Factors and trends in the development of logistics. Factors contributing to the development of logistics To the main factors in the development of logistics

The objective development of market economic systems in the 20th century led to the need for a logistical approach to enterprise management. Consider the main factors (prerequisites) that led to the emergence and development of logistics.

By scale, these factors should be classified into global and sub-global.

Consider the global factors:

- the development of competition caused by the transition from the seller's market to the buyer's market

Until the early 1960s, developed countries market economy have a fast growing market. For example, in the USA it was characterized by the introduction of new production technologies, high level of specialization, abundance natural resources, minimal government regulation of the economy. Buyers' demand for goods generally exceeded sellers' supply, i.e. took place seller's market. Under these conditions, the focus was on how to saturate the market, i.e. to search for reserves in production.

Released goods, one way or another, fell into final consumption, production, wholesale and retail worked without close coordination with each other. Therefore, manufacturers sought to increase their competitiveness primarily through the release of new products, expansion and improvement of production. And such operations as transportation and storage of goods, organization various forms service to the consumer, post-sales service, were seen as technical and not deserving much attention.

But by the early 1960s, a buyer's market, characterized by excess supply, in which sellers have difficulty selling their products at the expected prices. Consumers have become more discriminating, demanding higher quality, low prices, convenient and varied service. This led to the need to find new ways to create competitive advantage.

Entrepreneurs began to pay more and more attention not to the product itself, but to the quality of its delivery. The improvement of work in the field of distribution of goods did not require such large additional investments as, for example, the development of the production of a new product, and at the same time ensured the high competitiveness of the supplier by reducing costs, reducing order lead times, and observing the agreed delivery schedule. Cash, invested in the sphere of distribution, began to influence the position of the supplier in the market much more strongly than the same funds invested in the sphere of production. Under these conditions, high competitiveness did not depend on the amount of capital investments, but on the ability to properly organize the logistics process.

Thus, suppliers who pay Special attention effective organization of the distribution of goods, sought to reduce the cost and lead time of the order, while guaranteeing the consumer the delivery of goods just in time, required amount, quality and range, which was a significant competitive advantage;

- complication of the system of market relations and increased requirements for the quality of product distribution processes

Increasing requirements for the quality of implementation processes finished products(quality of goods, terms of order fulfillment, delivery schedules, assortment, cost, etc.), caused by fierce competition, led to the same requirements from manufacturers to suppliers of raw materials, materials, components, semi-finished products. As a result, formed a complex system relations between various market entities, which required the improvement of existing models of supply and marketing organization. Thanks to this, methods and models for the optimal placement of warehouses, the determination of optimal batches of deliveries, optimal schemes for transportation routes, etc., began to be actively developed;

- energy crisis of the 1970s

Rising energy costs have forced entrepreneurs to look for new ways to improve the efficiency of transportation. The traditional approach has been rational organization transport, but this was not enough in the conditions of the energy crisis. Greater efficiency in solving this problem could be achieved by coordinating the actions of all participants in the logistics process, which was a new step in the practice of material flow management at enterprises;

- scientific and technological progress in the creation of flexible automated production

Replacing traditional conveyors with automated ones production lines led to the creation of flexible production structures who made cost-effective production products in small batches. Work on the principle of "small batches" led to corresponding changes in the system of providing production with material resources and marketing of finished products. In this regard, there was no need to have large storage capacities at enterprises, there was a need for the delivery of goods in small batches, but on a tighter schedule. All this drew attention to methods for solving the problem of effective organization of the logistics process;

- scientific and technological progress in the field of communications and informatics

The most important achievements of STP in the field of communications and informatics, which made it possible to put the ideas of logistics management into practice, include:

1) computerization of management logistics processes, namely:

Creation and mass use of computers;

Creation of applied software systems, automating the processes of planning, forecasting, decision-making, maintaining databases, solving optimization problems, etc.;

2) development of means of data transmission:

Development of information transfer standards;

Creation of means of information transmission (fax machines, EDI - electronic data interchange, computer networks, etc.), including high-speed ones (satellite telecommunication systems, etc.).

This made it possible to track all stages of the movement of raw materials, parts, finished products, which made it possible to clearly identify huge losses in existing material flow management schemes. Therefore, there is a need to develop new effective ways organization and management of all types of flows in enterprises. In addition, fundamentally new features have appeared:

Automatic tracking of the availability of semi-finished products, the release of finished products, the status production stocks, the volume of supplies of material resources, the location of goods on the way from the producer to the consumer;

Prompt transfer of information about the details of the transported goods (especially in international traffic);

Real-time monitoring and control of all phases of product movement - from the primary source of raw materials through intermediate production, storage and transport processes up to the end user;

Prompt receipt, processing and analysis of information on sales markets, on the activities of the company, its evaluation competitive position;

Use of "paperless" technologies: electronic signature, electronic payment systems, transfer of electronic accompanying documentation when registering bank accounts, concluding contracts, transporting goods, etc.;

Creation of e-commerce systems.

Usage information technologies made it possible to raise the efficiency of material flow management to a fundamentally new level. To do this, enterprises began to create Information Systems(both at the level of individual enterprises and covering large areas) and information services operating all information flows (IP) and responsible for the activities information systems enterprises;

- development of systems theory and trade-off theory

The theory of systems made it possible to consider the problem of commodity circulation from a scientific point of view as a complex one, and various enterprises, involved in the movement of goods, represent in the form unified system. This led to an understanding of the need to take into account and coordinate the features, interests, internal and external relationships of all participants in the logistics chain.

