increase in the speed of data exchange and a reduction in the number of disagreements between various structural divisions of the organization involved in the process of performing various logistics operations;
? reducing the number of errors in the process of organizing workflow and accounting for products;
? systematization of data from various information blocks;
? optimal coordination at the operational level of the requirements arising in various parts of the logistics system.

Table 3.5

Basic logistics concepts

Years of development

Flaws

Late 60s 20th century

Separate functional areas of logistics are synthesized with a specific computer-information solution, information systems for accounting, communication, control and decision-making are used

The task of optimizing the entire material flow management process is not set. Inflexible logistics system, the complexity of the application in a changing environment. Insufficiently adapted to interact with the subjects of the external environment (for example, with suppliers)

RP (requirements planning) concepts, including:

MRP 1 (requirements planning system

in materials based on production schedules linking information on demand and stocks);

- MRP II (manufacturing resource planning system that combines production, marketing, financial planning and logistics operations);
- DRP (system for planning shipments and stocks of finished products in distribution channels, including those of logistics intermediaries), etc.

The ending

Years of development

Flaws

Marketing

Early 80s 20th century

Ensuring the competitiveness of the organization by optimizing decisions in the distribution (distribution) of goods

Insufficient attention is paid to interaction with logistics partners.

To a small extent takes into account the movement of financial, labor and other flows

DDT - Demand Driven Logistics;

QR (quick response system);

CR ("continuous" replenishment), etc.

Integral (integrated logistics)

90s 20th century

Unified (end-to-end) management of material, information, financial, labor and other flows in the organization of business throughout the entire supply chain from producer to consumer. Building a unified logistics system and subsequently taking measures to optimize it

The need to review the entire process of managing the organization and logistics operations. Substantial initial investment. Complication of the logistics process caused by the development of technical means and information technologies, which makes it necessary to make additional financial investments

TQM (total quality management);

LT "just in time";

LP (lean manufacturing);

VMI (supplier inventory management);

SCM "supply chain management";

TBL (optimization of all stages of the life cycle in time);

VAD (each logistics operation creates an added value); ERP (Integrated Resource Planning), CSRP (Customer Synchronized Resource Planning) systems

The practice of European business shows that the integrated logistics concept has been transformed in recent years into the business concept of SCM ("supply chain management").

Supply chain management is the planning, organization, execution and control of material, informational, financial and other flows in the entire distribution chain, from the design of goods and services to their implementation to the end consumer, in accordance with market requirements with optimal resource costs.

The main goal of supply chain management is to optimize resources with the integrated interaction of all participants in the logistics system.

Supply chain management involves eight interrelated business processes, including:

1) product development management and its subsequent commercialization;
2) logistics management;
3) support of production processes;
4) managing the process of fulfilling customer orders;
5) demand management for goods and services;
6) direct process of customer service;
7) service maintenance, customer relationship management (consumers);
8) management of return material flows.

To understand the content of "supply chain management", consider the functional areas of supply chain management (Table 3.6).

Table 3.6

Functional areas of supply chain management

Supply chain macro processes	Supply chain management functions
SRM (Supplier Relationship Management) - supplier relationship management system	Supply management, including planning cooperation with suppliers and determining the need for resources for production. Product management. Relationship management with suppliers of raw materials, semi-finished products, etc. Management of stocks of raw materials, semi-finished products.
ISCM (Internal Supply Chain Management) - intra-company supply chain management (on the example of production)	Production flow management, including capacity planning. Product management. Stock management of raw materials, semi-finished products, finished products, warehousing. Transportation. Return flow management, etc.
CRM (Customer Relationship Management) - customer relationship management	Demand management. Order Fulfillment Management. Inventory management. Transportation of goods. Warehousing of goods. Service maintenance of consumers (clients). Information support. Return flow management, etc.

