Analysis and improvement of the logistics processes of the enterprise. Improving the logistics system at the petrochemical enterprise. Ulyanovsk State Technical University

The development of theoretical research and the accumulated great practical experience in the management of logistics processes allow us to expand the potential both in the development of specific recommendations and in the generalization of the available material.

Currently, in industrialized countries there is no longer the issue of popularization and implementation new concept... Its implementation in economic activity is becoming more and more widespread. In such conditions, there is an increasing need for the development of universal rules that help improve existing systems. Each rule reflects the nature and methodology of logistics. Here is some of them:

• 1. Logistics should be viewed as a complete system. Use an integrated approach in management. In other words, trying to eliminate not individual shortcomings, for example, large warehouse stocks or irregular supplies, but to solve logistical problems in a complex, taking into account the interconnections and interdependencies in the process of functioning of the entire logistic chain.
• 2. Before each logistic system, guided by the market concept of the enterprise, it is necessary to clearly formulate current and strategic goals. For example, goals can be put forward: expanding the range of goods and the circle of buyers, accelerating the turnover of resources (material, monetary), improving product quality, improving customer service, reducing costs, improving management, etc.
• 3. The logistics concept is based on the right to choose. Therefore, in order to achieve the set goals in any situation, it is necessary to develop several options for strategic programs or operational actions.
• 4. In order to stay within the framework of the chosen concept, it is necessary to effectively use the logistics tools for managing production and economic systems.
• 5. It is necessary to constantly increase the level of mechanization and automation of work related to logistics. A decrease in manual labor entails an increase in labor productivity, a decrease in risks and the cost of work performed. In addition, there are wide potential opportunities for introducing new technologies and combining, if necessary, with other production and economic systems.
• 6. To achieve rhythm in the work as a whole in the system and synchronization of the functioning of the corresponding subsystems. This can be achieved in various ways:
  • if the system has a high level of mechanization and automation, then the work is carried out mainly in the field of technical and technological approvals;
  • if physical labor is decisive in the system, then rhythm can be achieved by introducing a sliding work schedule, temporarily attracting additional labor, etc.
• 7. Strive to fully master the logistics systems "just in time" and "door-to-door", which are basic. They provide an opportunity to minimize the costs of purchasing, warehousing, transportation, transshipment and other operations required for the delivery of products from supplier to consumer. In addition, the consumer significantly reduces the cost of additional processing of products and their preparation for industrial consumption. All this is a strong motivational incentive for the consumer when choosing a supplier.
• 8. It is necessary to optimize the work of the fleet of vehicles, guided not by the interests of transport services, but by the goals of this logistics system and the needs of consumers.
• 9. Constantly work to improve the professional competence of the company's specialists in the field of logistics. Even employees who are not involved in the performance of logistic functions must understand and understand this concept in order not to voluntarily or involuntarily oppose its implementation in their enterprise.
• 10. The degree of feasibility of the decisions made increases significantly if ordinary performers are involved in solving logistic problems arising in the process of activity. The latter have a sense of involvement in the process of managing the logistics system. In addition, the involvement of ordinary employees in the development of solutions allows you to detail individual processes, and therefore more deeply study all the potential opportunities when performing certain works.
• 11. To achieve objectivity in assessing the actions performed and the programs being developed, external consultants and experts should be involved, if necessary. Their independence increases the guarantee of finding the right solutions in complex logistics management issues.
• 12. For adjustments in the management process, it is necessary to regularly identify and assess the damage from errors and claims that arise in the course of logistics activities. In order for this work to be really carried out with high quality, users have at their disposal a wide arsenal of economic-mathematical and economic-statistical methods, as well as computer technology.

In general, it should be noted that an important component of the successful functioning of logistics is a more efficient use of equipment in comparison with other production and economic systems. labor resources... The application of the logistics concept significantly increases labor productivity both in the sphere of circulation and in the sphere of production.

According to experts, in the United States of America, half of the annual total increase in labor productivity is achieved through the spread of the logistics concept.

Labor in the field of physical management of material resources is traditionally not seen as attractive. If the work is poorly mechanized, then the large volume of physical labor does not allow achieving indicators that meet modern requirements. On the other hand, an ill-considered investment in automation and mechanization can lead to an unreasonable increase in the cost of the work performed. Processing and delivery of products at a cost can be equal to its production. It is unprofitable to anyone: neither the buyer nor the supplier. To date, only the use of the logistic concept allows in each specific case to optimally develop the ratio between physical and non-physical labor (mechanized, automated and intellectual).

Control questions

• 1. What caused the need to develop universal rules to help improve existing logistics systems?
• 2. Describe the first and second rules for improving logistics systems.
• 3. Describe the third, fourth and fifth rules for improving logistics systems.
• 4. Describe the sixth and seventh rules of improving logistics systems.
• 5. Describe the eighth, ninth and tenth rules for improving logistics systems.
• 6. Describe the eleventh and twelfth rules for improving logistics systems.
• 7. What is the relationship between logistics and efficient use of labor resources?
• 8. What is the role of logistics in optimizing the balance between physical and non-physical labor?

Theriotic aspects of logistics flows 5

1.1 Essence, types, functions of logistic flows and their classification 6

1.2 Material flows of the enterprise 12

2. Organization of logistics services for JSC "Gomeloboi" 14

2.1 a brief description of JSC "Gomeloboi" 14

2.1.1 Purpose of the enterprise 14

2.1.2 Organizational structure of the enterprise …………… .. ……………………………………………………… 18

2.2 Building a micrological system of an enterprise …………………………………………………………………………………………………………………… ……………… ..21

2.3 Calculation of the optimal order size for components ……………………………………… .27

3. Improving logistics processes

3.1 Development of measures to reduce the duration of the turnover of material resources at the enterprise ………………………………………………………………………………………………………… ………………………… .... 35

3.2 Determination of the effect and assessment of the economic efficiency of the developed measures ………………………………………………………………………………………………………… ………………………… 38

CONCLUSION

LIST OF USED LITERATURE

ANNEXES

INTRODUCTION

The production of material goods is the basis for the existence and development of human society and cannot function without constant and timely provision of means of production (raw materials, materials, fuel, machinery and equipment, etc.). Modern production and economic activity is characterized by high dynamism associated with constantly changing market needs, the orientation of the production of goods and services to the individual needs of customers and customers, continuous improvement of technical capabilities and strong competition.

The main goal of any enterprise is to obtain the greatest profit by realizing the existing competitive advantages and minimizing the associated costs. At the same time, competitive advantages are understood as a whole complex of jointly working factors, from the uniqueness of a product or service on the market to an after-sales service that works like a clock. Together, these factors are aimed at increasing the value that the buyer receives.

The general trend is that the value of a product to a customer is determined not only by the properties of the product itself, but also by when and how the customer receives the product. Therefore, the success of the operation of an enterprise largely depends not only on the quality of technologies for managing its production and economic activities, but also on the effective management of all commodity and material flows, starting from the procurement of material resources and ending with the delivery of finished products to end consumers.

Modern approaches to the management of material flows, allowing to optimize the process of commodity circulation from material support to sales finished products are able to ensure the efficient implementation of production processes in an evolving market environment. Of particular importance is the problem of justifying the need to use a logistic approach to the formation of a service system for the production and marketing activities of an enterprise.

The management of the material and technical support of the enterprise and the sale of products, that is, the entire range of logistics processes, is an urgent issue for any enterprise and the development of the national economy of the country as a whole.

The purpose of the work is to study the organization of logistics services for the enterprise and develop measures to improve it.

Achieving this goal involves the following tasks:

consider material and information flows;

analyze the main aspects of the organization of logistics services;

to develop measures to optimize logistics services.

The subject of this course work is the organization of logistics services for the enterprise.

The object of analysis is the enterprise ???????????.

The research methods used in the process of work were economic, mathematical and statistical methods, including analytical and synthetic approaches.

The information base of the study was regulatory documents, statistical materials, balance sheet data, financial statements and other materials characterizing the state of the financial and economic activities of JSC "Gomeloboi".

Theoretical aspects of logistics flows

The object of study of the new scientific and educational discipline "Logistics" is material and related information flows. The relevance of the discipline and the sharply increasing interest in its study are due to the potential for increasing the efficiency of the functioning of material-conducting systems, which opens up the use of the 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, accelerates the process of obtaining information, and increases the level of service.

Material management has always been an essential aspect of business activities. However, only relatively recently 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.