The theory of trade-offs made it possible to choose solutions that reduce general costs or incremental total profit despite the loss of activity individual divisions of the company or individual enterprises participating in the overall logistics process;

- unification of rules and regulations foreign economic activity, standardization of parameters technical means in various countries

Prior to the 1980s, the international movement of goods was complicated by the following factors: differences in national standards for products, an overgrown volume of documentation on international transactions with goods and financial settlements, the presence of import quotas and export restrictions, stringent requirements for packaging and labeling of goods, a variety in technical parameters Vehicle and means of communication, etc. Therefore, measures were taken to unify the rules of foreign economic activity, to simplify the passage of customs barriers, control and technological procedures at border crossings. International distribution centers (DCs) were created, transshipment and storage points were concentrated in the context of the integration of the economies of Western Europe, packaging, rolling stock and technical parameters of communication routes were unified, new transportation technologies (for example, intermodal) and information processing were introduced, automatic systems reading and addressing cargo.

To subglobal logistics development factors include growth in production volumes and the associated increase in distribution costs .

Obtaining products and services is associated with huge material costs. So, in industry, they average up to 50% of all costs, and in some industries specific gravity material costs increases to 80 - 90%. The costs associated with the storage of raw materials, semi-finished products, finished products in warehouses average 10-15% for Western European countries and 20-28% for the CIS countries. And, for example, in Ukraine, according to the results of the calculation of specialists, in most sectors of the economy in the mid-90s. 20th century unit costs for the production of products and services were 2.8 times higher than in Japan, 2.7 times higher than in the USA, and 2.3 times higher than in Germany. One of the main reasons for this excess was the disregard for the principles of logistics.

AT Western countries about 93% of the time of movement of goods from the source of raw materials to the final consumer is spent on its passage through various supply channels, sales and, mainly, storage, that is, logistics operations. The reduction of this component allows you to accelerate the turnover of capital, respectively, increase the profit received per unit of time, reduce production cost. And the actual production of goods, according to statistics, takes only 2% of the total cycle time of the process of production and commercial activity. External transportation takes up to 5% of the total time spent. In the same countries, the share of production of the gross domestic product by the industries involved in the movement of goods is about 20%. At the same time, in the cost structure of these industries, the costs of maintaining stocks of raw materials, semi-finished products and finished products account for approximately 44%, warehousing and forwarding - 16%, trunk and technological transportation of goods - 23 and 9%, respectively. The remaining 8% falls on the costs of ensuring the sale of finished products.

Operations for the movement of goods within the global market are more expensive and complex than in national markets. Costs in world markets amount to 25 - 35% of the value of sales of export-import products, compared with 8 - 10% of the cost of goods intended for consumption in the domestic market.

Research conducted in the UK production cycle material flow, including its delivery end user, have shown that more than 70% of the cost of a product that has reached the consumer is the costs associated with storage, transportation, packaging and other operations that ensure the promotion of the material flow.

A very high proportion of logistics costs in the final price of the goods shows what reserves for improvement economic indicators economic entities contains the optimization of material flow management by improving specific logistics operations. This toolkit is very effective in the competition for a stable position in the market.

Factors in the development of logistics

The development of logistics, in addition to the desire of firms to reduce the time and cost associated with the movement of goods, has determined the following two factors:

. complication of the system of market relations and increased requirements for the qualitative characteristics of the distribution process;

. creating flexible production systems.

The factors were accompanied by the following impacts:

Transitioned from a seller's market to a buyer's market

accompanied by significant changes in the production strategy and distribution systems. Previously, sales adjusted to production, now production depends on demand;

. the quality of service improved, lead times were reduced and delivery schedules were kept. Thus, the time factor, along with the price and quality of products, began to determine the success of the enterprise in the modern market;

Implementation problems have become more complex with a simultaneous increase in requirements for the quality of distribution. This caused a similar reaction among manufacturing firms regarding their suppliers of raw materials and materials. As a result, a complex system of relations between market entities was formed, which required the modification of organization models in the field of supply and marketing;

Problems were solved regarding the optimal placement of warehouses, determining the optimal size of a batch of deliveries of goods, optimal schemes for transportation routes, etc.;

. the replacement of traditional conveyors by robots has led to significant savings in human labor and the creation of flexible production structures that have made the work of manufacturing small batches of products cost-effective;

. the transition from mass production to small-scale production at minimal cost increased flexibility and competitiveness;

. production in small batches entailed a change in the system for providing production with material resources and marketing finished products;

. there was no need to have large warehouses and there was a need to transport products in small batches, but on a tighter schedule. Transportation costs were covered by reduced storage costs.

In addition to the above factors that directly determined the development of logistics, it is necessary to note the factors that contributed to the creation of opportunities for this:

Using the theory of systems and trade-offs to solve economic problems;

. acceleration of scientific and technological progress in communications, introduction into the economic practice of firms of the latest generations of computers used in the field of commodity circulation;

Unification of rules and norms for the supply of goods in foreign economic activity, elimination of various kinds of import and export restrictions, standardization of the technical parameters of the means of communication of rolling stock and handling facilities in countries that have intensive world economic relations with each other.

The current trends in logistics include the following:

1. Expansion of the range of offered logistics services:

postponement, which consists in the fact that almost finished products (FP) are transferred to the distribution system, while its modification or taking into account the latest requirements of consumers is postponed until the very last possible moment, which significantly reduces the level of stocks;

. transshipment, the use of direct shipment, which reduce inventory and related costs in distribution centers to zero;

. mass production to order, combining the benefits of mass production with the flexibility of production to order (B2C);

. direct delivery via electronic data networks, via courier services, express parcel delivery services;

. Vendor Inventory Management Service, where suppliers manage both their own inventory and those held downstream in the supply chain, thereby reducing overall costs;

. synchronized movement of materials in which information about the movement of SM is communicated to all participants in the supply chain at the same time, which allows you to quickly coordinate the movement of MR, etc.