The principles of implementing the concept of supply chain management in an enterprise include:

? implementation of strategic planning of deliveries in the market;
? orientation of the supply chain to the customer;
?segmentation of customers based on their need for various logistics services;
? monitoring consumer demand on an ongoing basis, adapting activities to changing market conditions;
? development of new distribution channels for goods.

Supply chain key performance indicators include:

? reliability of the supply chain;
? supply chain response time;
? supply chain flexibility;
? management of supply chain funds (fixed and circulating);
? supply chain costs.

The main types of entrepreneurial costs directly related to supply chain management include:

? costs for the purchase, handling and formation of batches of shipments of goods;
? forwarding costs;
? costs for warehousing and maintenance of stocks (stock management, packaging, return to the supplier);
? costs for registration, documentation and information support of orders, logistics communications.

The efficiency of business organization and the amount of logistics costs are significantly affected by the state of the transport and storage system of the organization.

The key characteristics of the structure of the warehouse system of the organization ARE:

? the number of storage facilities, their throughput, capacity, usable and total area;
? places of dislocation (placement) of warehouse objects;
? the level of mechanization and automation of the warehouse;
? the cost of handling cargo in the warehouse and the amount of operating costs.

To the main characteristics of the organization's transport system

RELATE:

? number of vehicles and handling machines and equipment;
?technical characteristics of vehicles and equipment;
? the amount of transport costs and tariffs;
? types and range of routes.

When organizing business activities, one of the essential issues is the choice to use their own storage facilities or turn to logistics intermediaries, use their own vehicles or turn to transport and forwarding organizations.

The development of outsourcing and the market of logistics services makes it possible to single out the following basic schemes for building a logistics process:

1PL (First Party Logistic, logistics insourcing) - autonomous logistics, all logistics operations are performed by the cargo owner independently, without involving third parties;
2PL (Second Party Logistic, partial logistics outsourcing) - traditional logistics, the cargo owner plans and controls the logistics chain, separate operations related to cargo transportation, warehousing, etc. are transferred to a third party;
3PL (Third Party Logistics, integrated logistics outsourcing) - third-party logistics, the cargo owner transfers a wide range of logistics services to a specialized logistics company, including transportation, forwarding, warehousing, consolidation of shipments, processing payments, documenting operations related to the movement of goods, customs clearance services cargo, design and subsequent maintenance of information systems, conclusion of contracts with other contractors (contract logistics), consulting services, etc. The provided logistics services have a significant added value;
4PL (Fourth Party Logistic, integrated logistics outsourcing) - integration of all participants in the supply chains. The logistics operator develops and maintains processes within the logistics system at a strategic level, he is assigned the tasks of designing supply chains, as well as managing logistics business processes at the enterprise. Thus, the 4PL-provider performs both strategic and operational management. The largest international companies, such as Sony, Ford, Chrysler, etc., use the services of 4PC providers, which allows them to reduce operating costs by an average of 15%;
5PL (Fifth Party Logistic) - virtual logistics. It performs the same role as 4PL in the market, but with the use of high-tech technologies, operates in a single global space. Now 5PL providers include such global Internet sites as eBay, Aliexpress, Amazon, etc. In the future, if the European Union creates a single information and logistics network, the demand for the services of 5P1_ providers will increase and the scale of their activities will increase.

Modern trends in the development of logistics and supply chain management include:

? optimization and automation of the process of managing warehouse material, information and financial flows through the implementation of such IT solutions for logistics as warehouse management systems (Warehouse Management System (WMS), optimization of transport logistics (Transportation Management System (TMS), inventory management systems, management and supply chain planning (Supply Chain Management (SCM) and others.
? restructuring of the existing warehouse network, formation of a modern warehouse infrastructure (warehouses of classes A+, A, B+, B);
? increase in inventory turnover;
? further development of electronic logistics (the concept of e-logistics), as well as the development of information integration in logistics, the use of cloud technologies in managing information flows accompanying logistics operations;
? strengthening the influence of logistics outsourcing on the activities of a modern organization, which allows developing new forms of partnership and provides integrated logistics solutions aimed at optimizing logistics costs, achieving a high level of service and customer focus, and as a result, facilitates the process of supply chain management as a whole. There is an evolution in the activities of logistics providers. There is a transition from 3P1_-providers to 4PL-providers, and then 5P1_-providers;
? development of "green" technologies in the processes of production, distribution, transportation and storage.

Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. 6th ed., revised. and additional M. : INFRA-M, 2011.

One extremely important variation should be noted. In foreign (and recently in domestic literature and logistics practice), along with the concept of "logistics system", the terms "logistics chain" and "supply chain" have become widely used. And if earlier, up to the time of integrated logistics, they were often used as synonyms, then at the present time, when an independent paradigm of supply chain management is being implemented (Supply Chain Management), the distinction between these terms is very important and timely.

Recall that by the logistics system we mean an ordered structure in which the planning and implementation of the movement and development of the total resource potential, organized in the form of a logistics flow, is carried out, starting with the alienation of resources from the environment up to the sale of final products. The logistics system, being the basic definition, reflects the functional content of the main logistics management structure, its content and the limits of competence.

A logistics chain is a linearly ordered set of individuals and (or) legal entities (suppliers, logistics intermediaries) directly involved in bringing the necessary materials and (or) finished products to a specific recipient (consumer). The logistics chain specifies the role setting for each logistics link, taking into account its status and organizational specifics.

Supply chain is defined as the combination of all types of business processes (design, production, sales, service, purchasing, distribution, resource management, supporting functions) necessary to satisfy the demand for a product or service - from the initial moment of receipt of raw materials or information to delivery to the final consumer. This definition emphasizes the integrativity inherent in the supply chain of the main functional logistics functions of the company (corporation) and its partners from the beginning of the origin of the logistics flow or its components to the complete satisfaction of the end consumer. It is in the structure of the supply chain that complete logistics chains can be identified, including all the main links and stages of the reproduction process from sources of raw materials to end consumers. The input and output flows together make up the maximum supply chain.

J. R. Stock and D. M. Lambert not only unambiguously define the concept of "supply chain management", but also establish its content. By their definition "Supply Chain Management is the integration of key business processes that start at the end user and span all providers of goods, services and information that add value to consumers and other stakeholders." As you can see, such a definition is meaningful and defines the scope of competence of this department.

The definition of the European Logistics Association is functional in nature: Supply chain management (SCM) is an integral approach to business that reveals the fundamental principles of management in the supply chain, such as the formation of functional strategies, organizational structure, decision-making methods, resource management, implementation of supporting functions, systems and procedures. This approach allows us to conclude that scm, significantly exceeding the level of competence of "non-integrated" logistics, it really poses new challenges for the logistics management of the company. Their solution will require a new level of interaction between logistics management and other types of functional management of the company.

Of course, such innovations could not but affect the fundamental concepts and categories. Let us point out the transformation of the category "logistics".

In accordance with the classical interpretation, logistics is the science of planning, controlling and managing transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to a manufacturing enterprise, in-plant processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with with the interests and requirements of the latter, as well as the transfer, storage and processing of relevant information.

Considering the 5CM concept only as integrated logistics, carried out outside the focus company and including consumers, suppliers and contractors, largely disavows the idea of logistics as such and presents "non-integrated" logistics as just a set of transport and warehouse operations. It should be noted that such logistics remained for quite a long time. It took a situation at the end of the 20th century, when the task of total management of resource and commodity circulation within the framework of direct supply chains turned out to be practically unsolvable.

The positive reception - of the concept has led to a revision of the definition of logistics as such. According to the definition of the Logistics Management Council (USA), given in 1998, Logistics is defined as part of the supply chain process that plans, implements and controls the efficient and productive flow of goods, their stocks, services and related information from their point of origin to the point of absorption (consumption) in order to satisfy consumer requirements.

