Analysis of material flow management at the enterprise. Material management systems in production logistics. Materials management in production

Consider the mechanism of functioning of the "pulling" control system material flows For example.

Let's say the company has received an order for the manufacture of 10 units. products. The control system transfers this order to the assembly shop. The assembly shop requests 10 parts to fulfill the order, shop No. 1 orders ten blanks from the shop No. 2 in order to replenish the stock. In turn, workshop No. 2, having transferred 10 blanks, orders materials from the raw materials warehouse for the production of the same number of blanks, also with the aim of restoring the stock. Thus, the material flow is "drawn out" by each subsequent link. Let's open an example in the diagram (Fig. 1).

Fig. 1.

The advantages of the method are the creation of a self-regulating (within reasonable limits) system, while no support from the enterprise's computer information system is required - the card system can work without it.

However, this method is excellent for assembly line production and distribution with stable (predictable) demand. But in conditions of greater uncertainty and inaccuracy of forecasting ( different sources are called permissible no more than + 10% deviation from the calculated production rhythm), it begins to malfunction, since it is required to recalculate the sizes of batch cards, use additional labor, etc.

logistics management pulling

Conclusion

The organization of material flows and their management at the enterprise are inextricably linked and form a system. So, the movement of materials in the process of fulfilling the received orders is impossible without management, which is carried out by distributing material resources, planning economic ties, etc., and at the same time requires a certain organization: ensuring the rhythmic execution of supplies, choosing the optimal system for transporting materials, etc. P. In the process of organization, the unification of elementary streams is achieved and conditions are created for the effective functioning of the production logistics system... Material management provides constant control over the progress of production orders and exerts the necessary impact on the logistics system in order to keep its parameters within the specified limits in order to achieve the goals set for the enterprise.

There are several systems of materials management, one of them is the Kanban system. The basic principle of this system is to identify and eliminate bottlenecks or critical resources in the production process. The critical resources that affect the efficiency of the logistics system can be stocks of raw materials and supplies, the size of work in progress, manufacturing technology, personnel, etc.

Introduction

Chapter 1 Theoretical and methodological foundations of production logistics

1.1 The essence and basic concepts of production logistics

1.2 Analysis of the movement of material resources in the production process

Chapter 2 Analysis and assessment of the functioning of production logistics on the example of the Vladimir bakery №2

2.1 Feasibility study of the economic activity of the enterprise

2.2 Analysis of the movement of material flows in the production process

2.3 Evaluation of the effectiveness of the production logistics

Conclusion

Bibliography

Introduction

Regional use (consumption) and economy of raw materials, materials, fuel and energy are one of the most important conditions for the transition of the economy to an intensive path of development.

In modern business, the transit time of products through various logistics channels has significantly increased (over ninety percent of the time spent). Therefore, the role of a consistent logistic approach to material management has increased. It allows to significantly reduce all types of stocks of material resources by 35%, reduce production costs, and most fully satisfy consumers' demands in terms of product quality and service.

According to international quality standards, any enterprise is considered as an "object" with incoming flows (raw materials, materials ...), outgoing flows (products and services) and an internal system of processes. A process-oriented management structure, where the main place is occupied by the management of the processes of movement of resources and information - this is one of the basic principles of building a modern enterprise.

The costs of individual logistics operations are closely related: savings on transport costs can lead to a significant increase in costs caused by an increase in inventory, and poor coordination of the movement of material resources through production can lead to increased costs associated with equipment downtime. Therefore, it is necessary to integrate various functions of commodity circulation in the flow, establishing the optimal balance of interests of individual links in the supply chain.

production logistics movement resource

On this basis, it is possible to minimize the total costs and get such an overall result of activities that exceeds the sum of the individual effects.

Therefore, the purpose of this work is to develop a methodology for assessing the effectiveness of the functioning of production logistics. The following was chosen as the object of research: JSC Vladimirsky bakery №2.

The relevance of considering this topic is to consider the methodology for assessing the effectiveness of the functioning of the production logistics of the bakery, because baking of bakery products is always in demand and its production is the basis and the success of the bakery depends on how it is established and built, which in modern conditions is located in great competition with other businesses. Over time, the consumer for whom the products are manufactured, tastes and requirements for the products are changing, therefore, for successful work, the Vladimir bakery must contain flexible readjustable production systems in order to provide the consumer with the products that he needs now.

To achieve the goal of the study, it is necessary to solve the following tasks:

Consider the essence and basic concepts of industrial logistics;

Make a technical and economic analysis of the economic activity of the enterprise in question;

Assess the effectiveness of the functioning of production logistics at the enterprise;

The subject of the research is the factors influencing the efficiency of the production logistics functioning.

The work contains modern methods for assessing the efficiency of the production logistics of an enterprise. As part of the work, a number of practical proposals have been developed and proposed on how to improve the functioning of the enterprise's production logistics.

Chapter 1 Theoretical and methodological foundations of production logistics

1.1 The essence and basic concepts of production logistics

At the present stage of development, new conditions of production have emerged, which have gone beyond the traditional methods of its organization, restraining not only the development of production, but also transport, supply and sales structures. Changes in many ideas about the organization production process the company brought in logistics. The relevance of considering production logistics as a separate functional subsystem is that in recent years there has been a tendency to reduce the scope of mass and large-scale production. The use of universal equipment and flexible readjustable production systems is expanding. Manufacturers receive more and more orders for the production of small batches and even one-off items. At the same time, buyers are increasingly demanding to satisfy the need for the shortest possible speed (day, hour) with a high degree of guarantee. Another aspect of the relevance of industrial logistics is the organization of production within the framework of cooperation for the production of complex products. Manufacturing is one of the main areas of logistics, which is central to the company (2, p. 76).

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics. In other words, production logistics is the management of material and information flows on the way from the warehouse of material resources - a complex of various material elements that the enterprise has at its disposal to the warehouse of product readiness (12, p. 235).

As known, social production subdivided into tangible and intangible (Figure 1.1). Industrial logistics examines the processes taking place in the field of material production.

Fig.1.1 The structure of social production.

Production logistics can be defined as a science (theory, methodology) about the systemic rationalization of the management of the development processes of production systems (for example, a workplace, a site, a workshop, production as a set of workshops for the release of a specific product or the provision of specific services, an organization) in order to improve their organization ( efficiency) through synchronization, optimization and integration of flows in production systems. This is the science of rationalizing organizational management processes by identifying and eliminating intrasystem and intersystem conflicts that are transformed into mutually beneficial compromises of corporate cooperation used to increase the competitiveness of an organization (16, p. 106). the purpose of production logistics is to precisely synchronize the process and logistics operations in interconnected divisions.

The general tasks (functions) of production logistics include:

1. Planning and scheduling of production based on the forecast of needs for annual production and consumer orders;

2. Development of production schedules for workshops and other production units;

Development of schedules for the launch of production, agreed with the supply and sales services;

Establishment of standards for work in progress and control over their observance;

Operational production management and organization of production assignments;

Control over the quantity and quality of finished products;

Participation in the development and implementation of industrial innovations;

Control over the cost of production of finished products.

A characteristic feature of the objects of study in production logistics is their territorial compactness. In the literature, they are sometimes referred to as "basic objects of logistics".

Material services for the transportation of goods can be an object of both production logistics, in the case of using our own transport for the intra-production movement of goods, and transport, if public transport is used.

Logistics systems considered by production logistics are called intra-production logistics systems. These include: industrial enterprise; wholesale enterprise; having storage facilities; junction cargo station; a nodal seaport, etc. Intra-production logistic systems can be considered at the macro and micro levels. At the macro level, intra-production logistics systems act as elements of macrological systems. They set the rhythm of the work of these systems, they are the sources of material flows. The ability to adapt macrologistic systems to changes environment is largely determined by the ability of the intra-production logistic systems included in them to quickly change the qualitative and quantitative composition of the output material flow, i.e. assortment and quantity of products (2, p. 126).

High-quality flexibility of in-house logistics systems can be ensured through the availability of universal service personnel and flexible production.

Quantitative flexibility is also provided in a variety of ways. For example, in some enterprises in Japan, the main staff is no more than 20% of the maximum number of employees. The remaining 80% are temporary workers. Moreover, 50% of the number of temporary workers are women and pensioners. Thus, with a staff of 200 people, an enterprise can supply up to 1000 people to fulfill an order. The manpower reserve is supplemented by an adequate supply of equipment.

At the micro level, intra-production logistics systems are a number of subsystems that are in relationships and connections with each other, forming a certain integrity, unity. These subsystems: purchasing, warehouses, stocks, production services, transport, information, sales and personnel, provide the entry of material flow into the system, passage within it and exit from the system. In accordance with the concept of logistics, the construction of intra-production logistics systems should ensure the possibility of constant agreement and mutual adjustment of plans and actions of supply, production and sales links within the enterprise.

The logistics concept of organizing production includes the following basic provisions:

1. Refusal from surplus stocks;

2. Refusal of excessive time for performing basic and transport and storage operations;

Refusal to manufacture a series of parts for which there is no order from buyers;

4. Elimination of equipment downtime;

Obligatory elimination of marriage;

Elimination of irrational intra-plant transportation;

7. Transformation of suppliers from an opposing side into benevolent partners (1, p. 87).

In contrast to the logistics, the traditional concept of organizing production involves:

Never stop the main equipment and maintain, by all means, a high utilization rate;

2. Make products in as large batches as possible;

Have the largest possible supply of material resources just in case.