Outsourcing - transfer of functions of control over the distribution of GP from producers to specialized firms. This allows them, firstly, to use the greater experience of specialized logistics firms in the distribution of products, secondly, to focus more on their core business - the production, development and promotion of their products, and, thirdly, to reduce their overhead expenses.

Reducing the number of suppliers and the formation of long-term cooperation with logistics firms. In the past, firms had a large number of suppliers who competed with each other in relationships that helped close profitable deals. Currently, logistics firms are increasingly involved in the management of all processes in the supply chain, and client firms are increasingly acquainting them with their long-term goals in order to jointly develop mutually acceptable solutions. Clients value their time more and more and more and more trust the logistics professionals they cooperate with, tend to limit their number, but develop long-term cooperation with those they have chosen as partners.

Improving the methods of managing logistics processes. New methods are being developed and existing methods of managing logistics processes are being improved, designed to solve well-known logistics goals: reduce inventory, respond quickly to changes in demand, reduce product costs, optimize traffic flows, coordinate the activities of all elements of the LC, etc.

global logistics global logistics- strategy and tactics of creating sustainable macro-logistics systems that link business structures of various countries of the world on the basis of the division of labor, partnership and cooperation in the form of contracts, agreements, general plans supported at the interstate level.

According to leading Western experts in the field of logistics management, the main driving forces of modern globalization are:

. continued growth of the global economy;

The latest technology;

. development and integration of macro-regional economic structures;

New opportunities for the formation of global supply chains (channels);

. implementation of deregulation procedures carried out by many countries to speed up and reduce the cost of promoting material flows (Fig. 2).

Currently, there is an active exchange of the latest technological achievements (know-how), the results of effective scientific developments, inventions, which contributes to the convergence of the economic levels of different countries, their social and economic integration. There are examples of successful formation of macrologistic regional structures and systems in the countries of the EU, Southeast Asia, and North America. Their experience confirms the natural desire of countries for regional integration. This is facilitated by:

. similarity of political systems;

. similarity of ways of life of the population;

. similarity of traditions;

Closeness of historical roots;

. the practice of using single sources of energy and raw materials;

. conjugation of communications;

. absence of trade and customs barriers.

Search for new growth reserves and increased competition cause the desire of many companies and firms to look for new markets, cheap sources of raw materials and labor resources outside the national borders of their countries. International division of labor and cooperation led to the creation of a large number of multinational companies that use global supply chains and channels in business. The prospects for their development are associated with a possible increase in return on invested capital, lower tariffs for logistics intermediaries in other countries, and better financial conditions. Creation of logistics channels promoted by large international freight forwarding firms, Insurance companies using global telecommunications networks. Procedures are essential for the implementation of global logistics deregulation conducted by many countries to remove trade, customs, transport and financial barriers to the development of international trade, socio-political and economic relations. These procedures facilitate the movement of capital, goods and information across national borders.

12th World Congress on Logistics titled " Logistics brings people together, markets and continents» was reflected in the topics of the main reports and in the final documents of the congress. The problems of global logistics were considered in two aspects. The first concerned the creation and further development of interstate, transnational

macro-logistics systems for freer movement across borders of goods, capital and information. The second aspect is related to the development of management in the global logistics channels of transnational corporations, such as IBM, Digital Equipment, Nestle, Procter& Gamble, Volvo,electrolux, etc. The reports addressed issues of further reduction of corporate logistics costs through the rational placement of production units in countries with cheap raw materials and labor, optimization of the transportation of raw materials, components and finished products, organizing the supply of spare parts and logistics services.

The congress noted factors that have a strong impact on the globalization of logistics, namely: the need to reduce logistics costs and improve logistics services; the need to increase sales through the development of new markets, in particular abroad; the emergence of international logistics intermediaries with a developed global infrastructure, including the latest technical means and information technologies; development of companies with a broad international division of labor and modern information and computer

technologies that are the basis of integration in global supply chains; further development of processes international trade, deregulation of transport, reducing the environmental burden and introducing innovations in the infrastructure of global logistics systems.

Studies have shown that these companies have achieved the best results in global logistics due to four conceptual factors: positioning, integration, flexibility, measurability.

Concept positioning is a superstructure of the company's global logistics strategy. It defines the distinguishing features of the company in comparison with competitors, relationships with suppliers and customers, the organization of information flows and physical distribution operations.

Integration is achieved through the introduction of modern information technologies for the sharing of the necessary information by all partners of global logistics chains and channels. It involves a high degree of interconnection of partners, the exchange of data between them in standardized formats (for example, EDIFACT), usually in real time (on line).

Flexibility- the third main factor identified in the process of the above study. A firm that is able to respond quickly to the specific needs of consumers, adequately in accordance with their requirements, making changes, both in production and in distribution, will always function more successfully than competitors.

measurability characterizes the level of achievements of the logistics management company and the possibility of further improvement of its activities in the global market.

Basic principles for the effective use of logisticsThe principle of a systematic approach . The approach to research objects as systems is one of the main features of logistics. The maximum effect can be obtained only when the MT is optimized all the way from the primary source of raw materials up to the final consumer, and not within a separate enterprise or division. At the same time, all links of the LC should work as a single well-coordinated mechanism. Therefore, they must be considered as an integral system in order to coordinate the economic interests of its individual elements, technical issues, technological processes, etc.

total cost principle . One of the main tasks of logistics is to minimize the total logistics costs throughout the entire LC from the primary source of raw materials to the final consumer. A necessary condition for the effective solution of this problem is the ability to accurately measure logistics costs, but this is possible only if the system of accounting for production and distribution costs allows you to allocate costs

for logistics. Therefore, it is necessary to separately allocate and analyze the costs of implementing the LP, determine the most significant costs, identify their interdependence, etc.