Thus, if in the early stages of the formation and development of supply chain management it could be interpreted as a stage in the development of logistics associated with integration in supply chains, and in a categorical aspect defined as an integral concept of the logistics paradigm, then in the previous definition, the dependence of logistics on chain management is stated. supplies as a category of a higher order.

It should be noted that integrated logistics involves the unification of logistics activities, while BSM requires the integration of not only logistics, but also other functional activities. These differences also lead to large-scale systemic changes. If direct supply chain management is possible within a micrologistics system, then the transition to an extended supply chain will require integration at the scale of mesological systems. Effective management of the maximum supply chain will require mandatory integration on the scale of the macrologistics system, while many problems will outgrow the actual logistics aspect and take on a macroeconomic character. Note another difference that is not often noticed - the nature of flow control.

If in classical logistics all logistics systems are divided into push and pull, then supply chain management, starting (in a causal aspect) from the end user and covering all suppliers of goods, services and information, implies an exclusively pulling nature of the functioning of logistics systems.

Supply chain management includes the following key functions:

1) customer relationship management;
2) customer service management;
3) demand management;
4) order fulfillment management;
5) production flow management;
6) supply management;
7) product management;
8) management of return flows.

The implementation of these functions provides for a wide range of specific performers (in terms of the coordinated activities of various types of functional management): only logistics (clause 4); logistics and marketing (clauses 1 and 2), logistics and production management (clause 5), logistics marketing and production management (clause 6), only marketing (clause 3). Some functions (clauses 7 and 8) cannot be performed within the framework of the interaction of these types of functional management - interaction with business planning at the company level, project management, environmental management, etc. will be required.

Thus, "supply chain management" goes beyond the competence of not only classical, but also integrated logistics and involves the emergence of a new type of functional management.

It should be noted that logistics management is immanent in the idea of the closedness of the process of circulation of resources, which we paid attention to more than ten years ago. This was expressed both in the definition of the scope of competence of logistics from the introduction of natural resources into circulation to the completion of the process of consumption of the final product, and in the importance of the environmental component of the competitive potential of the company. Supply Chain Management allows us to take this idea to its logical conclusion. To this end, we emphasize two points.

1. Supply chains can vary in length from a direct supply chain, covering, along with the focus company, its supplier and first-level consumer, to the maximum supply chain, extending from the final consumer (including the focus company) to the initial supplier;
2. In the supply chain, return flows play an important role, including both the return of containers, vehicles, goods that have not survived the warranty period, and those containing waste from business processes that have secondary value.

We propose to consider a generalized view of the supply chain on an expanded scale (Fig. 1.5). As can be seen, classical logistics functioned in the direct supply chain, integrated logistics began to cover the extended supply chain and prepared the transition to supply chain management, which is implemented within the maximum supply chain. Our additions are shown in the diagram in the form of shaded contours and, as you can see, they are as follows. The emergence of logistical flows subject to management should be attributed not to the initial supplier (market entity), but to the very process of mining, the process of alienating resources from the environment (nature).

The nature of the formation of these flows largely determines the nature of their existence in the integrated supply chain. The end user does not end the process of managing the totality of these logistics flows. Obviously, return flows cannot ensure the closed nature of the cyclic functioning of these resources at all stages of reproduction, and therefore the substance that at a given level of technological development does not represent a secondary value for anyone should be prepared for return to the environment in such a way that, to the least extent possible, disturb the state of equilibrium of the environment.

Thus, we are talking about the formation of a complete supply chain, which largely removes the contradiction of social and

Rice. 1.5.

economic and environmental aspects of economic development.

We also note the possibility of organizing return flows not only between neighboring entities in the supply chain, but also any other participants in the complete supply chain, based on organizational expediency. At the same time before Supply Chain Management as not only functional management, but also economic goal-setting, multiple problems arise, among which the following should be noted as the most important.

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