The content of the conceptual provisions indicates that the traditional concept of organizing production is most acceptable for the conditions of the "seller's market", while the logistic concept is for the conditions of the "buyer's market". When demand exceeds supply, it can be assumed with sufficient confidence that a batch of products manufactured taking into account market conditions will be sold. Therefore, the priority is given to the goal of maximum equipment utilization. Moreover, the larger the batch produced, the lower the unit cost of the product will be. The task of implementation is not in the foreground.

The situation changes with the arrival of the buyer's "dictate" to the market. The task of selling a production product in a competitive environment comes out on top. The volatility and unpredictability of market demand makes it impractical to create and maintain large stocks. At the same time, the production worker no longer has the right to miss a single order. Hence the need for flexible production facilities that can quickly respond to the production process as it emerges.

Reducing the cost in a competitive environment is achieved not by increasing the size of the produced lots and other extensive measures, but by the logistics organization, both of a separate production and of the entire commodity distribution system as a whole (5, p. 68).

1.2 Analysis of the movement of material resources in the production process

The movement of material resources in production at an enterprise is diverse and in intra-production logistics systems can be carried out in various ways, of which two main ones are distinguished, which are fundamentally different from each other.

The first option is called the "pushing system" and is a production organization system in which the objects of labor arriving at the production site are not ordered directly by this site from the previous technological link. The material flow is "pushed" to the recipient by a command arriving at the transmitting link from the central production control system (Figure 1.2).

Figure 1.2 A schematic diagram of a pushing material management system within an intra-production logistics system.

Pushing models of management, flows are characteristic of traditional methods of organizing production. The possibility of their application for the logistics organization of production appeared in connection with the massive distribution of computer technology. These systems, the first developments of which are attributed to the 6th year, made it possible to coordinate and promptly adjust the plans and actions of all divisions of the enterprise - supply, production and sales, taking into account constant changes in real time. Pushing systems capable of linking a complex production mechanism into a single whole with the help of microelectronics, nevertheless, have natural limits of their capabilities. The parameters of the material flow "pushed out" to the section are optimal to the extent that the control system is able to take into account and evaluate all the factors influencing the production situation in this section. However, the more factors for each of the numerous areas of the enterprise the control system must take into account, the more perfect and expensive its software, information and technical support should be (7, p. 45).

The second option is based on a fundamentally different method of material flow management. It is called a "pulling system" and is a production organization system in which parts and semi-finished products are fed to the next technological operation from the previous one as needed. Here, the central control system does not interfere with the exchange of material flows between different parts of the enterprise, does not set current production targets for them. The production program of a separate technological link is determined by the size of the order of the next link. The central control system sets the task only for the final link of the production technological chain. In order to understand the mechanism of functioning of the pulling system, consider an example (Figure 1.3).

Figure 1.3 Pulling material flow management system within the intra-production logistics system.

Let's say an enterprise has received an order for the manufacture of 10 product units. The control system will transfer this order to the assembly shop. The assembly shop, to fulfill the order, requests 10 parts from shop # 1. Having transferred 10 parts from its stock, shop # 1, in order to replenish the stock, orders 9 blanks from shop # 2. In turn, shop №2, having transferred 10 blanks, orders materials from the raw materials warehouse for the production of the transferred quantity, also with the aim of restoring the stock. Thus, the material flow is "drawn out" by each successive link. Moreover, the personnel of a separate workshop are able to take into account much more specific factors that determine the size of the optimal order than the central control system could do (7, p. 53).

In practice, various options for pushing and pulling systems have been implemented. Pushing systems are known as "MRP systems". They are characterized by a high level of control automation, which makes it possible to implement the following main functions:

Provide ongoing regulation and control of inventories;

2. In real time, coordinate and promptly adjust the plans and actions of various services of the enterprise - supply, production, sales.

In modern, developed versions of MCI systems, they also solve various forecasting problems. As a method for solving problems, it is widely used simulation modeling and other methods of operations research.

Pulling intra-production logistics systems include the Kanban system (translated from Japanese as a card), developed and for the first time in the world implemented by Toyota (Japan). The Kanban system does not require total computerization of production, however, it presupposes a high discipline of supplies, as well as high responsibility of personnel, since the centralized regulation of the intra-production logistics process is limited. The Kanban system can significantly reduce production inventories. For example, Toyota's stock of parts per car produced is $ 77, while at US auto firms this figure is about $ 500. The Kanban system also allows you to speed up the turnover. working capital, improve the quality of products (8, p. 37).

From the above, it can be distinguished that their economy depends on how the movement of material resources in production is coordinated. This can have a decisive effect on reducing production costs, production costs, and, consequently, increasing the profitability and profitability of the enterprise. The value of the cost of material resources is largely determined by the nature of the process of material consumption of production. The process of material consumption is influenced by the following factors:

1. Type of production, namely: mass, large-scale, medium-scale, small-scale and one-off;

The duration of the production cycle, which determines the amount of work in progress;

Nomenclature (assortment) of products or work performed, i.e. the degree of diversity of the program;

Manufacturing flexibility, i.e. the ability of production to quickly changeover for the release of new types of products;

The type of products or works in terms of their complexity, energy intensity, material consumption and science intensity;

8. The level of completeness of manufactured products;

9. The level of reliability of manufactured products, which determines the material consumption during their operation;

Characterization of technological processes in terms of their progressiveness, environmental friendliness, safety.

The listed factors predetermine the process of material resources management. So, for example, in mass or large-scale production, a very significant amount of material resources is consumed, but of a limited range, and in single or small-scale production, the volume of consumption is not large, but quite extensive in terms of the range. Moreover, these factors mainly form the sectoral features of material consumption, which are most pronounced in construction, the agro-industrial complex, in transport, in the service sector (15, p. 42).

Summing up, it can be noted that production logistics can be defined as a science (theory, methodology) about the systemic rationalization of the management of the development processes of production systems (for example, a workplace, a site, a workshop, production as a set of workshops for the release of a specific product or the provision of specific services to an organization) with the purpose of increasing their organization (efficiency) through the synchronization of the production process and logistics operations in interconnected divisions.

Considering the production process, we can say that the movement of material resources in production at enterprises is diverse and in intra-production logistics systems can be carried out in various ways, of which two main ones are distinguished, fundamentally different from each other. The first option is called "pushing system", the second option is based on a fundamentally different method of material flow control. It is called the "pulling system". And how well-coordinated the movement of material resources in production depends on their economy. This can have a decisive effect on reducing production costs, production costs, and, consequently, increasing the profitability and profitability of the enterprise.

Chapter 2 Analysis and assessment of the functioning of production logistics on the example of the Vladimir bakery №2

.1 Feasibility study of the economic activity of the enterprise

The bakery traces its history back to 1929, when a small bakery was put into operation for the production of rye and wheat bread. This plant, called "Khlebozavod No. 2", existed until the mid-80s. In the mid-80s, fundamental changes took place at Khlebozavod No. 2, a modern bakery with a capacity of 157 tons of bread per day was erected on the expanded territory, which, in addition to rye-wheat bread, began to produce bread from wheat flour (loaves and hearth bread) ... Most of the buildings of the old bakery were demolished at the same time. In the partially preserved old production building, in 1990, a donut production was established. During 1991-1993, a three-storey industrial building was erected with an adjacent six-storey utility building. All engineering communications (electricity, heating networks, water, sewerage, access roads) were connected to the building. Enterprise with a new legal status: "Joint-stock company open type "was commissioned on August 7, 1996. In June 1999, a technological line for the production of donuts with a capacity of 4 tons per day was put into operation.

In 2004, a lot of work was done to introduce new types of products, expand the range. The new Swedish ovens "Sveba" have mastered the production of white hearth bread, some types of loaves and small-piece products. Due to the commissioning of the Swiss line "Rondo-Doge", the assortment of small-piece bakery products has been expanded, new types of products from puff and yeast dough have been mastered and put into production - French puff, Fruit Fantasy roll. The sales of sliced ​​bread have increased dramatically (11, p. 73).

Further development of JSC "Vladimirsky Khlebokombinat No. 2" is associated, first of all, with capital investments in the renovation of equipment and an increase in the range of products, with an increase in their quality and presentation, while maintaining the volume of production of non-traditional bakery products.

In order to find out the general state of affairs at JSC "Vladimirsky bakery №2", in its production and technical, commercial, social, economic and financial spheres, it is necessary to analyze the main technical and economic indicators. This analysis includes: analysis of initial information, analysis of production and sales of product sales, analysis of the use of the production and technical base, analysis of labor, its productivity and payment, analysis of costs and financial results, generalized analysis data.

The analysis of the initial information is carried out in order to determine the general financial state of affairs in the enterprise. Accounting reports serve as sources of information for analysis.

Table 1

Initial data for the analysis of the main technical and economic indicators of JSC "Vladimirsky bakery №2" for 2009-2010.

Indicators			The difference in indicators between 2010 and 2009.	Growth rate of indicators, (times)
Profit (loss) before tax, RUB mln

Manufacturing and commercial activities enterprises are characterized by indicators:

Product release in kind;

2. commercial products;

Products sold.

Potentially, the production capabilities of an enterprise can be assessed using indicators of production capacity and the average annual cost of fixed assets. These data allow you to calculate such important technical and economic indicators as:

1. coefficient of utilization of production facilities;

2. production output per ruble of the cost of fixed assets.

The indicator of the average annual number of workers, the amount of funds allocated for wages, characterize the social sphere of the enterprise, and also allow you to calculate: capital-labor ratio, productivity, average monthly wages and the relationship between them. The results of the sale of products as a whole can be determined by calculation from the indicators of the total cost of marketable products, balance sheet profit.