1.1 Essence, types, functions of logistic flows and their classification

When using the logistic approach, the object of control becomes a flow - a set, a set of objects perceived as a single whole. This fact is recognized in all the numerous literature on logistics today. Scientists are unanimous in the opinion that flow is not only the main category of logistics, but in combination, "flow control" becomes the main logistics tool. Despite this, only the simplest classification is given to describe flows (external - internal, continuous - discrete, deterministic stochastic, stable - unstable, stationary - nonstationary, uniform - uneven, periodically - non-periodic, rhythmic - non-rhythmic, simple - complex, controlled - ungovernable). Scientific flow management requires the ordering and formalization of the entire variety of flows.

The main parameters characterizing the flow are:

The starting point of the stream (a);

Stream end point (b);

Path trajectory (F);

Path length (D);

The speed of movement of stream objects (V);

Time (t);

Intermediate points (q);

Flow rate (λ).

Let p - flow, S - logistic system. Then the state of the flow can be characterized using any numerical variables (its parameters) as a function of time:

P (a, b, F, D, q, V, λ) \u003d f (t)

The main parameter characterizing the flow is its density, which is the number of moving objects per unit of time.

The existing classification of flows can be represented in the form of two enlarged types of flows: deterministic and stochastic.

Deterministic streams are streams whose parameter values \u200b\u200bare definite at any time. The intervals between events are strictly the same and equal to a certain non-random value - ζ. Therefore, deterministic streams are also called regular.

Stochastic flows are flows whose parameter values \u200b\u200bare random variables. The system is in one state or another with a certain probability P.

Deterministic flow is fairly rare in practice; it is of particular interest as a limiting case for other streams. In general, there are no completely random processes in nature, but there are processes, the course of which is so weakly influenced by random factors that they can be neglected when describing the state of the system. However, there are also such processes where chance plays a major role. Between the two extreme cases lies a whole spectrum of processes in which chance plays a greater or lesser role. Whether to take into account or not take into account the randomness of the flow depends, basically, on what practical problem is being solved.

Classification of logistics flows

Logistic flows can be broadly divided into four groups:

Material;

Informational;

Financial;

Service flow.

The object of study of logistics as a science is material flows and the corresponding financial flows and information flows. Moreover, under stream understand the directed movement of a set of something conditionally homogeneous (for example, products, information, finance, materials, raw materials, etc.). Material flows are key in logistics.

Material flow - these are materials, work in progress, finished products, considered in the process of applying various logistics operations to them (transportation, warehousing, etc.) and referred to a certain time interval. The dimension of the material flow is the ratio of the dimension of the product (units, tons, m 3, etc.) to the dimension of the time interval (day, month, year, etc.). material flows can be calculated for specific areas of the enterprise, for the enterprise as a whole, for individual operations with cargo. The material flow that is considered for a given moment or period of time becomes material stock (MH).

Parameters material flows can be: nomenclature, assortment, quantity of products, overall, weight, physical and chemical characteristics of the cargo, characteristics of containers, packaging, conditions of sale, transportation and insurance, financial characteristics, etc. There is a wide variety of material resources, products and operations with them ... Table 2.1 shows one of the possible classifications of material flows.

Each material flow corresponds to some information and financial flows. Information flow -it is a flow of messages in speech, documentary (paper and electronic) and other forms, intended for the implementation of control functions. Table 2.2 shows one of the possible classifications of the information flow.

There is no one-to-one correspondence between material flows and information flows, i.e. synchronicity in the time of occurrence, direction, etc. The information flow can be ahead of the material flow (negotiations, contracts, etc.) or lag behind it (information about the receipt of the delivered goods). It is possible that there are several information flows accompanying the material one.

Financial flowin logistics, it is understood as the directed movement of financial resources circulating within the logistics system, between the logistics system and the external environment, necessary to ensure the effective movement of a certain material flow... Thus, the specificity of financial flows in logistics lies precisely in the need to service the process of moving in space and in time of the corresponding flow of commodity-material or commodity-intangible values. One of the possible classifications of financial flows is shown in table. 2.3.

In addition to material, informational and financial type flows also allocate service flow,representing the number of services provided over a certain time interval. Under service is understood as a special type of activity that satisfies public and personal needs (transport services, wholesale and retail, consulting, information, etc.). Services can be provided by people and equipment in the presence of clients and in their absence, aimed at meeting personal needs or the needs of organizations. The need to introduce the concept of a service flow is due to the increasing importance and development of the service industry and the concentration in it of an increasing number of companies and the population.

To classify logistics processes, as well as to introduce logistics management into the daily operation of City-Stroy LLC, it is necessary to create an independent division in the organizational structure of the company - a logistics service directly subordinate to the company's management.

In most cases, the number and volume of orders may be such that they do not allow logistics experts to cover all aspects of order fulfillment with high quality and in detail. In this regard, it is necessary to distinguish between the order management process and the actual coordination process. The logistics service is not tasked with resolving emerging tasks and conflict situations, but their review and re-division into other services of the company, not immersion in the countless, sometimes purely technical details of the order fulfillment process, but coordination of enlarged blocks of tasks.

However, such integration is unthinkable without the logistics service available in the company's management structure. This impedes the effective functioning of the company, makes its subsequent formation inconceivable, which sharply raises the question of the need to reorganize the management structure.

The creation of a logistics service will allow to link the tasks of logistics management of the company's internal business processes with the business processes of partners and buyers into an integral system.

The logistics branch in Russia is showing exponential growth, which is reflected in the organization by large companies of their own distribution networks, as well as in the formation of the market for logistics providers. Logistics is becoming an effective tool for increasing the productivity of companies, therefore, many enterprises seek to optimize the management of their supply chains and add value in the process of moving goods to final customers.

Based on this, the model for building a logistics system at City-Stroy LLC should consider modern trends in the operation of logistics systems, without dispersing responsibility for its implementation between different services and departments.

The core prerequisite for the implementation of the doctrine of integrated supply chain management is the high tier of organization of business processes in the company, from the fact that SCM is the integration and management of key business processes within the supply chain.

This is part of the business associated with optimizing the movement of a product from the moment it originates (including each preparatory period) to the moment it is sold or consumed. Therefore, the core task of LLC City-Stroy from the point of view of the SCM doctrine at the current time is to build long-term relationships with members of the supply chain.

Supply chain management is the process of organizing the planning, execution and control of the flow of raw materials, materials, work in progress, finished products, as well as ensuring efficient and prompt service through the acquisition of operational information about the movement of goods. SCM, considering the service requirements of customers, allows you to ensure the presence of the required product at the right time in required place with minimal costs. When organizing SCM, there is a shift in emphasis from the management of certain types of sources to the integrated optimization of business processes. This means that the management of basic business processes, such as purchase - production - separation, is subordinated to solving the main tasks of increasing the quality of customer service and reducing costs on the scale of each supply chain.

We will work out the implementation of SCM in the functioning of City-Stroy LLC and the main links of its supply chain.

The work of the supply chain starts with forecasting the consumption of the market. The inaccuracy in the forecast turns into huge losses: non-use of raw materials and materials, production losses, losses in trade, indirect losses. If the forecast is underestimated, the product will be unrealistic to be found on sale. If the forecast is overestimated, surplus commodity reserves are formed, which entails a markdown of goods and lost profits. Long production runs, seasonal fluctuations in demand, a wide range of products and shorter product lifecycles all increase the likelihood of forecast errors.

Inaccuracies also appear as a result of distortion of information within the supply chain itself ("the result of the whip"). Other sources of information distortion are promotions and lack of knowledge about the requests of final buyers. Companies can mitigate the negative impact of the whip by making needs information transparent for each supply chain.

Fluctuations in demand are not the only source of uncertainty in the supply chain. There is also ambiguity in the interaction with the contractor - probably not a single company can boast that all contractors deliver goods on time and in full and do not raise prices. Delays in physical flows often appear due to the fact that the contractor cannot respond in a timely manner to the metamorphosis of the client's needs, delays the clearance of the cargo, or cannot control its transportation. In order to reduce procurement risks, City-Stroy LLC creates reserve reserves or concludes contracts with an "excessive number" of contractors. However, this is not invariably the best solution: insurance reserves are, in fact, frozen funds that could be invested in a business, and, as practice shows, it is better to establish long-term partnerships with especially loyal contractors than to maintain a huge pool of contractors.

Unlike stock reserves, it takes a significant amount of time to increase or decrease production capacity. These risks can be mitigated through greater flexibility, that is, through the use of the same facilities for the production of different products. In optimizing production, the main goal is to form optimal production plans, assembly processes and even achieve a reasonable placement of equipment based on an overview and forecasting of needs.

Excessive inventories have a negative impact on financial performance. In this situation, it is necessary to combine reserves, make universal components for various products, postpone the last stage of production until all orders have been received. Thus, for effective management of reserves, it is necessary to ensure, before everyone, their transparency, and secondly, to establish a narrow connection between the management of reserves (in particular, the warehouse) with other divisions of the company and contractors.