Principle of Global Optimization . In the process of optimizing the structure or management of drugs, it is necessary to agree on the particular goals of the functioning of individual elements of the system in order to achieve a global optimum.

The principle of logistics coordination and integration . In the process of logistics management, it is necessary to achieve a coordinated, integral participation of all links of the LS or LC from its beginning to the end in the management of all types of flows in the implementation of the target function.

Using the theory of trade-offs to reallocate costs . Under compromise refers to the harmonization of the economic interests of the participants in the logistics process. At the beginning of the formation of the logistics approach in the formation of the logistics management system, the criterion of the minimum total cost of material distribution was used. This, on the one hand, opened up new possibilities in decision-making, but at the same time, in a certain way, limited the effectiveness of the decisions obtained. Therefore, in the future, the understanding came that the criterion should be the maximum profit from the LO of all participating firms. Thus, a decrease in profit (increase in costs) in one of the links of the drug is permissible and necessary, provided that this will lead to an increase in profit (reduction in costs) of the entire drug as a whole.

Refusal to issue a universal technological and lifting transport equipment . The meaning of this provision is the use of equipment that mainly corresponds to specific conditions. Optimization of flow processes through the use of specialized equipment is possible only in conditions of mass production and the use of a wide range of various means of production. This means that the implementation of this principle in practice requires a high level of scientific and technological development of society.

Principle of logistics service development . Compared to improving the quality of a product or launching a new product, there is a much less costly way to increase the competitiveness of an enterprise, namely: achieving a modern level of logistics service and its development (ensuring flexibility, reliability and high quality: timely delivery, convenient packaging, acceptable batches, selected assortment, etc.).

The principle of modeling and information and computer support . When analyzing, synthesizing and optimizing objects and processes in LS, various models are widely used: mathematical, graphic, physical, simulation, etc. Implementation of logistics management in

currently impossible without appropriate information and computer support.

The principle of developing the necessary complex of subsystems providing the process of logistics management: technical, economic, organizational, legal, personnel, environmental, etc.

Principle TQM (total quality management) – general management quality . Ensuring the reliability of functioning and high quality of work of each element of the drug to ensure the overall quality of goods and services supplied to end users.

The principle of humanization of all functions and technological solutions in drugs . All solutions must comply with environmental requirements for environmental protection, ergonomic, social, ethical requirements for the work of personnel, etc. For example, one of the most important elements of the LS is personnel capable of performing their functions with the necessary degree of responsibility. To attract disciplined, qualified personnel to the field of MP management, modern working conditions, career prospects, increasing the prestige of such work, etc. are necessary.

The principle of stability and adaptability . The external environment of enterprises is characterized by a high degree of uncertainty and fluctuations market demand for goods and services, sharp fluctuations in the prices of raw materials, transport services, fluctuations in the qualitative and quantitative characteristics of the MP, changes in the conditions of supply and purchases, etc. . Under these conditions, the LS must be able to rebuild, changing goals, parameters, optimization criteria, and a program of operation, i.e., adapt to new environmental conditions. This is an essential factor for a stable position in the market.

The development of logistics is primarily due to economic reasons, primarily with the transition from the producer's market to the consumer's market. Logistics has become the most important link between market participants.

The growth in production volumes and the expansion of international relations led to an increase in the costs of the distribution sphere (non-production sphere), so the attention of entrepreneurs was concentrated on finding new forms of optimizing market activity and reducing costs in this area. In the structure of distribution costs, on average, only 8-10% is occupied by the costs of ensuring the sale of finished products, while the costs of trunk transportation are 25-30%, the costs associated with the creation and maintenance of stocks of raw materials and finished products can reach 50 %. Operations to move goods on the world market are expensive and complex. The costs of such operations amount to 25-35% of the cost of export-import products.

The above factors gave impetus to the development of logistics. In addition to these factors that stimulated the desire of companies to reduce money and time costs, 2 more factors determined the development of logistics:

complication of the system of market relations, increased requirements for the qualitative characteristics of the distribution process;

creation of flexible production systems.

As noted earlier, the transition from the seller's market to the buyer's market had a significant impact on the development of logistics, which was accompanied by significant changes in the production strategy and in the distribution systems. Increasing competition required manufacturers to quickly respond to changing market conditions, the result was an increase in the quality of service, primarily reducing lead times and meeting delivery schedules. The time factor, along with price and quality, began to determine the success of the enterprise in the market. Logistics has become the most important means of ensuring the competitive advantage of the company.

In addition, at the same time there was a complication of implementation problems with a simultaneous increase in the requirements for the quality of the distribution process. This caused a similar reaction among manufacturers in relation to the quality of the supplied materials and raw materials. As a result, a complex system of connections was formed in the areas of supply and distribution, which required the optimization of individual areas of commodity circulation. Problems were solved on the optimal placement of warehouses, determining the optimal size of consignments of goods, optimal schemes of transportation routes.

Deliveries of large batches of raw materials and materials are considered uneconomical, as they require significant investments in working capital. In this regard, there was a need to transport goods in small batches, but on a tighter schedule. Increased shipping costs are covered by reduced storage costs.

Until the early 1960s. in countries with developed market economies, manufacturers and consumers of products did not attach serious importance to the creation of special systems that would optimize the management of material flows. The distribution system was generally not planned. Production, wholesale and retail trade worked without close coordination with each other. Such inattention to the sphere of material flow management was explained by the fact that the main potential for competitiveness was created during this period by expanding and improving production.