The main purpose of the analysis of technical and economic indicators is a comprehensive assessment of all areas of the enterprise. Information for technicians economic analysis must be prepared in advance, tested and must meet the following requirements:

All technical and economic indicators were combined into a system, must correspond to one analyzed period;

All cost indicators must have the same dimension;

Indicators "Commodity products", "Sold products", "Total cost of commodity products", "Profit on balance" must be calculated in current prices;

If the indicator "Output in physical terms" is presented in natural units of measurement, then the indicator of "Production capacity" must have the same dimension and the same time period;

The products produced by the enterprise for the analyzed period, calculated in tons and other units, and presented in terms of output in kind, must be in the same volume and range, but calculated in rubles in the indicator "Commodity products";

If in the system of technical and economic indicators the number is presented for the year, then the indicator "Aimed at labor remuneration" should be annual;

The indicator "Average annual cost of fixed assets" should take into account periodically conducted revaluations (3, p. 173).

Analysis of production and sales of products is carried out in order to determine how the production and commercial activities are organized at the enterprise. For this, such indicators are calculated as: the average price of a unit of production, presented in physical terms; products sold (their sales volume) as a percentage of marketable products.

Table 2.

Indicators characterizing the production and sale (sale) of products at JSC "Vladimirsky bakery №2" for 2009 - 2010.

Indicators			Actual data to 2009 in%
Production output in kind, tons
Marketable products, thousand rubles
Products sold (sales volume), thousand rubles
Average price of a ton of manufactured products, thousand rubles
Products sold (sales volume) to commercial products, as a percentage

From the data in the table it follows that the production output in kind in 2010 amounted to 45,480 tons, which is 1.23 times more than in 2009. This is primarily due to the vigorous activity of the enterprise to expand its sales markets. Commercial products for the analyzed period increased by 1.27 times due to an increase in product output in physical terms due to an increase in prices for manufactured products.

Since the products manufactured by JSC "Vladimirskiy Khlebokombinat No. 2" do not have long term storage, then it is sold immediately and completely, so the marketable products are equal to those sold. Thus, for the period from 2009 to 2010, JSC "Vladimirsky bakery №2" managed to properly organize its production and commercial activities.

An analysis of the use of the production and technical base makes it possible to assess the extent to which the products received from each ruble of the value of fixed assets and their intended purpose for sale in the analyzed period were in demand by the consumer market.

For this, the following are calculated:

Production capacity utilization rate;

2. the average annual cost of fixed assets per unit of production capacity (specific and capital investments);

Per 1 ruble of the cost of fixed assets:

· Commercial products;

· Sold products (volume of their sales);

· Profit from the sale of products;

· Profit (loss) according to the balance sheet of the reporting period (17, p. 105).

Table 3.

Indicators characterizing the use of the production and technical base at JSC "Vladimirsky bakery №2" for 2009-2010.

Indicators			Actual data to 2009 in% (times)
Production capacity, tons
Production output in kind, tons
Coef. use of production capacity, times
Average annual cost of fixed assets, million rubles
Average annual cost of fixed assets per 1 ton of production capacity, thousand rubles
Marketable products, thousand rubles
Products sold (sales volume), thousand rubles
Profit before tax, RUB mln
Per 1 rub. cost of fixed assets, rubles: commercial products
Products sold (volume of their sales), thousand rubles
Profit from the sale of products, thousand rubles
Profit before tax, thousand rubles

During the analyzed period, the enterprise OJSC "Vladimirsky bakery №2" began to produce new types of products, as well as there were transformations associated with the reconstruction. In this regard, the production capacity of the enterprise increased by 1.29 times during the analyzed period. An indicator characterizing the production activity of an enterprise is commercial products per 1 ruble of the cost of fixed assets, this indicator increased by 1.27 times during the analyzed period, which indicates an increase in the use of the production and technical base for the production of commercial products. In the analyzed period, there is an increase in production assets by 1.27 times. This also shows an increase in market activity in the use of the production and technical base at the enterprise.

The analysis of labor and its payment is carried out in order to determine the efficiency of labor use (for this, labor productivity per worker is calculated), as well as the efficiency of spending money on labor remuneration for this, indicators are calculated per 1 ruble of labor compensation, such as:

1. commercial products;

2. products sold;

Profit (loss) before tax;

4. profit (loss) from the sale of products.

Table 4.

Indicators characterizing the position of labor, its productivity and remuneration at the enterprise OJSC "Vladimirsky bakery №2" for 2009-2010.

Indicators
Number of employees, people
Production output in kind, tons
Marketable products, thousand rubles
Profit from product sales, thousand rubles
Profit (loss) before tax, RUB mln
Per 1 employee: production output in kind, tons
Marketable products, thousand rubles
Products sold, thousand rubles
Profit from product sales, thousand rubles
Profit (loss) before taxation, thousand rubles
Aimed at wages, thousand rubles
Average monthly wage, thousand rubles
Per 1 ruble of wages, rubles: commercial products
Profit from product sales
Profit (loss) before tax

At JSC "Vladimirsky bakery №2" in the period from 2009 to 2010 the number increased by 1.14 times. This is due to the fact that the enterprise is expanding to produce new types of products. At the same time, the level of labor productivity at the enterprise increased by 1.07 times. This is indicated by the rate of production in physical terms per 1 worker. In value terms, this indicator increased by 66.7 thousand rubles, that is, 1.12 times. This is due to a significant increase in prices for manufactured products.

The analysis shows that the company effectively uses labor, in 2010, on average, 0.044 thousand rubles of profit was received for each worker, which is 10% more than in the same period last year. From 2009 to 2010, there has been an increase in the indicator of the efficiency of spending on labor remuneration in terms of marketable and sold products, as well as a positive result of using funds for labor remuneration. So for each ruble spent on wages, 0.35 rubles of profit was received from the sale of 0.05 rubles of profit before tax.

Table 5.

Scheme of costs and financial results in the analysis of the main technical and economic indicators for "Vladimirsky bakery No. 2" for 2009-2010.

According to table 5, it can be seen that the enterprise for 2010, both for the state and from the point of view of the enterprise itself, is profitable and profitable.

The general economic approach proceeds from the price that, taking into account effective demand and competition, the buyer of products is ready to pay and pays to the enterprise. Therefore, the indicator of proceeds from the sale of products (works, services) includes the amounts of obligatory payments to the budget (value added tax, excise taxes) (17, p. 118).

As a result, the gross income is compared with the full cost of marketable products, and results are obtained that include both the company's own profit and tax payments to the budget. For the general characteristics of the technical and economic indicators of the enterprise, the approach from the side of the entrepreneur is of primary interest, therefore, we summarize the indicators in Table 6 for this approach.

Table 6

Indicators characterizing the costs and financial results of economic activity of JSC "Vladimirsky bakery №2" for 2009-2010.

Indicators			Actual data by 2009 in% (times)
Products sold, thousand rubles
Full cost of marketable products, thousand rubles.
Costs per 1 ruble of products sold, thousand rubles
Profit from the sale of products, thousand rubles
Profit (loss) before tax (adjusted figure), thousand rubles
Profit (loss) from sales to profit before tax (adjusted indicator),%
Product profitability in general,%

In the analyzed period at the OJSC "Vladimirsky bakery №2", as follows from table 6, there is a tendency that the indicator of sold products exceeds the indicator of the total cost of marketable products (0.75-1.27) by 52%. In 2010, for each ruble invested, JSC Vladimirsky Khlebokombinat No. 2 made a profit, which, compared to 2009, decreased (20.1-26.3) by 6.2%, and based on the entire volume of costs (552 * 6 , 2) = 3.422 million rubles. Meanwhile, in general, the financial results of the activities of JSC "Vladimirsky bakery №2" in the analyzed period were expressed in an increase in profit before tax by 1.66 times.

2.2 Analysis of the movement of material flows in the production process

JSC "Vladimirsky Bakery No. 2" belongs to the enterprises Food Industry bakery area. The company is engaged in the production of bakery products and flour confectionery products to meet the needs of the population. This is facilitated by a number of works related to the acquisition, storage, processing of raw materials and the sale of finished products to consumers. The company independently plans its activities and determines the prospects based on the demand for manufactured products.

JSC "Vladimirsky bakery №2" is located in the zone of concentration of consumption, this is due to the fact that bakery and donut products are products of everyday demand. The bakery is equipped with modern equipment, the latest technologies, and has a powerful production base. The production process is continuous on a massive scale, i.e. production is characterized by the constancy of the structure of the labor process, at workplaces the same labor processes are repeated, associated with the manufacture of homogeneous products, the use of specialized equipment.

This type of production is characterized by a large volume of production, a limited range of products, a high degree of mechanization and automation, rhythm and flow of production, and the transformation of raw materials into products merges into a single indissoluble process.

Such an organization makes it possible to obtain production with a complete technological cycle - from the receipt of raw materials to the shipment of finished products.

The enterprise created one system quality assurance and control along the entire technological chain - from the quality of raw materials prepared for processing to the quality of finished products (11, p. 59).

Raw materials and semi-finished products at the enterprise are processed into finished products by their sequential transfer from one production site to another (Figure 2.1).

Designation:

Material flow movement;

feedback from the enterprise;

Information flow.

Figure 2.1 Scheme of movement of material flow at the enterprise.

A characteristic feature of productivity is the presence of a large number of transfer operations and intra-purpose movements of goods and materials in the main production. The main process of bakery production at the enterprise consists of the following stages: preparation for production, preparation of dough, preparation of dough, cutting and shaping of dough, layering of dough pieces, release of finished products. Such a process is considered to be in-line.