Optimization in logistics is, first of all, reducing losses. All supply chain management is about providing the buyer with a particularly good product, that is, a product with the least loss of quality. In other words, on the way from production to the buyer, the quality of the product virtually invariably decreases, and the task of supply chain management is to ensure that the properties of the product change as little as possible. To do this, supply chains must respond quickly to changing circumstances, ensure the rapid movement of goods, be transparent in terms of information, and promote tight integration of the company with its partners and contractors. A supply chain cannot run smoothly if the manufacturer does not know what reserves the retailer has, and vice versa.

At the initial level, City-Stroy LLC should focus on improving internal processes and functions. Virtually all aspects of improvements are in 2 main areas - procurement and logistics. The functional integration results in a significant reduction in the number of contractors and 3-PL-providers, rationalization of the product portfolio and optimization of procurement costs. This local outcome is limited to a single function or business unit and does not have power over the entire company.

At a later stage, the evolution of supply chains spreads across the cross-functional tier. If previously logistics at City-Stroy LLC was limited to warehousing and transportation, then at the new stage of development, a new view of logistics as an integrated system of planning, management and control of physical flows is needed. During this period, logistics begins to take on more and more functions that were previously occupied by the sales department. This is due to the increasing complexity of the flow of goods and the need to use special knowledge and logistics methodologies. The management will understand the effectiveness of the new doctrine and is tempted to disseminate it within City-Stroy LLC. The pivotal emphasis is placed on improving the processes of passing products and services through each supply chain, for which certain areas of activity are automated, information special technologies are being introduced (warehouse, transport management). Procurement tactics focus on building tactical relationships with a close circle of contractors. At this level, demand management becomes the main factor - accurate forecasts are the key to effective sales planning and operational activities.

An obstacle to the transition to the 3rd tier may be the distrust of the management of City-Stroy LLC to external partners and unwillingness to share information with them. The management, having overcome these stereotypes, transfers the company to the next newest tier - maximum transparency and cooperation.

In this tier, procurement is handled by several key contractors. Business partners are involved in planning company operations and developing new products and services. The logistics department establishes tactical cooperation with qualified 3-PL-providers, within the boundaries of which information systems are being implemented that improve the exchange of information and the transparency of the movement of goods between partners in the supply chain. Marketing and sales are involved in the formation of the supply chain by ensuring the participation of key buyers in the configuration of services through an interactive online portal. In the aggregate, the use of modern special technologies for cooperation and information exchange (CRM, SRM, e-commerce, e-business) allows companies and its external partners to achieve a high level of transparency in each supply chain, resulting in a reduction in order processing time, service delivery times and effective management physical sources.

It turns out that an increase in the efficiency of supply chains is a guarantee of the subsequent formation and competitiveness of City-Stroy LLC, and the use of modern special technologies for integrated logistics management plays a significant role in building a correct supply chain that allows ensuring the highest satisfaction of customers' needs.

To organize effective activities for the management of material flows of LLC City-Stroy, it is necessary to create a logistics department. This will allow you to immediately build a logistics system and clearly define the functions and responsibilities. In our opinion, it is possible to create a so-called classical three-level organizational structure of the logistics service at City-Stroy LLC.

The following departments and groups should be created at City-Stroy LLC in the three-level organizational structure of the logistics service (with fragments of the functions performed):

• - department of material and technical supply or procurement (calculation of the need for material resources, selection of a supplier, organization of the procurement process) - available at LLC City-Stroy;
• - Transport department (delivery of material resources to the enterprise and production units, transportation of finished products to consumers) - available at City-Stroy LLC;
• - the Department storage facilities (acceptance of material resources, their storage, storage and release for production). Warehouses are not separated into a separate structural unit - functions are distributed among other departments;
• - department of stocks (calculation of optimal volumes of stocks of material resources and finished products) - not allocated, functions are performed by OMTS;
• - the distribution department (limiting the need for material resources, monitoring the rates of consumption of materials and their consumption in the production units of the enterprise) - not allocated;
• - sales or sales department;
• - Information support department (management of communications within the logistics service, communication with the enterprise's divisions, suppliers and consumers) - this department does not exist at City-Stroy LLC.

In micro-logistics chains operating in various conditions of production and economic activity of enterprises or organizations, a modular structure of departments and groups of the logistics service can be used. In LLC "City-Stroy" it is advisable to use the option for industrial enterprises with a full production cycle, a significant nomenclature of consumed material resources and a wide nomenclature of products.

This option assumes the use of the spatial structure of its formation and is a multi-iteration process carried out in the following sequence (by iterations):

• - a set of functional blocks of logistics is produced, the number of which depends on the activities of business entities;
• - the departments or groups of the logistics service are assembled, depending on the number of employees at the enterprise and the range of material and technical resources used;
• - the principles of forming the organizational structure for each department or group of the logistics service are established;
• - the functions of departments and groups of the logistics service are determined on the basis of a full range of logistics operations performed at the enterprise, depending on the direction of its production and economic activities;
• - the required number of employees is calculated for each department or group of the logistics service based on the volume of logistics operations performed;
• - material and information flows are formed when the logistics service interacts with other organizational structures of the enterprise.

The proposed structure makes it possible to simultaneously select at the enterprise a single function of managing the end-to-end material flow.

The graphic-verbal model reflects the composition and movement of information in the sales department, presented schematically and with a verbal description.

An obligatory working documentation reflecting the composition of information in an object is a logical information scheme.

The logical information scheme (LIS) of the object allows you to present a list of all information circulating in the sales department (input, output, normative and reference), with its grouping by the main types of work performed in the object.

The logistic diagram of the logistics department is shown in table 3.

Table 3 - Logical information diagram of the sales department

List of procedures	Performers	Input information	Imprint	Reference information
Customer Service Managers	Regional Representatives	Store and Pharmacy Managers	Private Sector Managers
Making a decision on working with a consumer and choosing a consumer						Warehouse request for product availability	Consumer selection method
Sending a request to the warehouse for product availability					Application from the consumer for the purchase of products	Request for availability of required products
Registration of product delivery					Application for the purchase of products	Order and its copies for the purchase of products	Methodological guidelines based on the tax code and general rules accounting
Sending products to the consumer						Consumer confirmation of product receipt
Receipt of payment made by the consumer for the product received					Invoice for the delivery of products	Consumer Payment Receipt

The volume of labor costs often depends on the form of a specific document, not only of those employees who draw up these documents, but also those who study, analyze and use them for reference purposes. It is necessary to determine the minimum amount of information necessary and sufficient for the management process. Such a task can be implemented using a table of recurrence of indicators in documents.

This table should reveal:

duplication of individual details in documents;

correspondence of the information contained in the document under study to the tasks of the object under study;

compliance of any document with its intended purpose;

the nature of the application of the document at its destination.

Table 4

Repeatability of indicators in documents

Name of individual details	Types of documents
Gains and losses report	Act of Handover	Invoice	Balance sheet	Payroll
Organization details
Tax deductions
Revenues from sales
Contributions to pension Fund
Health insurance contributions
Deferral of tax liabilities

According to table 4, it can be seen that the most frequently used requisites are deductions: for insurance, for the pension fund; as well as the details of the organization and profit / loss.

Therefore, it is necessary to reduce the time for filling out documents and reduce the likelihood of errors in their preparation to enter these details into the document processing program, which will automatically put these details into the document at the initial stage of preparation.

And in the amount column, create an implementation of a possible automatic summation.

Table 5

Documenting the work of the logistics department of "City-Stroy" LLC according to the "Product delivery" procedure

Legend:

О - a document required to start work on the procedure;

X - a document arising at the end of the work.

In this case, the following documents have the greatest degree of use: invoice, product order form, contract.

The movement of information in the sales department is displayed using the following graphic and verbal forms:

route scheme of document movement (tab. 6);

business process document (tab. 7);

Table 6 - Route diagram of an incoming document in the sales department of "City-Stroy" LLC (for example, the receipt of an application for the purchase of products)

Legend

And - studying the document:

B - document sighting;

P - resolution overlay.

This diagram shows that if the product is not in stock, then urgent production or purchase of this product is required.

In order for the logistics department to function effectively, a number of conditions are necessary that provide the prerequisites for success for the logistics direction of activity of almost any enterprise, which consist of the following components:

• - precise formulation of functions for each individual employee of the logistics department;
• - Availability necessary information the number of employees of the logistics department required in the near or distant future;
• - making forecasts of future logistics operations, procedures, functions and works, which are mostly innovative;
• - the necessity and importance of selecting a future manager for each position in the organizational structure, and not selecting a position for a future employee.