However, by the beginning of the 1960s, the reserves for increasing this potential directly in production were essentially exhausted. This necessitated the search for non-traditional ways to create competitive advantages. Entrepreneurs began to pay more and more attention not to the product itself, but to the quality of its delivery. Improving the work in the field of distribution, without requiring additional capital investments, proved to be able to ensure the high competitiveness of the supplier by reducing costs and at the same time increasing the reliability of supply. The funds invested in the distribution sector began to influence the position of the supplier in the market much more than the same funds invested in the production sector.

In logistically organized material-conducting chains, the cost of goods delivered to the final consumer turned out to be lower than the cost of the same goods that passed along the traditional path. The emerging difference provides participants with competitive advantages that do not depend on the amount of capital investments, but on the ability to properly organize the logistics process. In addition, suppliers using logistics principles could guarantee the delivery of just the right amount of goods of the required quality and were of greater value to the consumer than suppliers that did not provide such guarantees of reliability. Thus, the competitiveness of companies applying the logistics principle of organizing goods movement began to be ensured by:

a sharp decrease in the cost of goods;

Improving the reliability and quality of deliveries (guaranteed terms, possibility of delivery in small batches).

Consider global factors.

1. International expansion of industry. This factor encourages virtually all large companies to engage in business outside their country. In this regard, organizations are now in constant search, within the land and water of the globe, the best options delivery, storage, distribution and marketing of their products. And logistics helps them with this.

2. Growth in international trade. This fact is recorded by the Program of Action "Agenda for the XXI century (AGENDA 21)", approved by the UN Convention on environment and Development in Rio de Janeiro (Earth Summit, 1992). AT this document states that “in recent years, world trade has continued to grow faster than world production. An open, fair, secure, non-discriminatory multilateral trading system consistent with the goals continuous development leads to an optimal distribution of global production in line with competitiveness and is beneficial to all trading partners.” This benefit today is largely enhanced by logistics, which integrates the activities of international firms and companies to achieve the highest results.

3. International division of labor and cooperation. In the world market space today there is an intensive process of formation of new multinational companies, which are forced to use global logistics channels and chains in business, which is associated with the possibility of increasing the return on invested capital, the use of lower tariffs by a logistics intermediary in other countries, as well as favorable financial conditions.

4. The need to ensure competitive advantages in the global market for products. The Program of Action "Agenda 21 (AGENDA 21)" states that "...increasing attention is being paid to enhancing the role of enterprises and the actual competitiveness of markets through the implementation of policies that provide for competition." This can be achieved primarily through the rapid adaptation of commodity producers to constantly changing market conditions and demand for products. Success in achieving a strong competitive position in the market is possible with the use of logistics.

5. Changing the philosophy of the market. Today world economy is going through the next phase of market transformation, namely the transition from the "seller's market" to the "buyer's market". This entails:

complication of the system of market relations and increased requirements for the qualitative characteristics of the distribution process;

the growth of "dictatorship of the consumer" in relation to manufacturers and their business partners.

6. Growing economic power of the regions. This process presents greater opportunities for the movement of materials due to the increased consumption of products. A stronger economy also has more efficient logistics due to better infrastructure. This was noted as early as 1776 by Adam Smith: "Roads, canals, and navigable rivers are the strongest factors for improvement."

7. Growing shortage of resources. This is the number one global issue. The results of its discussion were reflected in the Program of Action "Agenda 21 (AGENDA 21)": "... the use of energy, water and other resources by mankind is increasing both in gross volume and per capita, and their shortage may arise in many parts Sveta…". The same document emphasizes that the international community should strive to:

to ensure better management of natural resources that takes into account the needs of development;

implementation of more efficient production processes, leading to the absence of waste or minimizing its volume;

improving production systems by introducing technologies and processes that use resources more efficiently and at the same time create less waste, that is, getting more value for less is one of the most important ways to achieve sustainability in business and industry;

development of science: it must continue to play more and more important role in increasing the efficiency of resource use, in the search for new methods and alternatives for development. It should continually reassess and encourage the development of less resource-intensive trends, including energy-intensive industry, agriculture and in transport.

This document recommends that countries, if necessary, with the help of international organizations, “develop, apply and implement economic approaches and new and improved structures that encourage more efficient use of resources.”

As you can see, logistics appears, at least implicitly, in almost every specified point. Today, it is already indisputable that in the field of saving resources, logistics has quite ample opportunities, which are intended to be implemented precisely by “new and improved structures” - services and departments of logistics.

The sub-global factors in the development of logistics include the growth in production volumes and the associated increase in the costs of the sphere of circulation.

We will comment on this factor using the materials of the UN Economic and Social Council published by the Inland Transport Committee of the UN Economic Commission for Europe, as well as the results of studies by famous American (A. Kearney and Donald Waters) and Russian scientists (A. Gadzhinsky and others).

Obtaining products and services is associated with huge material costs. So, in industry, they average up to 50% of all costs, and in some industries, the share of material costs increases to 80 - 90%. The costs associated with the storage of raw materials, semi-finished products, finished products in warehouses average 10-15% for Western European countries and 20-28% for the CIS countries. And, for example, in Ukraine, according to the results of the calculation of specialists, in most sectors of the economy in the mid-90s. 20th century unit costs for the production of products and services were 2.8 times higher than in Japan, 2.7 times higher than in the USA, and 2.3 times higher than in Germany. One of the main reasons for this excess was the disregard for the principles of logistics.