All raw materials in bakery are subdivided into basic and additional. Wheat and rye flour of various sorts, sugar are the main raw materials at the bakery. Among those used in this production, the following grades of flour should be noted, which are supplied from BHM: peeled rye, seeded rye, special, 1st grade, 2nd grade, premium. The baking properties of flour are very important, by which they mean the ability of flour to give bread and flour confectionery of one quality or another. Depending on the baking properties of flour, the parameters of the technological process are established, as well as the properties of the flour determine the importance of the dough, therefore, such an important economic indicator of the bakery's operation as the yield (6, p. 43). Additional raw materials at Vladimirsky Bakery No. 2 include water, yeast, salt, products made from fruits and berries, etc.

Analyzing the movement of material flow in the production process shown in Figure 2.1, we can say that it goes through many stages, starting from the central warehouse from which it moves to the storerooms (margarine, eggs, purified water, salt, sugar) of production No. 1 and flour with BHM warehouse in production number 2, with the help of automated and improvised devices. The senior recipe manager receives raw materials from the workshop storeroom of production No. 1, the supply of raw materials to the workshop is carried out in accordance with the working recipes. In the starter shop, they begin to prepare the starter culture for the manufactured products, after which the mixture is transferred to the kneading shop (production 2), where it begins to mix with flour, which is supplied from the BHC warehouse. After passing this stage, the finished dough is fed to the baking workshop, where the entire material flow takes the form of finished products (production 3). In the starting shop, the products are cooled, packaged and the finished products are shipped to the end consumer (distribution center-expedition). Information about the needs of the population for products goes to the sales department, where it is formed how much bakery products need to be made. Thus, the movement of the material flow at the enterprise takes place according to the pulling system, where the baking shop receives an order for the manufacture of products, it submits a request for the need for dough. The dough-mixing shop asks about the need for flour and starter components for the production of dough. (2, p. 105).

.3 Evaluation of the efficiency of the production logistics

The production of bakery products requires a large amount of raw materials and a variety of equipment. On the flow-mechanized lines created at present, a lot of bakery products are produced, which makes it possible to consider the bakery production at this bakery to be mechanized and automated. The introduction of mechanized production lines and recipe-mixing complexes in the bakery shop makes it possible to increase production efficiency, increase labor productivity, mechanize labor-intensive processes, reduce the loss of valuable raw materials, and significantly improve quality. But at the same time, the efficiency of the production logistics is not in the best place.

Let's consider a diagram of the technological process of preparation of grain products at the enterprise, Figure 2.2. The diagram will allow identifying those places in production where disruptions in the movement of material flow most often occur, which subsequently lead to significant costs. After considering these shortcomings, recommendations will be developed to reduce disruptions in the movement of material flow or to eliminate them.

Preparation of raw materials for production

Fig. 2.2 Scheme of the technological process of preparing bread products at the enterprise.

From the diagram in Figure 2.2, we will consider those places in the production process in which disruptions in the movement of the material flow may occur.

Consider the stage of the production process - dosage by weight. At this stage, failures may occur due to the fact that the dosage of components for the preparation of bakery products is not always clearly controlled in the production process, since not only the quality, but also the cost of the products depends on the dosage of the components. At this stage, there is either an overexpenditure of raw materials, or a decrease. On the one hand, overexpenditure of raw materials leads to a rapid decrease in components, to monetary costs associated with the additional purchase of raw materials. On the other hand, if the components are not fully mixed, then this affects the quality of bakery products, which leads to a decrease in demand for it and the loss of customers.

The stage of the production process is dividing the dough into pieces. At this stage, the weight of the pieces of dough intended for baking bread is poorly maintained, which then leads to non-compliance with GOST, which means that everything goes to waste and further processing, which leads to high costs. Due to such disruptions in the movement of material flow in production, you have to start the entire technological cycle With initial stage production.

In the dough and baking stages, there is a problem associated with outdated equipment of forming machines and dough mixing machines. Forming machines are not equipped with an automatic loaf mold lubricator. This leads to the fact that workers have to manually lubricate the molds, which takes a lot of time, the quality of the lubrication is not always good, which subsequently leads to the difficulty of getting the loaves out of the molds, while again it takes a lot of time to remove them.

As a result, this leads to inefficient production and costs associated with equipment downtime and wages staff.

Dough mixing machines also affect the production process, since the dough supplied for baking depends on them. Old machines do not always knead the dough well, or vice versa, it turns out to be liquid. Because of this, it cannot be transferred further into production. All these reasons lead to a slowdown in the movement of the material flow in production or its stoppage.

The enterprise has a problem with the volume of production, since it is not always focused on the needs of the end customer. Let's consider how the volume that needs to be produced by the enterprise is formed (Figure 2.3).

Information flow

Fig.2.3 Formation of the volume of production.

Figure 2.3 shows how the volume of production is formed: the consumer makes applications for products that go to the sales service, this service collects all applications and transfers them to the production service. It is already being formed there how much production needs to be produced. But it is not always possible to foresee all the circumstances (increase, decline in demand, equipment breakdowns, non-fulfillment of contracts for the shipment of products). Because of this, there are cases when orders exceed the amount of finished products in stock. As a result, customers have to refuse products, thereby leaving the end consumer unsatisfied. Thus, the company loses customers, which leads to lost profits. Or vice versa, when the volume of production exceeds the order and the leftovers of finished products remain in the warehouse, and since they are perishable, then all the leftovers go to processing, which again leads to lost profits and processing costs.

Consider now the problem with stocks. For the bakery, it is required to constantly maintain a reserve of material reserves of raw materials - flour, yeast, sugar, salt and others, since the manufactured products are essential goods. Therefore, the relevance of the problem of optimizing the material stocks of an enterprise and their effective management is due to the fact that the state of stocks has a decisive influence on the competitiveness of the enterprise, its financial condition and financial results (14, p. 72). It is impossible to ensure a high level of product quality and the reliability of its supply to consumers without creating an optimal amount of stocks of raw materials, materials, semi-finished products and other resources necessary for the continuous and rhythmic functioning of the production process. Underestimated inventories of material resources can lead to losses associated with downtime, unmet demand and, consequently, loss of profits, as well as loss of potential buyers of products (18). On the other hand, the accumulation of surplus stocks binds the working capital of the enterprise, reducing the possibility of its profitable alternative use and slowing down its turnover, which is reflected in the value of the total production costs and the financial results of the enterprise. The economic damage is caused by both the significant availability of reserves and their insufficient quantities.

Summing up the results of the enterprise, we can say that the production in volume terms in 2010 amounted to 45,480 tons, which is 1.23 times more than in 2009. This is due, first of all, to the vigorous activity of the enterprise to expand sales markets. Commercial products for the analyzed period increased by 1.27 times due to an increase in product output in physical terms and due to an increase in prices for manufactured products. Thus, for the period from 2009 to 2010, JSC "Vladimirsky Khlebokombinat No. 2" managed to properly organize its production and commercial activities. Also during this period, the enterprise began to produce new types of products, there were transformations associated with reconstruction. In this regard, the production capacity at the enterprise increased by 1.29 times during the analyzed period. An indicator characterizing the production activity of an enterprise is commercial products per 1 ruble of the cost of fixed assets, this indicator increased by 1.27 times during the analyzed period, which indicates an increase in the use of the production and technical base for the production of commercial products. The number of employees at JSC "Vladimirsky bakery №2" in the period from 2009 to 2010 increased by 1.14 times. This is due to the fact that the enterprise is expanding to release new types of products. At the same time, the level of labor productivity at the enterprise increased by 1.07 times. The enterprise uses labor efficiently, in 2010, on average, 0.044 thousand rubles of profit was received for each worker, which is 10% more than in the same period last year.

Analyzing the movement of material flow in the production process, we can say that it goes through many stages, starting from the central warehouse and ending with storerooms. This process takes place with the help of automated and improvised devices.

Considering the production logistics of the enterprise, it is clear that it is not perfect due to the fact that the dosage of components for the preparation of bakery products is not always clearly controlled in the production process, the volume of production is not effectively oriented to the needs of the end customer, and outdated equipment is also used in production. There is a problem with the availability of an optimal stock of raw materials in warehouses.

Chapter 3. Development of recommendations to reduce the cost of material flow in production

After analyzing the efficiency of the functioning of production logistics at JSC Vladimirsky Khlebokombinat No. 2, shortcomings were identified that arise due to the fact that the dosage of components for the preparation of bakery products is not always clearly controlled in the production process, the volume of production is not effectively oriented to the needs of the final the buyer, the use of obsolete equipment in production. There is a problem with the availability of an optimal stock of raw materials in warehouses. This leads to high costs, so it is necessary to develop recommendations to reduce the cost of material flow in production.

For a clear control of the dosage of components in the preparation of bakery products, it is necessary to provide the enterprise with a high-quality measuring device. With the development of mechanization and automation of production processes in all areas of industry, automation in weighing is being improved. Existing equipment and accounting require weighing materials with great accuracy, from milligrams to hundreds of tons. In this case, in most cases, a high weighing speed and documentary registration are required (4, p. 62).

The solution to the problem of improving the control of the dosage of components for the preparation of bakery products at the enterprise and an important means of quality assurance is the installation of measuring equipment of the Esson brand, which is being introduced into production and allows you to track the correct dosage and the appropriate quality of the prepared mixture for the dough, control the weight of the pieces that will be moved for baking (4 p. 72).

Let's make the calculation. The initial data for calculating the effectiveness of the introduction of new equipment are presented in Table 7.