Table 7 - Documentation of the product delivery process

This option assumes the use of the spatial structure of its formation and is a multivariate process carried out in the following sequence (by iterations):

• - a set of functional blocks of logistics is developed, the number of which depends on the activities of the studied enterprise;
• - departments or groups of the logistics service are formed depending on the number of employees at the enterprise, as well as on the range of used material and technical resources;
• - the principles are determined on the basis of which the organizational structure is formed for each department or for each group of the logistics service;
• - the functions of the logistics department are being developed, based on a full range of logistics operations that are performed at the enterprise, depending on the directions of its production and economic activities;
• - the required number of employees in the logistics department is determined based on the volume of logistics operations performed;
• - material and information flows are generated during the interaction of the logistics department with other organizational structures of the studied enterprise.

Educational institution of the Federation of Trade Unions of Belarus

"International University" MITSO "

Reg. № __________ Department of Logistics

Date_________20____

COURSE WORK

on the topic: "Improving the logistics activities of an industrial enterprise on the example of OJSC" Kerimin "

by discipline: "Logistics"

Key Notes: __________________ Student _________________

(signature)

_____________________________________ (Full name - in full)

Course 3, group 1218

Faculty _________________

Specialty_____________

_____________________________________ __________________________

_____________________________________

Supervisor:

_____________________________________ __________________________

_____________________________________ (position, academic degree, academic title)

_____________________________________ __________________________

_____________________________________ __________________________

Mark of admission of term paper to(Full name - in full)

protection: ______________________________

Date: ______________ 20____

Supervisor's signature:

______________/______________________

Minsk 2014

INTRODUCTION ………………………………………………………………………….3

CHAPTER 1. CHARACTERISTICS OF THE ENTERPRISE OF OJSC Keramin..........5

1.1 History of creation and development ……………………………………………… .5

1.2. Financially - economic analysis enterprises ………………………… .8

CHAPTER 2. LOGISTIC ACTIVITIES AT THE ENTERPRISE OF OJSC "Keramin"………………………………………………………………….11

CHAPTER 3. MEASURES TO IMPROVE LOGISTIC ACTIVITIES OF OJSC "Keramin"……………….19

CONCLUSION …………………………………………………………………...24

…………………………25

INTRODUCTION

In modern conditions, the role of logistics is very high, since the search for opportunities to reduce production costs and distribution costs for profit. Logistics allows you to link the economic interests of the manufacturer of the product and its consumer. The most important goal pursued by an enterprise by organizing a logistics service or setting tasks that are solved with its help is to save costs associated with consumption, production and distribution of products.

Logistics is the management of material, financial and information flows in order to optimize them and reduce costs. Any enterprise, both industrial and commercial, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Purchase logistics is one of the main functional areas of logistics and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to the company's warehouses.

JSC "Keramin" isstable, large, dynamically developing enterprise for the production of high-quality building materials: ceramic tiles, ceramic granite, sanitary ware, ceramic stones and bricks.

The production is carried out in close cooperation with the world's leading manufacturers of equipment for the ceramic industry. The goal of Keramin OJSC is to produce high quality products to meet the needs and requirements of buyers in the Republic of Belarus and abroad.

The object of the study this work is an industrial enterprise, and the subject islogistics activities, in particular the purchasing department.

The purpose of my course work is to familiarize yourself with the history of the Keramin OJSC enterprise, its financial and economic activities, as well as consideration of logistics activities this enterprise and based on the information provided, propose measures to improve logistics activities.

Tasks:

1. familiarization with the activities of the enterpriseKeramin OJSC;
2. studying the work of the purchasing department;
3. consideration of the concepts of inventory management applied at Keramin OJSC;
4. suggest your own ways to improve the procurement department.

To solve the set tasks when writing a term paper, the following sources of literature were used: educational literature, scientific publications, journal articles, and also used a large number of periodicals and information resources of the Internet.

Chapter 1

CHARACTERISTIC OF THE ENTERPRISE OF OJSC "Keramin"

1. History of creation and development

Open Joint Stock Company "Keramin" is one of the largest enterprises for the production of building materials and produces a wide range of ceramic tiles for walls, floors, facades (including ceramic granite "gres"), sanitary ceramic and ceramic bricks. Form of ownership - mixed (70% - state ownership (Minsk City Executive Committee)).

The Keramin brand is one of the leaders in the CIS countries in terms of production of ceramic tiles - 18 million square meters. per year, and sanitary ware - 1,500,000 units per year. More than 70% of manufactured products are directly supplied to all regions of the CIS, the states of the Baltic region and far abroad.

The production of ceramic tiles includes the following production divisions, the main activity of which is 26300 according to OKED:

1. Shop No. 1 - mass preparation shop (preparation of ceramic masses);
2. Shop # 2 - main products (glazed ceramic tiles for interior wall cladding);
3. Shop No. 3 - main products (glazed ceramic tiles for interior wall cladding; ceramic tiles for floors "GRES", ceramic granite);
4. Shop No. 4 - the main products (ceramic tiles for floors, ceramic tiles for floors "GRES" polished, ceramic tiles for interior cladding, ceramic tiles for interior wall cladding, frieze).

Auxiliary production: a ceramic tile production preparation workshop, an automation system service, a tile production repair and mechanical service, a tile production repair and energy service, a mechanical workshop, an energy workshop, a boiler workshop, a repair and construction workshop, an internal factory transport workshop, a railway transport workshop.

Stroyfarfor plant - the main products: sanitary ceramic products (washbasins, toilets, cisterns, pedestals, urinals and bidets), the main activity according to OKED - 26220, the production of plastic products for sanitary ware.

Minsk Ceramic Plant and Mining Workshop - the main products: ceramic bricks, clay for brick and tile production, the main activity according to OKED is 26400.

The tile production technology is implemented using equipment from leading European manufacturers such as "Sacmi "," Simac "," System »Etc. All processes are almost completely automated and mechanized.

In 1993, PA “Minskstroymaterialy” was included in the state program of denationalization and privatization and on April 29, 1994 it was transformed into an open joint-stock company “Keramin”.

In 1996, the President of the Republic of Belarus A.G. Lukashenko, during which the first modern technological line for the production of ceramic tiles was presented, put into operation in accordance with master plan reconstruction of the enterprise, the basis of which was the equipment of the Italian company SACMI (Sakmi) - the world leader in this field.

Occupied area 68, 76 hectares, including:

1. parent company (Serova str., 22);
2. Minsk brick factory (Osipovichskaya str., 16).

Today Keramin OJSC is a fast-growing enterprise operating with a 100% utilization of its existing production facilities. The use of modern technologies and advanced equipment, strict adherence to the requirements for the quality of products and efficient organization of production allowed the joint-stock company to gain a stable position in the market of the CIS countries, provide a dynamic growth in production and sales of products.

JSC "Keramin" is one of the largest manufacturers of high quality ceramic tiles, sanitary ware and bricks in the CIS countries. Competition in this market segment is extremely high, especially given the fact that the company has to compete not only with Russian manufacturers, but also with products from Spanish, Italian, Polish, Czech and other foreign manufacturers. To maintain the proper competitiveness of its products, Keramin OJSC continuously invests heavily in the renovation of production, constantly expands and updates the range of products, and improves its quality.

At present, Keramin OJSC has developed a program to increase production volumes. In 2012-2015, it is planned to replace technological units of existing lines, which have worked for more than 12 years, which will increase the production of ceramic tiles by 2015. up to 20 million m2 per year.

JSC Keramin produces a wide range of ceramic tiles for floors and walls, ceramic granite "gres", ventilated facades, ceramic bricks, sanitary technical items. The main volume of proceeds of the company comes from the sale of tile production, about 75% of the total sales.

The high competitiveness of the company's products is confirmed by the statistics of marketing research. So, the share of JSC "Keramin" in the ceramic tile market of the Republic of Belarus in 2011. amounted to approximately 46.2% (in 2010 the share of the enterprise was 36.6%), and in the sanitary ware market - 67.3% (49.7% in 2010). The increase in sales of Keramin OJSC products in the domestic market has significantly strengthened the position of the enterprise and made it possible to squeeze the imported ceramic tiles and sanitary ceramics into the market. Main export market Russian Federation, where more than 30 Russian and over 100 foreign manufacturers of ceramic products offer their products, the market share of ceramic tiles of JSC Keramin in 2011 was about 6%, which indicates its high quality and competitive price.

JSC "Keramin" is located in the south of the city of Minsk, has access roads for the delivery of raw materials and loading products into wagons. The main raw material base is mainly high-quality clay raw materials from Ukrainian deposits, feldspars (Russia, Turkey); sands, chalk, dolomite, clays - local deposits; frits (the basis of glazes, engobes) - of its own production, ceramic pigments (Italy, Spain), alumina (Russia), etc. Has its own vehicle fleet, which serves the production, as well as the transportation of products across the republic. Has its railway transport, which services production and shunting operations to the sorting unit.