In Western countries, about 93% of the time of movement of goods from the source of raw materials to the final consumer is spent on its passage through various supply channels, marketing and, mainly, storage, that is, logistics operations. The reduction of this component allows you to accelerate the turnover of capital, respectively, increase the profit received per unit of time, reduce the cost of production. And the actual production of goods, according to statistics, takes only 2% of the total cycle time of the process of production and commercial activity. External transportation takes up to 5% of the total time spent. In the same countries, the share of production of the gross domestic product by the industries involved in the movement of goods is about 20%. At the same time, in the cost structure of these industries, the costs of maintaining stocks of raw materials, semi-finished products and finished products account for approximately 44%, warehousing and forwarding - 16%, trunk and technological transportation of goods - 23 and 9%, respectively. The remaining 8% falls on the costs of ensuring the sale of finished products.

Conducted in the UK studies of the production cycle of the material flow, including its delivery to the final consumer, showed that more than 70% of the cost of the product that got to the consumer are the costs associated with storage, transportation, packaging and other operations that ensure the promotion of the material flow.

A very high share of logistics costs in the final price of the goods shows what reserves for improving the economic performance of business entities are contained in the optimization of material flow management by improving specific logistics operations. This toolkit is very effective in the competition for a stable position in the market.

Introduction

Logistics is the science of planning, managing, controlling and regulating the movement of material and information flows in space and time from their primary source to the end user.

The object of study of the discipline "Logistics" are material and related information flows. The relevance of the discipline and the growing interest in its study are due to the potential for improving the efficiency of the functioning of material-conducting systems, which is opened up by the use of a logistic approach. Logistics can significantly reduce the time interval between the purchase of raw materials and semi-finished products and the delivery of the finished product to the consumer, contributes to a sharp reduction in inventories, speeds up the process of obtaining information, and improves the level of service.

Materials management has always been an essential part economic activity. Only relatively recently, however, has it acquired the position of one of the most important functions of economic life. The main reason is the transition from the seller's market to the buyer's market, which necessitated a flexible response of production and trading systems to rapidly changing consumer priorities.

Factors in the development of logistics

I. The development of competition caused by the transition from the seller's market to the buyer's market.

Until the early 1960s, countries with developed market economies had a rapidly growing market. For example, in the United States, it was characterized by the introduction of new production technologies, a high level of specialization, an abundance of natural resources, and minimal government regulation of the economy. Buyers' demand for goods generally exceeded sellers' supply, i.e. there was a seller's market. Under these conditions, the focus of management was on how to saturate the market, i.e. to search for reserves in production.

Released goods, one way or another, fell into final consumption, production, wholesale and retail trade worked without close linkage with each other. Therefore, manufacturers sought to increase their competitiveness primarily through the release of new products, expansion and improvement of production. And such operations as the transportation and storage of goods, the organization of various forms of service for the consumer, after-sales service, were considered as technical and not worthy of much attention.

But by the early 1960s, a buyer's market began to form, characterized by oversupply, in which sellers have difficulty selling their products at the expected prices. Consumers have become more discriminating, demanding higher quality, lower prices, convenient and varied service. This has led to the need to find new ways to create competitive advantages.

Entrepreneurs began to pay more and more attention not to the product itself, but to the quality of its delivery. The improvement of work in the field of distribution of goods did not require such large additional investments as, for example, the development of the production of a new product, and at the same time ensured the high competitiveness of the supplier by reducing costs, reducing order lead times, and observing the agreed delivery schedule. The funds invested in the distribution sector began to influence the position of the supplier in the market much more than the same funds invested in the production sector. Under these conditions, high competitiveness did not depend on the amount of capital investments, but on the ability to properly organize the logistics process.

Thus, suppliers who paid special attention to the efficient organization of the distribution of goods, achieved a reduction in cost and lead time, while guaranteeing the consumer the delivery of goods on time, in the required quantity, quality and assortment, which was a significant competitive advantage.

II. The complication of the system of market relations and the increased requirements for the quality of product distribution processes.

Increased requirements for the quality of the GP implementation processes (quality of goods, order fulfillment dates, delivery schedules, assortment, cost, etc.), caused by fierce competition, led to the same requirements from manufacturers to suppliers of raw materials, materials, components, semi-finished products. As a result, a complex system of relations between various market entities was formed, which required the improvement of existing models of supply and marketing organization. Thanks to this, methods and models for the optimal placement of warehouses, the determination of optimal batches of deliveries, optimal schemes for transportation routes, etc., began to be actively developed.

III. Energy crisis in the 1970s.

Rising energy costs have forced entrepreneurs to look for new ways to improve the efficiency of transportation. The traditional approach was to rationally organize transport, but this was not enough in an energy crisis. Greater efficiency in solving this problem could be achieved by coordinating the actions of all participants in the logistics process, which was a new step in the practice of MT management at enterprises.

IV. Scientific and technological progress in the creation of flexible automated production.

The replacement of traditional conveyors with automated production lines has led to the creation of flexible manufacturing structures that have made it cost-effective to manufacture products in small batches. Work on the principle of "small batches" led to corresponding changes in the system for ensuring the production of MR and marketing of GP. In this regard, there was no need to have large storage capacities at enterprises, there was a need for the delivery of goods in small batches, but on a tighter schedule. All this drew attention to the methods of solving the problem of effective organization of the logistics process.

V. Scientific and technological progress in the field of communications and informatics.

The most important achievements of STP in the field of communications and informatics, which made it possible to put the ideas of logistics management into practice, include:

1) computerization of management of logistics processes, namely:

Creation and mass use of computers;

- creation of applied software systems that automate the processes of planning, forecasting, decision-making, database maintenance, solving optimization problems, etc.;
2) development of means of data transmission:
- - development of information transfer standards;
- - creation of means of information transmission (fax machines, EDI - electronic data interchange, computer networks, etc.), including high-speed ones (satellite telecommunication systems, etc.).