Table 7.

Initial data for calculating the effectiveness of the introduction of new equipment.

Indicators	The value of indicators
Price of new equipment (thousand rubles)
Wear of a new car (20%)
	136440-122=136318
Income tax (thousand rubles)	136318*0,35=47711
	136318-47711=88606,7
Net cash flow for the year	88606,7+136318=224924,7

∆S M = (M b - M pr) * N pr, where (1)

∆S M = (11-8) * 45480 = 136440 rubles.

E f = ∆S + (∆H a + ∆P pr), where (2)

Thus, we get:

E f = 136440- (122 + 47711) = 88607 rubles.

payback period:

T ok = R new. equip. / R real. prod., where (3)

T ok = 700000/663100 = 1.1 years

It can be seen from the calculations that the replacement of the old control and measuring equipment with a new one, since the efficiency of replacing the equipment will be 88607 rubles, with a payback period of 1.1 years. This will give a more accurate control of the dosage of components, which leads to savings in material resources and money.

Vladimirsky Bakery No. 2 is actively modernizing its production equipment. New Swedish ovens "Sveba" were put into operation, with the help of them the production of white hearth bread, some types of loaves and small-piece products was mastered. Due to the commissioning of the Swiss line "Rondo-Doge", the range of small-piece bakery products has been expanded. This versatile equipment allows in the shortest possible time to readjust production to the range of products that are now in demand among the consumer (11, p. 57). you also need to pay attention to outdated equipment, which is also used in the main production, these are dough mixers and forming machines. Without modernization of this equipment, the enterprise will suffer losses associated with equipment downtime. Therefore, it is necessary in the near future, at least partially, to replace this equipment, which will subsequently lead to an improvement in product quality, a reduction in rejects, and a decrease in the time spent by workers.

Let's make the calculation. The initial data for calculating the effectiveness of the introduction of a new molding machine are presented in table 8.

Table 8.

Initial data for calculating the effectiveness of the introduction of a new molding machine

Indicators	The value of indicators
Old equipment price, per this moment(thousand roubles.)
Annual cash savings (thousand rubles)
Wear of a new car (20%)	4000000*0,2=800000
Depreciation of the old car (from the residual value)
Additional depreciation (thousand rubles)
Income before tax (thousand rubles)	227400-776000=-548600
Income tax (thousand rubles)
Additional income after tax (thousand rubles)
Net cash flow for the year

reduction in material costs:

M b, M pr - the cost of materials per accounting unit of production for the basic and projected options;

N pr - the volume of products according to the design option (8, p. 158).

∆S M = (11-6) * 45480 = 227400 rubles.

equipment replacement efficiency:

E f = ∆S + (∆H a + ∆P pr), where

∆S - savings on current costs;

∆Н а - additional expenses for amortization;

∆П pr - additional expenses for the payment of tax.

Thus, we get: E f = 227400-77600 = - 548600 rubles. Since the efficiency from the introduction of the new molding machine is currently negative, it is not profitable to modernize this equipment in the near future.

Let's carry out the calculation, the initial data for calculating the effectiveness of the introduction of a new dough mixer are presented in table 9.

Table 9.

Initial data for calculating the efficiency of a new dough mixer.

Indicators	The value of indicators
Price of a new molding machine (million rubles)
Current price of old equipment (thousand rubles)
Annual cash savings (thousand rubles)
Wear of a new car (20%)	1500000*0,2=300000
Depreciation of the old car (from the residual value)
Additional depreciation (thousand rubles)	300000-14000=286
Income before tax (thousand rubles)	420700-286000=134700
Income tax (thousand rubles)	134700*0,35=47145
Additional income after tax (thousand rubles)	134700-47145=87555
Net cash flow for the year	87555+134700=222255

reduction in material costs:

∆S M = (M b - M pr) * N pr, where

M b, M pr - the cost of materials per accounting unit of production for the basic and projected options;

N pr - the volume of products according to the design option (8, p. 158).

∆S M = (11-4) * 60100 = 420700 rubles.

equipment replacement efficiency:

E f = ∆S + (∆H a + ∆P pr), where

∆S - savings on current costs;

∆Н а - additional expenses for amortization;

∆П pr - additional expenses for the payment of tax.

Thus, we get: E f = 420700- (286000 + 47145) = 87555 rubles.

payback period:

T ok = R new. equip. / R real. prod., where

R new. equip. - the price of new equipment;

R real. prod. - products sold in the observed year.

T ok = 1500000/663100 = 2.3 years

operating costs of basic equipment.

The calculation of operating costs must be calculated taking into account the wages of maintenance personnel, depreciation deductions, energy consumption and the cost of equipment maintenance. Let's calculate the operating costs for the base case using the formula:

E b = Z o + Z r. O. + З e, where (4)

E b - operating costs for the base case;

З about - the cost of wages to employees;

Z r. O. - equipment repair costs;

З e - electricity costs.

Wages of employees, taking into account the fact that the system is served by four people for 8 hours a day.

З main = З п + 26%, where (5)

З п - wages.

Z p = 12000 rubles. * 12 months = 144,000 rubles.

General payroll:

З main = 144000 + 26% = 181440 rubles. - one employee.
= 1464.7 rubles, since there are four dough mixing devices, then Z e = 1464.7 * 4 = 5858.8 rubles.

Thus, we get the operating costs for the basic equipment (dough mixers):

E b = 725760 + 14000 + 5858.8 = 745618.8 rubles.

operating costs for the equipment being introduced. Let's calculate the operating costs for the base case using the formula:

E b = Z o + Z r. O. + Z e

The wages of employees are calculated taking into account that the system is served by two people for 8 hours a day.

The annual payroll of one employee is calculated by the formula:

З main = З п + 26%

Let's find the wages of employees:

З п = 10,000 rubles. * 12 months = RUB 120,000

General payroll:

З main = 120,000 + 26% = 151,200 rubles. - one employee.

For three workers:

З main = 151200 * 2 = 302400 rubles.

Costs for all types of equipment repairs З р. O. rub. calculated by the formula:

We get: З r. O. = (20 * 1,500,000) / 100 = 300,000 rubles.

Electricity costs Z e, rub. calculated by the formula:

We get:

Z e = (7.5 * 9560 * 1 * 1 * 1.9 * 2) / 100 = 2,724.6 rubles, since there are two dough mixing devices, then Z e = 2,724.6 * 2 = 5,449.2 rubles.

Thus, we obtain operating costs for the equipment being introduced (kneading machines):

E b = 302400 + 300000 + 5449.2 = 607849.2 rubles.

Summing up, we can say that the introduction of molding machines is not profitable at the moment, and replacing the kneading machines will bring an efficiency of 87,555 rubles. with a payback period of 2.3 years. At the same time, the operating costs of the new equipment will amount to 607,849.2 rubles, and the basic one - 745,618.8 rubles. in year.

Another disadvantage that leads to high costs in the enterprise is that the volume of products is not effectively oriented to the needs of the end customer. The production volumes are formed on the basis of consumer orders, which are collected by the sales department of the enterprise and discussed by the management at scheduled meetings (Figure 2.3). And since bread on different days can be consumed in different ways and the demand is difficult to predict, it happens that there is a surplus or shortage of products in the warehouse.

To reduce the costs associated with this problem, it is necessary to introduce the well-known KANBAN or ORT systems. The ORT system belongs to the class of micro-logistic systems that integrate the supply and production processes. The basic principle of this system is to identify the so-called "bottlenecks" in the production process. The bottlenecks can be stocks of material resources, work in progress, finished products, technological processes, production facilities, and others (19). In the ORT system, automated operational production planning and dispatching is carried out. Computer calculation of production schedules is performed per shift, day, week, etc. The task of controlling the shipment of stocks of finished products to consumers, searching for alternative resources, issuing recommendations for full replacements in case of necessary material resources is also being solved. When forming the production schedule, the following criteria are used: the degree of satisfaction of the production demand for resources; resource efficiency; funds immobilized in work in progress; flexibility (10, p. 48).

Implementation operational planning and regulation of production in the ORT system is carried out using software, built on a modular basis. To form a production schedule from the ORT database, files of orders, technological maps, resources, sales forecasts, etc. are used. These files of materials and components are processed in parallel with the data of files of technological maps, as a result of which a technological route is formed, which is processed using a software module, identifying critical resources. As a result, it becomes possible to assess the intensity of resource use and the degree of their load, and to arrange them accordingly. At this stage, the technological route forks. The critical resource branch includes all bottlenecks and the subsequent associated logistics activities. After finding and correcting errors, the process is repeated.

In the process of materials management, the user can receive the following output parameters. "Production schedule", "Demand for material resources", "Daily report of the workshop (department) foreman", "Schedule of delivery of material resources to workplaces", "Report on the production of ordered products", "State of stock" and a number of others. Effect ORT system from a logistic point of view is to reduce production and transport costs, reduce stocks of work in progress, shorten the production cycle time, reduce the need for warehouse and production space, increase the rhythm of shipment of finished products to consumers.

"Pulling" micrologistic systems of the "KANBAN" type, eliminating excess stocks, can work effectively only with relatively short production cycles, accurate forecasting of demand and some other production and technological conditions (15, p. 104).

Consider the existing problem associated with the availability of an optimal stock of raw materials in the warehouses of the enterprise. One of the important factors in increasing the efficiency of entrepreneurial activity is the effective management of inventories. We count optimal size order by minimization criterion total costs for storage of stock and repetition of the order is calculated using the Wilsan formula:

ORT =, where

ORZ - the optimal order size; A is the cost of supplying a unit of the ordered product, rubles; S - the need for the ordered product per year, kg; i is the cost of storing a unit of the ordered product, rubles. / kg.

The cost of staging a unit of the ordered product. Total costs for one delivery of raw materials:

1. Organizational and administrative expenses = RUB 650,000;

2. Transportation costs = 18,000 rubles;

3. The cost of processing goods in the warehouse = 11500 rubles.

Let's find the total costs of inventory management for 1 delivery:

Expenses = 650,000 + 18,000 + 11,500 = 679,500 rubles.

A batch of raw materials is ordered twice a week, five positions of 2000 kg. Therefore, the cost of the cost of supplying one item of the order: A = 679500 / (5 * 2000) = 68 rubles. The parameter S is known on the basis of contracts concluded for the year and the level of sales for 2010, therefore S = 960,000 kg. The storage costs for one unit of the ordered product are calculated using the following data:

Delivery for the whole week: 5 items * 4000 kg = 20,000 kg;

2. Average level of stock balances: 20 kg; total 20,020 kg;

Warehouse staff salary per week: 4 * 3500 = 14000 rubles;

Warehouse costs and utility costs per week: 120,500 rubles.

Warehousing costs for 1 unit of goods are:

i = (14000 + 120500) / 20020 = 6.7 rubles. / unit

using the formula for the optimal order size, we get:

ARI = = 4414 kg

The procedure for calculating all parameters of the inventory management system with a fixed order size is given in table 10 (4, p. 153).

Table 10.

The procedure for calculating the parameters of the inventory management system and a fixed order size

	Indicators	Calculation procedure
	Requirement, kg
	Optimal order size, kg
	Delivery time, days
	Possibility of delivery delay, days
	Expected daily intake, kg / day	(1p.) / Qty. slave. days = 960000/365 = 2630
	Expenditure period, days	(2p.) / (5p.) = 4414/2630 = 2
	Expected consumption during delivery, kg	(3p.) * (5p.) = 2 * 2630 = 5260
	Material consumption during delivery, kg	((3p.) + (4p.)) * (5p.) = (2 + 1) * 2630 = 7890
	Safety stock, kg	(8p.) - (7p.) = 7890-5260 = 2630
	Maximum desired stock, kg	(9p.) + (2p.) = 2630 + 4414 = 7044

To accurately control the dosage of components for the preparation of bakery products, introduce automated control systems that will track the correct dosage and the appropriate quality of the prepared mixture for the dough, control the weight of the pieces that will be moved for baking. It was obtained from the calculations that the replacement of the old control and measuring equipment with a new one is justified, since the efficiency of equipment replacement will be 88607 rubles, with a payback period of 1.1 years;

In the near future, outdated equipment - molding machines and dough mixing devices - will be replaced in production, which will lead to a decrease in the labor intensity of the baking process, downtime of this and other equipment, and rejects. It can be seen from the calculations that the efficiency from the introduction of a new molding machine is currently negative (-548600 rubles), therefore, it is not profitable to modernize this equipment in the near future, and replacing the dough mixing apparatus will bring efficiency to 87555 rubles. with a payback period of 2.3 years. At the same time, the operating costs of the new equipment will amount to 607,849.2 rubles, and the basic one - 745,618.8 rubles. in year;

2. In order to effectively orient the production volumes to the needs of the end customer, you can use the well-known KANBAN or ORT systems;

The existing problem associated with the availability of an optimal stock of raw materials in the company's warehouses can be solved if the optimal order size is known. Based on the calculations, the optimal order size will be 4414 kg, with a delivery time of 2 times.

Conclusion

In the process of performing the work, in accordance with its purpose, information was collected and systematized on the theoretical basis and methods for assessing the effective functioning of production logistics, based on the collected material. Were considered and proposed estimates that determine the efficiency of the functioning of production logistics on the example of "Vladimirsky bakery №2".

Within the framework of the work, the tasks set at the beginning of the study were solved, i.e.:

Consider the essence and basic concepts of industrial logistics;

2. Make a technical and economic analysis of the economic activity of the enterprise in question;

Analyze the movement of material flows in the production process;

Assess the effectiveness of the functioning of production logistics at the enterprise;

Production logistics is a science (theory, methodology) about the systemic rationalization of the management of the development processes of production systems in order to increase their organization (efficiency) by means of synchronization, optimization and integration of flows of production systems.

Analyzing the production process, we can say that the movement of material resources in production at enterprises is diverse and in intra-production logistics systems can be carried out in various ways, of which two main ones are distinguished, fundamentally different from each other. The first option is called "pushing system", the second option is based on a fundamentally different method of material flow control. It is called the "pulling system".

When considering a specific enterprise OJSC "Vladimirsky bakery №2" and its production logistics, we can say that the production in volume terms in 2010 amounted to 45,480 tons, which is 1.23 times more than in 2009. This is due, first of all, to the vigorous activity of the enterprise to expand sales markets. Commercial products for the analyzed period increased by 1.2 times due to an increase in production in physical terms and due to an increase in prices for manufactured products. Thus, for the period from 2009 to 2010, JSC "Vladimirsky Khlebokombinat No. 2" managed to properly organize its production and commercial activities. Also, during this period, the enterprise began to produce new types of products, there were transformations associated with reconstruction, in connection with this, the production capacity at the bakery increased by 1.29 times during the analyzed period. An indicator characterizing the production activity of an enterprise is marketable products per 1 ruble of the cost of fixed assets. This indicator in the analyzed period increased by 1.27 times, which indicates an increase in the use of the production and technical base for the production of marketable products. Analyzing the movement of the material flow in the production process, we can say that it goes through many stages, starting from the central warehouse, from which it moves to the storerooms with the help of automated and improvised devices.

Considering the production logistics of the enterprise, it is clear that it is not perfect due to the fact that the dosage of components for the preparation of bakery products is not always clearly controlled in the production process, the volume of production is not effectively oriented with the stocks of the final buyer. The use of outdated equipment in production, there is a problem with the availability of an optimal stock of raw materials in warehouses. To reduce the cost of movement of material flow in production, it is necessary:

To accurately control the dosage of components for the preparation of bakery products, introduce automated control systems that will track the correct dosage and the appropriate quality of the prepared mixture for the dough, control the weight of the pieces that will be moved for baking. It was obtained from the calculations that the replacement of the old control and measuring equipment with a new one is justified, since the efficiency of the equipment replacement will be 88607 rubles, with a payback period of 1.1 years;

2. In the near future, in production to replace outdated equipment - forming machines and dough mixing devices, which will lead to a decrease in the labor intensity of the baking process, downtime of this and other equipment, and rejects. It can be seen from the calculations that the efficiency from the introduction of the new molding machine is currently negative (-548600 rubles), therefore, it is not profitable to modernize this equipment in the near future, and the replacement of the dough mixing apparatus will bring an efficiency of 87,555 rubles. with a payback period of 2.3 years. At the same time, the operating costs of the new equipment will amount to 607,849.2 rubles, and the basic one - 745,618.8 rubles. in year;

In order to effectively orient the production volumes to the needs of the end customer, you can use the well-known KANBAN or ORT systems;

The existing problem associated with the availability of an optimal stock of raw materials in the company's warehouses can be solved if the optimal order size is known. Based on the calculations, the optimal order size will be 4414 kg, with a delivery time of 2 days.

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Sterligova A.N. Procedures for the optimal distribution of stocks in supply chains // Logistics today №4 - 2009

Chudakov A.D. Logistics: A Textbook. M .: Publishing house RDL, 2004

Http://www.archive-online.ru/catalog/logistpro

Http://www.glossary.ru

Http://www.logistpro.ru/div/5

Similar works to - Analysis of the functioning of production logistics on the example of the Vladimir bakery № 2

The main production of RUE "BelAZ" includes the following shops and warehouses: 060 - Main conveyor shop; 110 - Hydraulic transmission shop; 090 - Workshop of hydraulic units; 130 - Workshop for assembly and testing of automotive equipment; 070 - Thermal shop; 100 - Mechanical assembly shop 1; 010 - Welding and procurement shop 1; 050 - Welding shop; 040 - Automatic shop; 170 - Frame and body shop; 150 - Programming machine tool shop; 120 - Mechanical assembly shop 2; 135 - Workshop of electromechanical transmissions; 030 - Press shop; 260 - Experimental shop; 140 - Installation and maintenance workshop; 065 - Site for assembling wheels for cars with a carrying capacity of 30.40 tons, as well as special equipment of modifications 74211, 7822, 7823, 7921, 7924.

The auxiliary production includes the following shops: 210 - Mechanical repair shop; 220 - Repair and power shop; 180 - Shop of goods popular consumption; 200 - Tool shop; 080 - Shop for mechanization of machine tool production.

Table 4 provides a description of material flows between the production units of the plant.

Table 4

The movement of material flows between divisions

	Characteristic
	Carries out cutting of pipes, circles, hexagons, wires. Manufactures pipelines, pipes, tips, nozzles, oil lines, springs, fittings, elbows, flanges, rods, fuel lines and other products. The manufactured products (blanks) are sent to the thermal shop 070 and to other shops of the main production.
	Carries out cutting of a sheet up to 6 ml. and manufactures the following parts and assemblies: hoods, cab, brackets, steps, tanks and other products. For certain products, the completing of other workshops is carried out through the thermal workshop 070 and directly. Parts in smaller volumes can be returned from shop 070 for further processing. The shop has a painting complex for painting products of its own production and products of other workshops, passing along the dimensions of the painting line for the manufacture of cars with a carrying capacity of 30 tons, 40 tons, consumer goods and small units of heavy vehicles.
	Manufactures hoses, hardware, ferrules, bushings, tees, various accessories and other products. The products of the workshop can be processed according to the technology in the thermal workshop 070 and returned back for further processing. Metal is received from the metal warehouse, other parts from shops 010, 030,050.
	It manufactures frames, platforms for vehicles with a carrying capacity of 30 t, 40 t, special equipment based on the chassis of 30.40 ton vehicles, a trailer for a MAZ car. Carries out cutting of heavy sheet metal. Metal is obtained from a metal warehouse, brackets from 100 and 120 workshops. The technology involves the transfer of products to workshops 100,120 and receiving them back for further processing. Supplies blanks for sheet metal parts for other workshops.
	An assembly shop for the production of vehicles with a carrying capacity of 30.40 tons and special equipment based on their chassis, as well as bulldozers and loaders. Part technological equipment includes a painting station, where large-sized units (frame, bridge, boxes, etc.) are painted, which are sent to the assembly. They produce a small amount of parts for spare parts. Received painted parts for the assembly line from shop 030. There is a section for the complete assembly of cabins, radiators, a saddle section, a section for finishing and delivery of cars.
	The purpose of this section is as follows. UWC receives so-called kits from suppliers. It dismantles, the received components are transferred to different workshops. Parts included in the spare parts and accessories remain at the UWC warehouse, from where they are delivered to the vehicle upon shipment. There is a wheel assembly area for cars with a carrying capacity of 30, 40 tons, 74211, 7822, 7823, 7921, 7924.
	Thermal and galvanic treatment workshop. Technological equipment is located in different buildings. The workshop processes gears, shafts, body parts and other parts.
	Manufactures the following products: pullers, technological devices, garage equipment, products for Agriculture... The workshop is technologically oriented. In the workshop, parts of the main production are processed, where, according to the manufacturing technology, boring operations are required.
	Manufactures waterworks, suspensions, cranes, steering mechanisms, pumps and other products. The shop includes a galvanic section for chrome plating of parts used for the assembly of hydraulic units. The presence of the site is explained by a decrease in transportation costs for transportation. Parts are received from 010, 030, 040, 150, 170 shops and a casting warehouse, warehouses of component parts. Finished parts are transferred to shops 060, 130 through painting complexes 030,170 shops. The same parts can be produced for vehicles of different carrying capacity. The produced spare parts are transferred to the 270th workshop for the conservation area.
	Manufactures rear and front axles, gears for the workshops of the plant, which are processed on gear shaping and hobbing equipment. Parts are transferred for thermal and galvanic treatment to shop 070, brake cylinders to shop 130. Parts are obtained from shop 010 (circle, pipe), shop 030,170 (sheet), castings, forgings from the 040 casting warehouse (fingers, pins, etc.) through the technological operations of phosphotizing, hardening in shop 070. Get stampings, bearings, rubber products.
	It manufactures hydromechanical transmissions of various modifications for vehicles with a carrying capacity of 30.40 tons, as well as special equipment 74211,7921,7822, 7823 and their modifications, assembled in shop 060 and in cooperation. All body parts, shafts and gears used for the assembly of hydromechanical transmissions are made. These parts are manufactured through thermal and galvanic treatment. Painting of manufactured parts is carried out in painting lines 060, 170 shops. Manufactured parts for spare parts undergo technological painting operations.
	It manufactures parts: wheel motor gearboxes (RMK), fans, power take-offs, steering cylinders, front wheel hubs, front beams for the production of heavy goods in the 130th workshop and other products. They make units for special equipment (loaders, bulldozers, heavy trucks, airfield tractors, slag trucks and other products). Manufactured parts can be processed in workshop 170. The technological equipment of the shop includes a painting station for painting small units and parts, as well as shop 010 parts. Large-sized parts are painted in workshop 170. The manufactured spare parts are handed over by the shop to the warehouse of the shop for the sale of spare parts, and those requiring painting after technological painting operations. As part of the technological equipment of the shop, there is an HDTV section.

Analysis of the existing order of material flow management led to the following conclusions:

a) The plan for the production of commercial products is formed for the year with a uniform breakdown by quarters. The need for the production of serial cars, special equipment on the chassis of serial cars, heavy machines and special equipment on their chassis is determined by the production dispatch department (PDU), planning and economic management with the participation of the marketing and sales department based on the sales forecast, planned targets for increasing production volumes of the Ministry of Automobile industry of the Republic of Belarus and the need to load production capacities (personnel of the enterprise). Priority in decision making when forming production program belongs to the remote control. The production plan is completed in November / December of the previous period. The generated production plan is approved by the general director and transferred to the logistics department to assess the annual demand for materials and components.

b) Quarterly planning of the production of marketable products is carried out according to the scheme of the formation of the annual plan, taking into account the fact of the fulfillment of the plan of the previous quarter. If the plan of the previous quarter is not fulfilled, the original quarterly plan is adjusted upward. The production plan formed by the specialists of the production and dispatch management on the 15-20th day of the month preceding the planned period is transmitted memo into management information systems(UIS).

c) Based on the quarterly production plan, the information systems department makes an automated calculation of the limits for materials and purchased products. As a result of the calculations, machinegrams are formed “The need for materials (components) to ensure the production program for the __ quarter of the __ shop”, which are transferred through the remote control for analysis to the production shops and the logistics department.

d) Detailed planning of the movement of parts, assembly units of own production in the context of the sender / recipient is carried out by UIS specialists on the basis of a quarterly production plan until the 8th of the planning period. As a result of the calculations, machine charts are formed, which are transferred to the shops of the main production and to the remote control. Detailed planning is done taking into account the balance and backlog in the shops of the main production. To reconcile the balances, during the month, the movement of parts and assemblies of our own production is verified and incorrect balances are corrected, which arise for reasons: assembly of incomplete cars, the presence of a bypass technology, the use of backlog of parts for which the preparation of production took place, etc.

e) The need for the implementation of dispatching functions arises due to the discrepancy between the planned and actual outputs of finished products. In this regard, an adjustment of the quarterly plan is required and operational management production within the next month. When changing the quarterly production plan, the remote control automatically calculates deviations and makes adjustments to previously formed plans and monthly manually develops production schedules for assembly and delivery of products for each working day for workshops 060 and 130, and according to the nomenclature that determines modifications, daily schedules for the production of parts, assembly units in the context of the shops of the main production. The developed schedules are brought to the shops, and the remote control monitors their implementation. Every day, shop superintendents report by telephone on the fulfillment of production schedules.

Thus, based on the analysis of existing problems, we can formulate the following common goals improving the material flow management system in production:

To organize a rhythmic, coordinated production and supply in the conditions of diversified, dynamically changing products with frequently changing plans for the release of finished products;

Reduce production costs by reducing the volume of work in progress, reducing stocks of materials, stocks of finished products, as well as creating a mechanism for operational control over costs;

Increase the turnover of funds and accountability to the consumer by reducing the production cycle of products and reducing the number of cases of failure to meet the delivery time of products;

Reduce losses from theft by improving the organization of storage of products in production and traceability of liability at all stages of the material flow;

To create a competitive production management system, taking into account progressive world practice and in accordance with international standards and methods.

Such goals can only be achieved by switching to a new methodology for planning and managing production, in particular, to the MRP-II standard. This standard is actively used at enterprises in Western Europe and America in the conditions of small-scale and single-piece production of complex products with a long production cycle. Based on a carefully prepared schedule for the release of finished products for conveyors, workshops, warehouses, synchronized schedules are formed for the operational production period (week / decade / month), during which these schedules are unchanged. During this period, schedules rigidly dictate three main types of orders:

Who, what, in what quantity and when should start manufacturing / purchasing, and when to finish manufacturing / purchasing - “production orders” and “purchase orders”,

Who, to whom, what, in what quantity and when must deliver (hand over) - “restocking orders”.

Based on the schedules (launch / release dates), the system generates shift-daily tasks for production sites and warehouses. Fulfillment of orders, write-off of costs and movement of inventory items are promptly recorded in the system. Operational accounting information is used in the formation of the next shift-daily tasks and the calculation of schedules for the next period.

Planning and scheduling for MRP-II is based on complete and reliable information about production cycles - the time of technological operations and time for the purchase of materials, as well as on operational accounting information on the state of stocks and write-offs material costs... At the same time, production is focused on reducing the volume of work in progress, reducing the number of launch / release of parts, and more frequent equipment changeovers.

The main functions of materials management include planning, organization, etc.

The organization of material flows in production is shown in Fig. 17.

Rice. 17.

Material management functions reveal the essence of management as a phenomenon.

The first material management function is - planning and forecasting. V general case planning involves the development of a program of action to achieve the set goals and ensuring its implementation. Forecasting precedes the development of plans and allows you to determine the main goals, and then, by drawing up a program of actions and budgets, determines how to achieve the goals.

Planning, as the main function of management, should provide for the solution of two-level tasks: strategic and current planning of material flows.

The next function is coordination of actions in the production and marketing of products, as well as in the continuous material support of production. At large enterprises with diversified production in the conditions of the necessary diversification without appropriate administrative coordination of work, the coordinated work of individual divisions and continuous process production of products.

Control and regulation material flows: the movement of materials and finished goods, as well as the availability of necessary stocks.

Production logistics includes the whole range of planning, control and regulation of material and information flows from the source of raw materials to the place of consumption of finished products. However, if we also mean information flows, then it should be noted the importance and need for information from the place of consumption of the finished product to its manufacturer (operating conditions and product behavior in relation to these conditions).

Depending on the factors of formation, the noted flows are divided into flows of raw materials, semi-finished products, components, blanks, and assembly units of finished products.

The process of goods movement is formed from a set of elementary flows that make up logistics chains. The main links in the chain are: suppliers of materials, raw materials and semi-finished products; warehouses for storing purchased materials, raw materials and semi-finished products, industrial warehouses and warehouses for finished products; transport; production departments and services of material and technical supply and sales; consumers of finished products.

Material suppliers. Individuals and legal entities supplying raw materials, materials, fuel, etc. to the enterprise.

Warehouses. They play the role of a "buffer tank".

Transport. In the organization of material flows, transport performs the function of establishing direct links between the elements of the logistics chain.

Logistics divisions are designed not only to determine the need for production in the necessary materials and to sell finished products, but also to be able to smooth out possible fluctuations in demand and supply for goods, raw materials, services.

Consumers. The main task of logistics in relation to consumers is the maintenance of manufactured products and the provision of effective assistance in organizing their use.

Thus, the organization of material flows ensures the formation of the process of commodity circulation by establishing relations between the links of the logistics chain, due to the promotion of materials from the source of raw materials to the consumer of finished products.

The essence of the organization of material flows consists in combining individual links and stages of commodity circulation, in establishing the necessary links between them and ensuring interaction in order to minimize the costs of fulfilling orders, provided that they are executed in a timely and high-quality manner.

Since the process of commodity circulation unfolds in a certain territory and proceeds in time, we can talk about the organization of material flows in space and in time.

The main essential characteristic of the organization of material flows in space is logistic structure enterprises. The term "logistic" is used to distinguish from the whole set of connections that arise during the manufacture of products and their implementation, those that characterize the processes of purchasing, transformation and resource allocation as an integral system. A logistic structure is understood as a set of physical and legal entities participating in the formation and management of the movement of materials.

There are three forms of organizing the movement of material flows.

Cumulative, in which for the normal operation of workshops, a complex of warehouses is provided for in their composition. Materials are moved inside the workshop with the receipt of requests for materials from sites in batches of arbitrary size.

The movement of material flows can be traced in stages.

• 1. Between the operations of the technological process (sections), the blanks are stored in the inter-operational warehouse.
• 2. Finished parts go to the assembly shop and accumulate in the shop's warehouse.
• 3. A warehouse is used for storage and delivery for assembly of purchased components.
• 4. Assembled and tested products are delivered to the finished product warehouse, where they are completed with the necessary documentation, packaging and preparation for shipment to the consumer.

The main advantage of this form of organizing the movement of material flows is the possibility of accumulating a large volume of material at the input and output of the system, which ensures, on the one hand, the reliability of the receipt of the necessary parts and blanks, components into production, on the other hand, guarantees the fulfillment of urgent requests from product consumers.

The disadvantage of the cumulative form of the movement of materials is that the presence of an extensive system of transport routes and a large number of warehouses makes it difficult to control the movement of material flows and control over stocks. The aforementioned leads to large losses associated with the immobilization of funds and materials, and requires significant capital investments and the creation of a warehouse system.

Transport-accumulative. It assumes the presence of a combined transport and warehouse system (TSS), which unites a certain number of workplaces (sections) by establishing a connection between each workplace (section) with any other through information and material flows. At the same time, the processes of mechanical processing (assembly), control, preparation of production, storage and reservation of materials are combined with the help of TSS into a single production process.

Material flow management is carried out according to the scheme: search for the required workpiece in the warehouse, transportation of the workpiece to the machine, processing, return of the part to the warehouse. The accumulation of material is carried out in a central warehouse or decentralized in separate work areas. In the first case, the warehouse serves several production departments and is used as a backup drive between the beginning and the end of part processing. In the second case, warehouses are created in separate areas and serve to compensate for deviations in time during transportation and processing of the part. In some cases, a mixed TSS is used, which implies the presence of both a central warehouse and backup drives at work areas. Transportation of parts is carried out according to one of the schemes shown in Fig. eighteen.

The advantage of this form of organizing the movement of material flows is a decrease in the volume of stocks at workplaces due to the creation of a TSS, a reduction in the duration of the production process by eliminating interruptions between the components of the production cycle; constant control over stocks.

The disadvantages include the following: the transport-storage form is effective for groups of structurally and technologically homogeneous parts, which, firstly, narrows the scope of its application, and secondly, makes it necessary to carry out a complex of preparatory work; this form requires significant capital investments in the creation automated system management of the course of production.

Rice. eighteen.

Zero stock system. It offers the maintenance of a minimum stock at each technological stage - based on a combination of the "intermediate warehouse - reserve accumulator" system and the "Kanban" method of inventory control.

Unlike traditional production, in which a warehouse is a place for storing materials, semi-finished products, finished products, in the system of zero stock, it serves for intermediate storage of materials, parts and assemblies that cannot be supplied and manufactured on time. Such warehouses are created at each stage of the movement of materials: purchase, production, sales of products (Fig. 19) and are a means of centralized production planning at the enterprise level.

Back-up drives are used to perform decentralized manufacturing control functions, such as reducing the impact of faults, synchronizing production areas or individual workers.

Rice. nineteen.

Scheme fig. 19 corresponds to the form of "zero stock":

• - material movement; D - raw material warehouse;
• ? - production warehouse; D - sales warehouse.

The noted production conditions make it possible to reduce to zero the stock of material at all stages of its movement. This form of organizing the movement of materials orientates enterprises, on the one hand, to the demands of the market (consumer), and on the other, to the minimum and standard production stock. However, using it on domestic enterprises difficult due to the lack of a stable supply system necessary materials, low-level computer control of the production process.

Rice. twenty.

Organization of the movement of materials is one of the most important conditions of production, since it allows you to combine the individual stages of production (Fig. 21).

The logistics system at PSC VSMPO-AVISMA Corporation is characterized, first of all, by the absence of a logistics department as such.

To ensure a continuous production process, the VSMPO-AVISMA Corporation has created an infrastructure, the working condition of which is maintained by the plant's engineering and technical service.

Each department manager is responsible for the operation of buildings and structures in which his workshop (site) is located.

For the delivery of raw materials and materials, for the shipment of products, the road transport of the enterprise and third-party organizations is used. And also the shipment of products is carried out by railway containers.

All transportation is carried out and planned by a transport section. The delivery of materials is carried out on the basis of the requests of the procurement department, the shipment of products is based on the requests of the sales department.

The amount of energy resources required to ensure the production and operation of the enterprise, and the optimization of their consumption are planned by the assistant technical director for energy conservation and the material rationing department. Based on the production plan, the demand for all types of energy resources is calculated, and contracts are concluded with suppliers.

In accordance with the production plan, the technical development plan at the enterprise, the chief economist develops financial plan(annual and monthly), which is approved by the CEO.

The General Director carries out the management of financial resources - their planning, ensuring the availability and control of their use. At the end of the month, quarter and year, an analysis of quality costs is carried out, an analysis of financial indicators, such as an increase in cash turnover, increased benefits, and a reduction in non-productive costs.

The plan for the production of commercial products is formed for the year with a uniform breakdown by quarters. The need for the production of titanium products is determined by the production and dispatch department (PDO), the planning and economic management with the participation of the marketing and sales department based on the sales forecast and the need to load production capacities (enterprise personnel). The priority in decision-making in the formation of the production program belongs to the PDO. The production plan is completed in November / December of the previous period. The generated production plan is approved by the general director and transferred to the procurement department to assess the annual demand for materials and components.

Quarterly planning of the production of marketable products is carried out according to the scheme of the formation of the annual plan, taking into account the fact of the fulfillment of the plan of the previous quarter. If the plan of the previous quarter is not fulfilled, the original quarterly plan is adjusted upward.

Detailed planning of the movement of parts, assembly units of own production in the context of the sender / recipient is carried out by specialists on the basis of a quarterly production plan. Detailed planning is done taking into account the balance and backlog in the shops of the main production. To reconcile the balances, during the month, the movement of parts and assemblies of our own production is reconciled and the incorrect balances are corrected.

The need to implement dispatching functions arises due to the discrepancy between the planned and actual outputs of finished products. In this regard, it is required to adjust the quarterly plan and operational management of production during the next month. When the quarterly production plan is changed, PDO automatically calculates deviations and makes adjustments to previously formed plans and monthly manually develops production schedules for assembly and delivery of products for each working day. The developed schedules are brought to the shops, and the PDO monitors their implementation. Every day, shop superintendents report by telephone on the fulfillment of production schedules.

Based on the analysis of existing problems, the following general goals of improving the material flow management system in production can be formulated:

To organize a rhythmic, coordinated production and supply in the conditions of diversified, dynamically changing products with frequently changing plans for the release of finished products;

Reduce production costs by reducing the volume of work in progress, reducing stocks of materials, stocks of finished products, as well as creating a mechanism for operational control over costs;

Increase the turnover of funds and accountability to the consumer by reducing the production cycle of products and reducing the number of cases of failure to meet the delivery time of products;

Reduce losses from theft by improving the organization of storage of products in production and traceability of liability at all stages of the material flow;

To create a competitive production management system, taking into account progressive world practice and in accordance with international standards and methods.

Thus, it can be seen that VSMPO-AVISMA Corporation implements many logistic functions, however, a single information space, a single center of concentration logistics chains does not exist. Therefore, one of the directions for improving the structure of the logistics system of PSC VSMPO-AVISMA Corporation is the implementation of the logistics department at the enterprise.

 

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