1.2 Financial and economic analysis of the enterprise

Let's consider the main financial and economic indicators of the enterprise JSC Keramin.

Table 1.1 - Characteristics different types profits of the JSC "Keramin" for 2009-2011.

Index	2009	2010	2011
The cost net assets, million rubles	289516	348946	775860
Proceeds from the sale of products, works, services, million rubles	341794	415886	740662
Total profit, RUB mln	44708	51018	225714
Profit from the sale of products, works, services, million rubles	24362	45712	184692
Net profit, RUB mln	34 065	39702	196382
Profitability products sold, works, services,%	8 , 34	13,4	37,02
Accounts receivable, RUB mln	54559	94459	182612
Accounts payable, million rubles	47147	31276	98037
Average salary, thousand rubles	1292,9	1595,8	2617,6

Keramin "].

The table shows an increase in profit in 2010 by 6310 million rubles. and in 2011 by 174 696 million rubles. Profitability also increased in 2010 by 5.06%, and in 2011 - by 23.62%. Wage for 2009-2011 has grown 2 times. However, the increase in accounts payable in 2011 shows the company's debt to other organizations, which could arise when settlement documents for goods released by the enterprise were paid after they were received.

Table 1.2 - Dynamics of production volumes of JSC "Keramin" in 2009-2011.

Products	Unit rev.	2009 fact	2010 fact	2011 fact
Brick	million pcs. conv. bricks	52,9	50,1	55,4
Ceramic tile, total	thousand sq. m	14 007	17 097	17 858
incl. facing tiles	thousand sq. m	7656	9 140	8 723
floor tiles	thousand sq. m	6351	7 957	9 135
Sanitary ceramic products	thousand pcs.	1097	1052	1234

Note - source [internal resource of the enterprise OJSCKeramin "].

For the period 2009-2011 it can be seen that the emphasis was placed on the production of ceramic tiles, this is especially shown in 2010, since the volume of production increased by 3090 thousand square meters. The production of sanitary ware increased in 2011 by 182 thousand pieces, as well as the production of bricks increased by 5.3 million pieces. conv. bricks.

Table 1.3 - Payroll number of employees of OJSC Keramin

Structural subdivision	Payroll 2010
	Slave.	Hands.	Specialist.	Etc. serving	total	Of these, d / o
Workshop No. 1
Workshop No. 2
Shop No. 3
Shop No. 4
MKZ
Zd "Str-for"
Manual
Dept. procurement
Total for Keramin OJSC	2442				3031
Planned number					3108

Note - source [internal resource of the enterprise OJSCKeramin "].

The table shows that the first place in terms of the number of employees is occupied by four divisions for the production of ceramic tiles, of which shop No. 2, specializing in the production of ceramic glazed tiles for interior wall cladding, is distinguished by the largest number of management and working personnel. The second place is occupied by the Stroyfarfor plant, which produces sanitary ceramic products. The third is the Minsk Ceramic Factory.

Table 1.4 - Dynamics of production, sales and export of products of JSC Keramin

		Ceramic tile kaya, total thousand m2	For interior cladding, thousand m2	For floor, thousand m 2	Brick, thousand pcs.	Sanizdeliya, thousand units
2009	Release	14 007,3	7 655,8	6 351,5	52 906	1 096,6
	Export	10 908,2	6 559,8	4 348,4	5 860	709,7
		77,9	85,7	68,5	11,1	64,7
2010	Release	17 097	9 140,4	7 956,6	50 128	1 051,8
	Export	13 312,4	7 343	5 969,4	5 515	625,5
		77,9	80,3	75,0	11,0	59,5
2011	Release	17 858,3	8 723,1	9 135,2	55 437	1 234,2
	Export	12 619,3	6 605,4	6 013,9	5 913	658,4
		70,7	75,7	65,8	10,7	53,3

Note - source [internal resource of the enterprise OJSCKeramin "].

In 2011, despite the continued impact of the global financial crisis on the economies of most countries of sale, the total volume of exports of Keramin's products in value terms increased by 2.92% and amounted to USD 81.368 million. The share of export products in total production in 2011 was: 70.7% for ceramic tiles, 53.3% for sanitary ware and 10.7% for ceramic bricks. The geography of export of Keramin OJSC products includes 18 countries of the world: Azerbaijan, Armenia, Hungary, Georgia, Iraq, Kazakhstan, Canada, Kyrgyzstan, Latvia, Lithuania, Moldova, Russia, Serbia, Turkmenistan, Uzbekistan, Ukraine, Czech Republic, Estonia.

Chapter 2

LOGISTIC ACTIVITIES AT THE ENTERPRISE OF OJSC "Keramin"

The supply service of Keramin OJSC includes three structural units: the procurement department, auxiliary workshops of VZT and ZhDT (transport services).

The logistics activities are carried out mainly by the purchasing department and the logistics department.

The Department procurement together with other departments creates a single process aimed at meeting market demands and making a profit on this basis. The purchasing department closely interacts with such departments of the enterprise as the department of production, financial, trade and sales, technological, legal.

Figure 1 - Diagram of the organizational structure of the procurement department of JSC Keramin

Let's consider the main functions of the procurement department at the JSC Keramin enterprise.

Table 2.1 - Functions performed in the procurement department of Keramin OJSC

Functions	Name structural unit	Position of the employee performing the function	Job responsibilities in connection with the performance of the function
Timely and rhythmic provision of the enterprise with material and technical resources of the required quality at the best, economically justified price	Purchasing department	Purchasing department logistics	Timely fulfillment of requests from the company's divisions for raw materials and supplies. Timely preparation of draft contracts with suppliers of amendments to the terms of contracts. Analysis of the terms of supply contracts and supply reliability Control over the fulfillment by suppliers of their obligations under contracts, as well as the timeliness of OJSC Keramin's fulfillment of its obligations to suppliers by timely submission of the necessary documents for payment or its termination to the budgeting department. Taking timely measures to prevent damage to the enterprise supplying goods proper quality, underdelivery, late delivery, etc. Preparation of materials on claims to suppliers in case of violation of contractual obligations.
Optimization of enterprise costs by supplying Keramin OJSC with goods and materials the right quality at the best price			Work on the design of logistics systems and their implementation at the enterprise Work on the identification and selection of suppliers of goods, taking into account the need to establish long-term economic ties And etc.
Optimization of warehouse stock			Control of storage of received goods Control of the intended use of the received goods
Maintaining operational records in the PC "Galaxy"			Operational accounting of goods receipt Entering information on contracts
Performing short and long term planning			Drawing up work plans for the next month for the current month and submitting it to the boss for approval by the 25th day of the current month Drawing up a budget of payments for purchased and planned for purchase in the next month goods and materials Drawing up an annual budget for purchased goods and materials for the next year Execution of other orders of the head of the department Before going on vacation or going on a business trip - drawing up a written work plan for the period of absence and submitting it to the head of the procurement department

Note - source [internal resource of the enterprise OJSCKeramin "].

Thus, we see that the procurement department performs five main functions, and for their implementation the corresponding job responsibilities of the procurement logistician have been introduced.

Having studied and analyzed the age, gender, educational composition of the employees of the procurement department of OJSC Keramin, it became possible to provide data in the form of table 2.2.

Table 2.2 - Composition of employees performing logistic functions

Indicator name	Number of employees performing logistic functions
With higher economic education
With higher technical education
With secondary specialized education
Women
Men
Under the age of 30
Aged 31-45
Age 46-55

Thus, we can conclude that male specialists prevail in the procurement department in terms of quantity. The table shows that the department has more employees with higher economic education. You can also observe that the bulk of the department's employees are at the age of 31-45.

The system of delivery and storage of raw materials, materials, components and equipment plays a key role in the work of the enterprise.

Delivery to the enterprise is made by rail or by road, depending on the size of the ordered batch.

On the balance sheet of the purchasing department are: warehouses for raw materials, a warehouse for cardboard containers, overalls, pallets, a central material warehouse, a metal warehouse, a HMS warehouse and a truck weight warehouse. In addition, the procurement department serves the temporary storage warehouse (TSW) of the temporary customs control zone (TCDC).

For the convenience of analyzing different types of warehouses of JSC Keramin, we present the data in Table 2.3.