This made it possible to track all stages of the movement of raw materials, parts, GP, which made it possible to clearly identify huge losses in the existing MT control schemes. Therefore, there was a need to develop new, effective ways to organize and manage all types of flows in enterprises. In addition, fundamentally new features have appeared:

- automatic tracking of the availability of semi-finished products, the release of GP, the state of industrial stocks, the volume of deliveries of MR, the location of goods on the way from the manufacturer to the consumer;
- prompt transmission of information about the details of the transported goods (especially in international traffic);
- real-time monitoring and control of all phases of product movement - from the primary source of raw materials through intermediate production, storage and transport processes up to the end consumer;
- prompt receipt, processing and analysis of information on sales markets, on the activities of the company, assessment of its competitive position;
- use of "paperless" technologies: electronic signature, electronic payment systems, transfer of electronic accompanying documentation when registering bank accounts, concluding contracts, transporting goods, etc.;
- Creation of e-commerce systems.

The use of information technology has made it possible to raise the efficiency of MP management to a fundamentally new level. To do this, enterprises began to create information systems (both at the level of individual enterprises and covering large areas) and information services that operate with all information flows (IP) and are responsible for the activities of enterprise information systems.

VI. Development of systems theory and trade-off theory.

The theory of systems made it possible, from a scientific point of view, to consider the problem of commodity circulation as a complex one, and to represent the various enterprises involved in commodity circulation as a single system. This led to an understanding of the need to take into account and coordinate the features, interests, internal and external relationships of all participants in the LC.

The theory of trade-offs made it possible to choose solutions that reduce overall costs or increase total profit, despite the damage to the activities of individual divisions of the company or individual enterprises participating in the overall logistics process.

VII. Unification of the rules and norms of foreign economic activity, standardization of the parameters of technical means in various countries.

Until the 1980s, international commodity circulation was complicated by the following factors: differences in national product standards, an excessively overgrown volume of documentation on international transactions with goods and financial settlements, the presence of import quotas and export restrictions, stringent requirements for packaging and labeling of goods, a variety in the technical parameters of transport means and ways of communication, etc. Therefore, measures were taken to unify the rules of foreign economic activity, to simplify the passage of customs barriers, control and technological procedures at border crossings. International distribution centers (DCs) were created, transshipment and storage points were concentrated in the context of the integration of the economies of Western Europe, containers, rolling stock and technical parameters of communication routes were unified, new transportation technologies (for example, intermodal) and information processing were introduced, automatic cargo reading and addressing systems.

Table 1 shows data on delivery dates and volumes of delivered consignments of material resource (Q). Calculate the value of the safety stock for your option using the formula:

a) the weighted average delay interval;
b) Inyutina, assuming a risk factor of 1.5.

Table 1. Initial data

date of delivery

a). I will determine the intervals between the next deliveries and enter the data in column 4. The first delivery date refers to the end of the previous year, it is necessary to calculate the first delivery interval and does not participate in the further calculation of the safety stock.

Table 2 - Initial data and calculations

delivery no.	date of delivery	Delivery volume (Qi), tons	Delivery interval (Тi), days	Delay interval (Тi - Т s.v.), days

To do this, I will first calculate the weighted average delivery interval using the arithmetic weighted average formula.

11.30 pm? 11 days.

Comparing the actual delivery intervals (Тi) with the weighted average interval, we see that the 3rd, 4th, 5th and 7th deliveries arrived late (highlighted in the table). They are involved in further calculations.

Using the formula, I will find the value of the safety stock, first determining the average daily need for material according to the formula

p = = = 10 tons,

where T sq - the length of the quarter, 91 days (took the high year 2012). Then the value of the safety stock will be determined by the formula.

Z str \u003d 10 \u003d 10 \u003d 23.3 tons.

b) I will determine the fluctuation of the intervals and volumes of delivery by calculating the standard deviation (?) for them using the formula.

The weighted average delivery interval (Tw.w.) was calculated earlier and amounted to 11 days.

2.7 days? 3 days

I will find the weighted average volume of supply (Q w.v.)

Qm.v. = = = 118.35?118 tons.

Because ? T and? Q have different dimensions, they cannot be compared. We calculate the coefficients of variation of the indicators T and Q according to the formula.

v T \u003d 100% \u003d 100? 27%; v Q = 100% = 100 ? 41%.

Thus, the delivery interval is a more volatile sign, so we substitute the value in Inyutina's formula? T

3 str = ? ? T,

where? - risk factor. Its value is taken in the range from 1 to 3, depending on the significance of the material resource.

3 str = ? ? T = 1.5?3 = 4.5 days

Received the value of the safety stock in days. Then, in tons, the safety stock will be

Z str (nat. unit) \u003d Z str (days) p \u003d 4.5 8 \u003d 36 tons.

Thus, the calculation by Inyutina's formula gave a result that is almost 1.5 times higher than the value of the safety stock calculated by the formula for the weighted average delay interval (23.3 tons).

logistics supply production

Table P-1 (Appendices) provides data on the planned, actual and actually timely delivered volumes of material resources for 8 standard grades (tmr), which together make up the set. Calculate the supply reliability coefficients for each i-th type of material resource and for the whole set.

Present the calculation results in the table

Table 1. Initial data

First, for each tmp, I will calculate the coefficients using the formulas and enter the results in columns 5 to 8.