Table 2.3 - Brief description of warehouses of JSC Keramin

Warehouse	Warehouse type	Delivery to the warehouse	Unloading
Raw material warehouse	open	Clays, kaolins, feldspars are delivered to the warehouse using railway transport - "open wagons"	Unloading is done with a grab
Pallet warehouse (610 m2 )	open		Unloading is carried out by electric forklifts
Cardboard warehouse (930 m2 )	covered	Delivery to the warehouse by rail and road	Unloading is done by loaders
Central warehouse (450 m2 )	covered	Delivery to the warehouse by road	Manual unloading + loaders
Warehouse for finished products (at least 2000 m2 )			Shipment is carried out by rail and road
Metal warehouse (940 m2 )			Unloading - overhead crane + loader

Note - source [internal resource of the enterprise OJSCKeramin "].

As for the warehouse of raw materials, the supply to the mass preparation departments is made by loaders.

To manage warehouse stocks and effectively address short-term and long-term goals, JSC Keramin uses the following logistics concepts.

FIFO method

The method of estimating inventories at the cost of the first purchases in time, "first in - first out" - "first in, first used" - for production (for sale), first, inventories in the quantity of the first batch and at the price of the first batch are written off, then materials in the quantity the second batch and at the price of the second batch, and so on, until the total amount of inventory consumed in the month is written off.

The FIFO method is based on the assumption that stocks enter production or are sold in the order in which they entered the enterprise. This means that inventories should be written off at the cost price of the corresponding parties in the chronological order of their receipt. In conditions of inflation, the FIFO method leads to an underestimation of the cost of resources allocated for production, an overestimation of their balance in the balance sheet and, therefore, an overestimation of the financial result from the main activity and an improvement in the financial performance of the enterprise. therefore this method recommended for use if the company wishes to attract additional investors.

LIFO method

The method of estimating inventories at the cost of the last purchases in time, "last in - first out" - "last received, first used" - for production (for sale), firstly, inventories are written off in the amount of the last received batch and at the price of the last batch, then materials are written off to the quantity of the penultimate batch and at the price of the penultimate batch, and so on, until the total amount of inventory consumed per month is written off.

The LIFO method assumes the priority write-off of inventories in production or the sale of the last received batches. Here the assumption is used that all the stocks arriving at the enterprise are, as it were, stacked on top of each other and it turns out that the stocks received first "lie closer" and are first of all put into the production or sales process. This ensures the overestimation of the value of the values \u200b\u200bspent on production or sold values, the underestimation of their balance at the end of the month, which means a decrease in profit and a deterioration in the financial performance of the enterprise. Therefore, this method is recommended to use if the company seeks to reduce income tax.

Material flow optimization

The problem of optimization of the material flow from the source of origin to the final consumer is currently a priority in our country. The movement of material flow consists of the transportation of inventory items (goods and materials), its components and stops of goods and materials in warehouses and workplaces in the form of stocks. Optimization of the movement of material flow in logistics, thus, consists of optimizing the transportation of goods and materials and optimizing the level of stocks of various types at various stages of development of business processes. At the same time, calculations of the size of inventories of goods and materials located on vehicles are related to solving problems of optimizing the level of inventories.

The problem of optimizing the level of reserves arises in connection with the well-known problem of the content of reserves.

Inventory level optimization is based on the calculation of the optimal order size (ORZ), replenishing the stock to the optimal level (see Figure 2). In this case, the optimization criterion is, as a rule, the minimum total costsassociated with the stock.

Figure 2 - Dependence of the average stock level on the size of orders

The total cost of creating and maintaining inventory includes:
1) the cost of storing the stock;
2) the cost of issuing an order;
3) the cost of purchasing a batch, replenishing the stock, or the cost of an order.

Wilson's formula [4]

Q - optimal volume of one batch by position [pieces];
D is the cost of delivery of one batch from the supplier [rubles];
S - demand for a position [items per period];
h - costs of storing one item unit [rubles per item for the same period].

This formula is often quoted in professional seminars and textbooks. However, its application in practice often raises a lot of questions. Sometimes there are so many of them that logisticians begin to doubt the correctness of using this technique. Despite the seeming attractiveness of the Wilson formula for solving the problem of optimizing the order size, the possibilities of its use, even at the theoretical level, are rather limited.
The derivation of the formula is based on a number of assumptions, the vast majority of which cannot be applied to business practice. There are many such assumptions. In particular, the model is applied for one type of product, it is assumed that the level of demand is constant during the planned period of time, the average stock level is considered as half of the order size, and on the basis of this indicator, the cost of keeping stock is determined. In addition, the delivery time, the time interval between deliveries, the cost of placing an order, and the purchase price are taken as constant values. Transport (transit), preparatory, seasonal and insurance (guarantee) stocks are taken equal to zero; limitations on the production capacity of the warehouse and losses from shortages. It is also assumed that each order arrives as a separate delivery, the delivery is received at the warehouse at the same time, that is, within one accounting period, and that due to the constant rate of consumption and shipment, acceptance is carried out at the time when the stock level is zero.

Prior to optimization of the schedule line.

Even before the start of work on calculating the optimal batch size, the procurement system must work harmoniously, clearly predicting demand, placing an order of an item only when it is necessary, and not earlier or later, and in such quantities in which there is the current need of the enterprise. If this is not the case, then it is premature to optimize the order batch volume - in fact, to calibrate the procurement system - first this procurement system must be created. The main points of such a system should be:

1. Forecasting the demand for goods.

There should be a demand forecasting model that takes into account seasonality, previous use of a product or service, trends, information provided with the participation of customers and sellers, etc.

1. Determination of the point of order.

The order to the supplier should not be carried out until the balance of any goods in the warehouses has reached a critical level, sufficient only to ensure sales at the required level of meeting the demand with the warehouse balance before placing a new order.

1. Determination of the company's need for a position.

The order must be such as to ensure sales at the desired level of service before the next order is taken into account.

CHAPTER 3

MEASURES TO IMPROVE LOGISTIC ACTIVITIES OF OJSC "Keramin"

The procurement department is part of the supply service of Keramin OJSC. The strength of this department is the promptness of the implementation of the assigned tasks, based both on the specialized knowledge gained in various fields, and on the practical experience of employees in the field of procurement, understanding the degree of necessity and urgency of ensuring a continuous production process and economic activity. The weak side is the dependence on the timeliness of processing applications by the departments of Keramin OJSC, the lack of a clear forecast and planning for the delivery of some materials due to the frequently changing production plan and, as a result, the formation of stocks in warehouses that are not needed at a particular moment.

For the efficient functioning of procurement logistics, an enterprise needs to have information about what kind of materials are needed to manufacture products. Such information is contained in the procurement plan, the main purpose of which is to ensure consistency of actions of all divisions of the enterprise in solving such supply problems as determining the need and calculating the amount of ordered material resources; determination of the procurement method and the conclusion of contracts for the supply of material resources; organization of control over the quantity, quality, delivery time and organization of the placement of material resources in the warehouse.

In order not to create unnecessary stocks in warehouses, it is necessary to optimize the delivery of some materials to the enterprise using a centralized delivery, in whichthe supplier enterprise and the receiving enterprise create a single body, the purpose of which is to optimize the aggregate material flow. For this, schemes for the delivery of products are developed, the rational sizes of consignments and the frequency of delivery are determined; optimal routes and schedules for the delivery of products are being developed, a fleet of specialized vehicles is being created and a number of other activities are being carried out.

The advantages of centralized delivery are:

1. increasing the use of transport and warehouse space;
2. optimization of stocks at the manufacturer and consumer of products;
3. improving the quality and level of material and technical support of production;
4. optimization of the size of the consignment of product supplies;
5. lack of administrative duplication;
6. better control over the fulfillment of procurement obligations.

The procedure for the preparation of centralized transportation.

Centralized transportation is effective when exporting or importing large volumes of goods with relatively small shipments. In this case, it becomes possible to more clearly plan the work of the loading and unloading point, due to the concentration of management.

When preparing centralized transportation, you must perform the following steps:

1. Conduct a survey of freight traffic and identify the most stable among them;
2. Conclude contracts for the carriage of goods and freight forwarding services;
3. Choose a method for performing centralized transportation;
4. Develop standard routes for the transportation of goods;
5. Check the compliance of the loading and unloading machines with the processed cargo flows and the conditions for carrying out the loading and unloading operations with the labor protection requirements. Develop combined schedules for vehicle operation and loading and unloading operations;
6. Select the type and calculate the required number of vehicles. If necessary, conclude contracts for the use of the car with another transport organization;
7. Choose methods for monitoring the operation of a car. If necessary, together with cargo owners, organize linear dispatch points;
8. Select the form and establish the procedure for payments for transportation.

The administration of the organization that carries out centralized transportation should systematically monitor the operation of the vehicle at the facilities and take, together with the management of the serviced organizations, measures to improve the process of transport and loading and unloading operations, as well as eliminate the identified violations.

The efficiency of centralized transportation is mainly made up of the following factors:

1. increasing the utilization rate of mileage by optimizing vehicle routes;
2. increasing the utilization rate of carrying capacity when transporting small-lot cargo due to subgrouping;
3. reduced loading time due to clearer work organization.

Improving the listed technical and operational indicators allows you to reduce the need for a substation or perform a larger volume of transport work.

The most perfect way of organizing car cargo flows from enterprises is transportation routing. The development of cargo delivery routes should take into account:

1) the specifics of the geographical area within which the service is carried out;

2) the location of consumers in the service area;

3) the possibility of using vehicles

The development of routes allows to reduce the idle time of vehicles for loading and unloading, as well as to free up significant material resources for consumers. In conditions when the developed routes are determined and the delivery time is observed, the production stocks of consumers can be reduced by 1.5-2 times. At the same time, the routing of traffic allows you to increase the productivity of vehicles and, therefore, reduce the number of rolling stock arriving at the enterprise with the same volume of traffic.

Methods of transportation routing are divided into routing of transportation by car consignments and routing of transportation of small consignments, and depending on the use of the mathematical apparatus, they are divided into methods based on mathematical programming models and methods based on algorithms of problems in the theory of scheduling. For the development of routes, economic and mathematical methods, methods of network planning, practical materials and other sources are used. The end result should be a document characterizing the agreed work schedule for sales, transport organizations and enterprises.

Modern economic and mathematical planning methods are a means that provides a basis for solving many difficult problems of planning and management. The use of information technology makes it possible to carry out calculations for drawing up optimal plans by choosing best option from a huge number of possible.

During the period of centralized management of the economy, planning of transportation between manufacturers and consumers of products was successfully carried out within the framework of the tasks: transport and routing. During this period, the main idea of \u200b\u200bthe transport task was the rational, in terms of transportation costs, the assignment of consumers to suppliers (mainly the transportation of bulk cargo: construction, agricultural, etc.). The purpose of traffic routing was to minimize the total vehicle mileage during a shift.

When scheduling delivery, consider the following conditions:

1. Availability of the required products at warehouse complexes, enterprises wholesale trade.

2. Availability of vehicles for servicing the warehouse complex, wholesale enterprises, taking into account the transported products and the average load of the vehicle.

The calculation should be made not only for the running number of vehicles, but also for the stock in case of breakdowns and other circumstances.

3. Consumers of products must ensure timely receipt of products and unloading operations.

From a practical point of view, our actions should look like this:

1. We analyze the use of vehicles serving the enterprise. Here you need:

1. determine the dynamics of changes in the volume of traffic and the proportion of traffic;
2. analyze the technical and operational performance of vehicles during the transportation of products;
3. we will determine the unevenness of export and import;
4. products to the warehouse complex for a certain period of time (quarter, month);
5. we will determine the possibilities for loading operations at the warehouse complex and unloading at the consumer.

2. We define consumers of products

Here it is necessary to single out permanent consumers, seasonal and temporary. We draw up a consumer card, in which we enter his data.

3. Determine the daily supply of products.

Daily supply is determined by dividing the annual demand of consumers by the number of days in a year. After that, the obtained data is coordinated with consumers.

4. We draw up a map of the location of consumers, wholesalers and trucking companies.

We carry out this stage with the help of a city map, on which we put the coordinates of consumers of products, the enterprise itself and the motor transport company serving it.

5. Determine the distance of transportation of goods (from the enterprise to consumers).

After mapping the location of consumers, an enterprise and a trucking company, we determine the distance of transportation from the base and warehouses of consumers. Substantiate the average distance of transportation of products from enterprises to consumers.

6. We group consumers by directions and amount of supplies.

Grouping by directions makes it possible to determine the traffic flows to different areas of the city. The volume of traffic in different areas is determined by drawing up cartograms.

7. We justify and select the type of rolling stock for transportation of products.

The choice of the type of rolling stock should be preceded by a thorough analysis of the nature and conditions of transportation. In this case, our goal is to ensure full and high-quality satisfaction of the needs of firms and supply and sales organizations in transportation at naibabout more efficient type of rolling stock.

8. We calculate a rational route.

Here we make a choice in favor of a pendulum or a circular pattern of movement.

9. We draw up agreed schedules for the delivery of products to consumers and develop indicators of economic incentives for workers involved in the transport process.

The mathematical formulation of the routing problem depends on the type of route.

Automobile transport is one of the significant objects of application of economic and mathematical methods and computer technology. With the emergence of market relations, the nature and working conditions of enterprises engaged in cargo transportation have radically changed. The work of freight forwarding companies has been widely developed, which made it possible to concentrate information on the upcoming transportation in the hands of motor carriers.[ 6 ]

CONCLUSION

A few years ago, the concept of "logistics" was completely new both for business in general and for industrial enterprises in particular. Now the need for logistics is obvious. It covers the issues of managing the movement of material flows in the spheres of production and circulation, at the micro and macro levels.

Based on the information presented, it can be concluded that logistics is highly important in the field of organization of the enterprise. Logistics allows you to optimize the production process through the rational use of the enterprise's resources and minimizing costs, which ultimately brings the enterprise an effect in the form of economic profit, and also allows you to improve the quality of products or services offered.

However, for the further development and effective functioning of the enterprise, it is necessary to constantly improve logistics activitiesin particular the purchasing department. This requires the use of a centralized delivery system, which in turn will entail a number of changes in the development of newschemes for the delivery of products, routing, development of new programs for the control of specialized vehicles and other activities.

When purchasing in a centralized way, a department is created with the authority to make purchases in the interests of all departments. This purchasing system has many advantages, so almost all but the smallest businesses use a centralized approach to purchasing.

LIST OF USED SOURCES

1. Keramin. [Electronic resource]. - Access mode:http://www.keramin.com ... - Access date: 09/10/2014
2. Minsk City Executive Committee. [Electronic resource] .- Access mode:http: // minsk. gov. by ... - Access date: 09/10/2014
3. Internal resource of Keramin OJSC
4. Sterlingova A.N. Optimal order size, or Wilson's mysterious formula // Logistic & system. –2005. - S.62-71. [Electronic resource]. - Access mode: http://ecsocman.hse.ru. - Access date: 09/10/2014
5. D.V. Kurochkin Logistics: a course of lectures / D.V. Kurochkin. - 2nd ed., Rev. and add. - Minsk: FUAinform, 2012 .-- 272 p.
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Improving the logistics processes of enterprise distribution involves a whole range of activities, which may include:

1. Increase in sales by optimizing the assortment structure. The sales opportunities of an enterprise are largely determined by the availability of appropriate inventory. Trade enterprises and manufacturers offering a wide range of products alongside their own products use purchasing to create and maintain adequate inventory levels. One of the subjects of optimization of the organizational structure of an enterprise is inventory management, the interaction of purchasing and sales in this matter.

The interests of sales, purchasing and the enterprise as a whole in the field of inventory management do not coincide. Sales prefers to have significant inventories for each product group of the widest possible range in order to be able to immediately satisfy any customer request. Purchase prefers to carry out the largest possible wholesale deliveries from a limited number of suppliers. The enterprise needs to maintain the inventory as a whole at a certain level, if possible, with minimal constant capital diversion. It is unreasonable to impose the responsibility for the management of commodity stocks entirely on sales or purchasing without regulation of interaction.

In the practice of Belarusian enterprises, two-tier planning is often used:

• - Based on the sales plan and the balances of goods in warehouses, taking into account the capabilities of suppliers and their minimum shipments, it is planned to purchase goods for a long time. At the same time, sales and purchase agree on a delivery schedule.
• - In the course of sales activities, deviations from the plan are compensated for by purchasing through the maintenance of a minimum inventory for the agreed range. A decrease in stocks to the lower limit serves as the basis for an additional purchase of a minimum batch of goods.

This method works, but is not always optimal. Purchase and sales plans are coordinated once a month. An “automatic” purchase of the minimum batch may not be profitable if the next minimum batch has to be purchased in a week. Sometimes there is a "freeze" of groups of goods in warehouses, which the sales force ignores, without taking urgent measures to sell, because optimization of stocks is not his responsibility.

On the other hand, tracking inventory at a higher management level is also impractical. Building a vertical hierarchy and bringing operational issues to the highest level does not pay off. Inventory optimization is an operational issue that must be addressed on a daily basis.

In some cases, an effective solution to the problem can be obtained by subordinating purchasing to sales force. At the same time, a reorientation of material sales incentives from gross profit to net profit is carried out.

2. Increase in inventory turnover. Due to the specifics of the activity, most of the financial resources of a trade organization are accumulated in stocks, therefore effective management inventory is a priority in the trade economy. Inventory refers to current tangible assets, forming working capital trade organization. In terms of the degree of liquidity, these are slow-moving assets, therefore, effective inventory management will avoid immobilizing financial resources and redirect them to the strategic development of trading activities.

Effective inventory management also allows you to find ways to optimize the costs of a trade organization in such items as transport and storage costs... Without a preliminary analysis of inventory and consumer preferences, the decision to reduce the cost of maintaining a number of warehouses can lead not to savings, but to the opposite effect - a decrease in sales and profits as a result of constant shortages of goods. To avoid this, it is necessary to assess the customer demand, the existing organization capabilities in inventory, the dynamics of sales, the location of customers, the capacity and location of storage facilities, transportation costs and other criteria. This is followed by an analysis of the alternative use of the freed up funds in the event of a reduction in storage or transport costs. The assessment is carried out by a comprehensive analysis of the impact of projected costs on the indicators of turnover and profitability.

• 3. Creation of a service department. One of the elements of the product policy is the creation of a customer service department. When setting up a service department, the market figure will have to make three decisions:
  • - what services to include in the scope of the service;
  • - what level of service to offer;
  • - in what form to offer services to clients.

Service services are included in the list after studying the opinion of buyers and consist of ensuring: the reliability of supplies, the promptness of providing quotations at prices, the possibility of obtaining technical advice, providing discounts, after-sales service, the scale of the retail network, replacement guarantees, etc.

Effective customer service requires a high level of warranty maintenance and repair; providing customers with services, long-term guarantees and free services.

• 4. Improving the organization of trade technological process... The basic principles of organizing technological processes are:
  • - an integrated approach to developing the best options for selling goods;
  • - technology compliance with the modern scientific and technical level;
  • - the economic efficiency of the adopted scheme for selling goods;
  • - maintaining the quality of goods.

An integral part of any technological process in trade is direct customer service, which is one of its main functions, therefore it is necessary to constantly improve work with customers: quickly and accurately carry out settlements with customers, provide qualified advice to the buyer when making a purchase decision. It was observed that shoppers are most likely to visit stores with qualified sales assistants.

• 5. Improving the pricing policy of the enterprise. A decline in the standard of living of the population leads, on the one hand, to a general decrease in demand, accompanied by a change in consumer criteria for evaluating goods, and on the other, to an increase in the cost of production. The situation for enterprises is complicated by fierce competition, especially from foreign manufacturers. One of the main factors that significantly reduce the risk of a manufacturer is the ability of enterprise managers to optimally manage prices for their products, taking into account market demand factors. Price is the most flexible and meaningful instrument of enterprise policy. Any product must have a price that is acceptable to the market and emphasizing its distinctive qualities, be available to distribution networks, adapted to the requirements of consumers. Under the current conditions, due to a decrease in the purchasing power of the population, making decisions on prices has not only economic, but also social and psychological consequences. Errors in acceptance management decisions lead to significant moral and financial consequences. Even well-thought-out marketing and advertising plans will not be able to neutralize the consequences of earlier mistakes in setting prices.
• 6. Conducting promotional and informational activities to stimulate sales. Advertising and information activities include:
  • - use of print advertising;
  • - the use of advertising on transport;
  • - the use of media advertising (radio, TV);
  • - use of Internet tools (banner advertising);

Thus, as a result of a review of the directions for improving the product strategy of the enterprise, it was found that there are several of them and each of the areas is characterized by many activities.

From the analysis of the commercial and economic activities of the enterprise JLLC Mobile TeleSystems, weaknesses of the product strategy of this enterprise were identified, such as:

• - insufficient breadth of assortment;
• - weak advertising and information activities of the enterprise;

To eliminate the identified shortcomings, it is proposed to take several measures to improve the company's product policy, namely:

• 1. Conduct an advertising campaign to stimulate sales of telephone equipment.
• 2. Introduce the sale of equipment through the online store.
• 3. To stimulate sales, introduce services of lending to buyers by banks in order to purchase household split-systems.
• 4. Improve the speed and efficiency of settlements with customers by replacing the cash register with a POS terminal that accepts credit and accumulative plastic cards for payment.

To prove the effectiveness of the proposed measures, you should calculate the economic effect of their implementation at the enterprise.

Complex advertising campaigns, including advertisements in the press, on radio, television, on billboards of outdoor advertising, are built on the same advertising ideas and creative discoveries, so that the capabilities of each advertising medium complement each other.

LLC "BelTechSystem" for a large-scale advertising campaign it is recommended to use the following advertising media that are not currently used: radio advertising, outdoor advertising, participation in an exhibition.

You should use a powerful ad explosion to start your campaign. To achieve this goal, you can use a new radio commercial and the organization of a prize drawing for the winners of the radio quiz, where you can present the history of the company and the presentation of new air conditioners.

To carry out an advertising campaign, it will be necessary to draw up a radio program for BelTechSystem LLC, designed for two weeks. The radio program will include advertising information and a prize drawing - a coupon for a 25% discount when buying a computer. In just two weeks, 8 coupons will be drawn.

The rationale for the drawing of just such a prize: the participants will be exactly those buyers who are planning to buy a computer, that is, the choice of this prize determines the attraction of the desired target audience.

According to statistics, the most popular radio station at the moment is Unistar.

Z glad ad. \u003d 8 * 10 * 120,000 + 350,000 \u003d 9,950,000 rubles.

where 8 is the number of program launches within two weeks, 10 is the program duration, min., 120,000 is the price of 1 minute of advertising scrolling, rubles, 350,000 is the cost of making the program, rubles.

Since 8 discount coupons will be drawn, the minimum sales volume after the advertising campaign will be:

P \u003d 1,950,000 * (1-0.25) * 8 \u003d 11,700,000 rubles,

Where 1950000 rubles. - average price of a computer, 8 - the minimum number of computers sold as a result of an advertising campaign, (1-0.25) adjusting the cost of a computer taking into account the coupon discount.

The next point of the advertising campaign is outdoor advertising. It is proposed to use shields 3 * 6 m and banners. As a rule, billboards are used for image advertising, banners - informational messages about sales, new collections, etc. We choose the place for the shields based on experience and common sense. The operators provide the company with a map of the city with the location of the billboards, and the managers themselves choose the areas. The company does not disclose the exact number of billboards, but they know about one trick when placing outdoor advertising: billboards in the center and along the avenue, where there are many cars and often traffic jams, are the backbone of outdoor advertising, they always hang in these areas. Another part of the billboards is moved from place to place every month so that people get the impression that the whole city is covered with advertising of BelTechSystem LLC.

20260 * (1.25 / 1.32) \u003d 25325/26743 rubles. Average value: 26034 thousand rubles. rub.

Estimated minimum sales from all promotional activities:

11700 + 26034 \u003d 37734 thousand rubles.

In monetary terms, this will be: 40,055 * 0.25 \u003d 10,014 thousand rubles.

It should also be noted that the introduction of new advertising events does not mean abandoning the traditional campaigns - print and Internet advertising on the website of BelTechSystem LLC.

Implementation of technical maintenance of equipment after sale. From the analysis of the competitors of BelTechSystem LLC it is clear that some of them have competitive advantage in front of BelTechSystem LLC. This advantage is the provision of technical service after the sale.

Computers belong to equipment of the 1st category of reliability and are designed for 10-12 years of operation. During the first year of operation, all the hidden flaws of any computer are usually revealed. BelTechSystem LLC will provide this service during the warranty period - one year. This service is carried out in accordance with the contract twice a year - in spring and autumn according to the established schedule. By phone, the user can specify the time of arrival of the master, when it is convenient for him. Experts check the operation of the computer in all modes. If necessary, clean the corresponding unit that may be defective. After the warranty period has expired, maintenance will be charged.

By introducing this service, BelTechSystem LLC plans to increase sales by at least 10 units per year.

We calculate the economic effect of the proposed event based on the planned increase in sales and the planned service schedule. Also, when calculating this indicator, do not forget that at the moment there are additional 1507 computers already installed under warranty. Therefore, in order to avoid negativity from regular customers, it is necessary to provide a service to this category of customers.

For the calculation, we will draw up a table with the initial data.

Table 10. Initial data for the calculation

Note. Source - own development

The annual economic effect of this event will be defined as the difference between the planned increase in turnover and the cost of maintaining computers, both those that are planned to be sold for the year, and those that have already been sold.

E g \u003d T - W \u003d 19500 - 3950 \u003d 15500 rubles.

Let's compile a summary table of the effectiveness of the proposed measures.

Table 11. The effectiveness of the projected measures

Thus, as a result of calculations, the feasibility of introducing these measures has been proven.

 

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