Table 2. Initial data and calculation results

	Planned scope of supply, tons Qpl	Actually delivered, tons
	including in a timely manner Qf.sv

For the i-th type of resource for a particular supplier, the average coefficient of supply reliability is determined by the formula

where Ki(ob) - the coefficient of completeness of the plan in terms of supply. It is calculated as the ratio of the actual supply volume (Qf) to the planned one (Qpl):

I will put in this formula the values \u200b\u200bfrom table 2 for each tmr

1) Ki(rev) ==0.98 5) Ki(rev) ==1

2) Ki(rev) ==0.93 6) Ki(rev) ==0.84

3) Ki(rev) ==1.05 7) Ki(rev) ==1.6

4) Ki(rev) ==1 8) Ki(rev) ==0.88

Total: Ki(rev) ==0.98

Now it is clear that there was no re-delivery for the 1st and 2nd, 6th and 7th, and total tmr. Ki(ob) ? 1, then the oversupply coefficient Ki(pp) = 1.

And on the 3rd, 4th, 5th, 8th tmr, there were overdeliveries, because Ki(ob) > 1, so for them the oversupply coefficients Ki(pp)< 1.

In this case, I determine the oversupply coefficient Ki (pp) according to the formula:

The degree of n in the 8th tmr will be equal to 1, because Ki(ob) > 1.2, and the degree n of the 3rd tmr will be equal to 0.2, since 1< Кi(об) ? 1,1, степень n 4-го и 5-го будет равна 1, т.к. Кi(об) ? 1.

Now I substitute these values into the formula.

8) Ki(pp) = = 0.4

3) Ki(pp) = = 0.99

4) Ki(pp) = = 1
5) Ki(pp) = = 1

Ki(sv) - the coefficient of timeliness of deliveries (without taking into account the delay duration) is defined as the ratio of the actual volume of the i-th type of material resource received in a timely manner (Qf.sv.) to the entire volume of this resource actually received (Qf):

1) Ki(s) = = 15) Ki(s) = = 0.86

2) Ki(s) = = 0.946) Ki(s) = = 0.96

3) Ki(s) = = 0.547) Ki(s) = = 1

4) Ki(s) = = 1 8) Ki(s) = = 0.56

Total) Ki(sv) = = 0.87

Now all the obtained values can be substituted into the formula and find the average coefficient of supply reliability,

1) Kiav = = 0.9935) Kiav = = 0.951

2) Kiav = = 0.9556) Kiav = = 0.932

3) Kiav = = 0.8247) Kiav = = 0.958

4) Kiav = = 18) Kiav = = 0.707

Total) Kiav = = 0.947

To determine the group coefficient of supply reliability, the structure coefficient is first calculated using the formula

Kgr(str) = ,

Kgr(str) = = 0.98

Since for the period there was a supply of all tmp, then Kgr(str) = 1. Then

Kgr = = 0.949.

Thus, the reliability of supply for this supplier is 94.9%. This means that the risk of untimely or incomplete deliveries in terms of the whole set of material resources is

100 - 94.9 = 5.1%.

Conclusion

Currently, the economy operates according to the laws of the market. Each enterprise in such conditions conducts an absolutely independent policy and only it bears responsibility for the results of its activities.

In modern conditions, the market imposes quite stringent requirements on each subject of financial and economic activity, and problems in the economy only exacerbate the already difficult situation of many enterprises. In order to survive and function in such conditions, it is no longer enough for an enterprise to simply produce products to the maximum extent possible, fulfilling its internal plans, it is also important then to sell these products. But in conditions of severe competition only the enterprise that can offer the market quality products at a lower price than its competitors survives.

If we consider in the aggregate the range of problems that logistics considers, then the issues of managing material and corresponding information flows will be common to them.

In domestic and foreign literature, one can find a broad interpretation of the concept of logistics, in which the subject of logistics is not limited to the material flow. Today, logistics includes the management of human, energy, information and other flows that take place in economic systems. Terms such as banking logistics, information logistics and a number of others have appeared. The term logistics begins to be used in situations associated with a clear planning of an agreed sequence of actions.

The expansion of the scope of logistics, which was observed in the 80s and 90s, and especially now, is explained, first of all, by the development of material flow management methods. Naturally, at the same time, the idea and method of logistics begin to go beyond the management of material flows and be applied more broadly. However, the main potential of logistics lies in the rationalization of the management of material flows.

Bibliography

1. T.V. Alesinskaya "Fundamentals of Logistics", Taganrog, 2005
2. A.M. Gadzhinsky "Fundamentals of Logistics", Moscow, 2003.
3. M.E. Zalmanova "Logistics, tutorial, Saratov, 2005
4. O.V. Lavrov " material flows in logistics”, Saratov, 2004.
5. I.A. Lenshin, Yu.I. Smolyakov "Logistics", textbook, Moscow, 1996
6. P.P. Goncharov "Fundamentals of Logistics", textbook, Orenburg, 2003
5. Stepanov V.I. Logistics: Proc. - M.: TK Velby, Prospekt Publishing House, 2006. - 488s.
6. Rodnikov A.N. Logistics: Terminological dictionary. - M.: Economics, 2000. - 251s.
7. Gadzhinsky A.M. Logistics: Textbook for Higher and Secondary Specialized educational institutions. - M.: Information and implementation center "Marketing", 2000. - 288s.
8. Logistics: Textbook / Ed. B.A. Anikina: 2nd ed., revised. and additional - M.: INFRA-M, 2001. - 352 p. - (Series "Higher education").
9. Kirshina M. Commercial logistics. M., 2003. - 268 p.
10 Sergeev V.I. Logistics in business: Textbook. M.: Infra - M, 2002. - 233s.

It might be useful to read: