Logistic concept "supply chain. Supply chain management in distribution logistics What is logistics and supply chain management

There are many definitions of the concept of "logistics", which indicates the ignorance of all sides and depths of its concept. On the other hand, the simultaneous existence of several definitions provides a more complete understanding of the nature, content and importance of this field of activity. In this connection Let's take a look at the most used her concepts.

Logistics is the supply to a specific consumer of the required product of the appropriate quality in required quantity at the specified place and at the exact appointed time at an affordable price.

Logistics is an effective organization, planning, management and control over stocks of primary material resources (raw materials), semi-finished products, components, final finished products and spare parts for this finished product.

This definition focuses on the formation of inventories of material and technical resources.

Logistics is the process of planning, implementing and monitoring the efficiency of the flow and storage of inventory and inventory.

The emphasis, as we see, is on the movement and storage of resources. The movement requires the choice of modes of transport, methods of transportation, the direction of goods flows, including their own vehicles. Moreover, often the choice between one's own capabilities and hiring a transport is a very difficult task that requires taking into account various economic factors.

In turn, the organization of storage involves accounting for the number of goods, their size, volume, design, type. Accordingly, warehouses are created that have the necessary equipment and handling vehicles, taking into account the volume of orders for material resources and final finished products, the timing of orders and other circumstances.

These concepts of logistics refer to Western terminology. In our country, a slightly different interpretation of logistics has been adopted.

Logistics is the planning, control and management of transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to a manufacturing enterprise, in-plant processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with his interests and requirements, and as well as the transmission, storage and processing of relevant information.

Purpose of logistics: achieving the greatest efficiency of the company, increasing its competitiveness.

Main goals: improvement of goods circulation management, creation of an integrated effective system of regulation and control of material and information flows providing high quality delivery of products.

Object of study and management in logistics are the material flows that are the main ones. Accompanying flows are informational, financial and service.

Subject the study of logistics is the optimization of resources in a certain economic system when managing the main and accompanying flows.

Logistics includes: purchasing logistics associated with the provision of production with materials; production logistics; marketing logistics (marketing or distribution). Transport logistics and information logistics are associated with each of the listed logistics.

Objects of study

The main objects of research in logistics are:

• chain;
• system;
• function;
• information flow;

logistics operation

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

Logistics chain

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

Logistics system

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

Logistic function

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

material flow

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

Information flow

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

Logistics costs

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

Supply chain and service logistics

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

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

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

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

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

Comparative characteristics supply chain logistics and service logistics

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

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

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

Distribution levels

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

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

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

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

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

Global Systems

American system

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

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

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

European system

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

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

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

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

Japanese system

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

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

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

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

Main goals

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

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

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

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

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

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

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

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

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

International Russian-German program

Dear colleagues!

If among your professional concerns there are problems of a significant reduction in stocks of materials, raw materials, components in the supply system, inter-operational and inter-shop stocks in production, as well as stocks of finished products in the sales area; if the tasks of accelerating the turnover of capital and reducing the cost of production are urgent for you, then, most likely, you cannot do without the successful development of logistics in the practice of your company. If, along with this, you are concerned about establishing long-term business relationships, achieving high reliability of interaction with business partners in the areas of supply and marketing, then today it is impossible to do without a new area of ​​functional management - supply chain management - the purpose of which is the effective integration of business processes of the company and its partners to ensure the high quality of the supply of goods to the end consumer.
Higher Economic School of St. Petersburg state university Economics and Finance has been implementing the logistics direction in the field of professional retraining, advanced training and consulting for more than ten years. The professional experience, intellectual capital, and innovative solutions accumulated by us during this time can become yours and help in the implementation of a large-scale task - the modernization of your company. Studying on our Russian-German program "Logistics and Supply Chain Management" will help you master a set of tools and methods aimed at organizing and managing the movement of material, financial, information and other flows in production systems and promoting goods to consumers, analyzing and organizing the functioning of logistics systems and supply chains.

Many graduates of our program are currently vice presidents and directors of logistics and supply chain management, managers and specialists in the logistics departments of a number of companies in various sectors of the economy of St. Petersburg and Russia.
We are waiting for you on our program and will actively contribute to the effective implementation of your professional and human ambitions.

See you at the program, come - it will be interesting.

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Program Director "Logistics and Supply Chain Management"
Uvarov Sergey Alekseevich
doctor of economic sciences, professor.

General information about the program

The advanced training program "Logistics Management" with a volume of 100 hours, intended for heads of firms and companies, as well as personnel of commerce, sales, logistics, supply, sales organization, transport and warehousing services, was offered by the Higher School of Economics in the educational services market in 1999.
next step The development of this educational area, due to the high demand for specialists in the field of logistics, since 2001, has become the professional retraining program "Logistics Management" with a volume of more than 500 training hours.
Since 2005, the program has changed its status and positioned itself as an international Russian-German program "Logistics Management", and since 2007, taking into account the trends in the development of logistics abroad and in Russia, it has been transformed into an international Russian-German program "Logistics and Supply Chain Management" .

The program was developed and implemented jointly with the University of Bremen (Germany).

The introduction of modern logistics management into business practice will allow firms to significantly reduce stocks in supply, production and marketing; accelerate the turnover of capital; reduce the cost of production.

Supply chain management is aimed at ensuring the high quality of product delivery and services for the end user; taking advantage of logistics integration; sustainable development of the corporation and increasing competitiveness.

Program mission

Increasing the competitiveness of enterprises through the retraining of managers and specialists of supply, marketing, logistics and supply chain management services based on the acquisition of competence and the development of skills that allow the implementation of a resource-saving algorithm for entrepreneurial activity.

The target audience

• higher management personnel;
• functional managers;
• analysts and researchers of operations in the field of logistics.

Program Goals

• Mastering modern methods of logistics as a science and practice of managing the processes of goods movement.
• Obtaining a systematic understanding of advanced domestic and foreign approaches to the formation and operation of supply chains.
• Acquisition of effective management skills in the field of logistics management.

Key features of the program

♦ University theoretical base, based on fundamental general economic concepts and the modern management paradigm of logistics and supply chain management.

♦ Applied Orientation to ensure the functioning of enterprises of all organizational and legal forms for the purpose of rational organization logistics activities, as well as the formation of a space for logistical integration of key functions of managing integrated processes in supply chains.

♦ Interdisciplinary nature of training based on the formation of a compromise with other types of functional management.

♦ International aspect of the program secured by the participation of foreign partners.

Organization educational process

Teaching Staff

in the educational process and methodical work leading lecturers-consultants of St. Petersburg State University of Economics, recognized leaders in the field of business training and consulting, as well as specialists from St. Petersburg enterprises. Leading lecturers from the University of Bremen take part in the program from Germany.

Sergey Alekseevich Uvarov, Doctor of Economics, Professor, Head. Department of St. Petersburg State University of Economics
Igor A. Arenkov, Doctor of Economics, Professor, St. Petersburg State University of Economics
Victor Petrovich Chernov, Doctor of Economics, Professor, St. Petersburg State University of Economics
Evgeny Ivanovich Zaitsev, Doctor of Economics, Professor, St. Petersburg State University of Economics
Vladimir Konstantinovich Kozlov, Candidate of Economics, Associate Professor, St. Petersburg State University of Economics
Vladimir Vladimirovich Tkach, Candidate of Economics, Associate Professor, St. Petersburg State University of Economics
Elena Arsentievna Koroleva, Doctor of Economics, Professor, Head. department of SPbGUVK
Hans-Dietrich Haasis, Doctor of Economics, Professor at the University of Bremen

Students are provided with the necessary educational literature, a significant part of which was prepared by teachers participating in the educational process. A number of textbooks and teaching aids written by the teachers of the program have been widely distributed, as well as all-Russian and international recognition. Specially designed sets of teaching materials and study guides, computer programs, business games make the learning process more efficient.

The qualification acquired in the course of training allows you to work successfully in the field of economics, organization and management entrepreneurial activity in a competitive environment.

Graduates of the Logistics and Supply Chain Management program receive vocational training diploma certifying the right (compliance with qualifications) to conduct a new type of professional activity and certificate University of Bremen (Germany).

Program Directorate

Knowledge control and certification work

During the training, examinations are held in the following disciplines:

• Management.
• Inventory management in logistics and supply chains
• Information systems and technologies in logistics and supply chains
• Economic-mathematical methods and models.

Tests are held for other disciplines. A comprehensive examination is conducted for each module of specialization.

The final stage of training is the defense of the attestation work. Each trainee prepares a paper on the problem proposed by his enterprise, or chooses a topic on his own.

Admission procedure for the program

Only persons with higher education can be students of the program.

According to the rules of admission, entrance testing is not provided. If you have questions about training and enrollment in the program, an individual interview with the director of the program is carried out.

Conclusion of a contract and payment for training

Before concluding a contract for studying on this program, future students must submit the following documents:

1. Application for admission of the student to the program "Logistics Management".
2. A copy of the work book.
3. Diploma and a copy of the diploma of higher education (certified upon receipt of documents).
4. Three 3x4 photos.

All of the above documents are submitted to the communications sector (room 233, tel. 310-38-62).

Payment for tuition can be made at a time or in stages (payment terms are considered individually when concluding a contract).

Alumni reviews

In the process of training, I managed to meet colleagues - interesting people and expand my circle of contacts. It is especially pleasant to note the competent support of the educational process with convenient and high-quality methodological materials and the opportunity to use scientific library.

In my opinion, training program at the Higher School of Economics is the optimal combination of such parameters as the brand of the educational institution, the duration of training, the quality of teaching, the amount and terms of payment.
In the process of training, I managed to meet colleagues - interesting people and expand my circle of contacts. It is especially pleasant to note the competent support of the educational process with convenient and high-quality methodological materials and the opportunity to use the scientific library. Business games and trainings, alternating with lectures, gave the training a dynamic character and, sometimes, caused sharp disputes between the audience, thereby emphasizing the interested attitude to the questions raised.
Many thanks to the teachers who courageously convey to us knowledge and new trends from the world of logistics. Unforgettable lectures by Uvarov S.A., Koroleva E.A., Kuleshov A.V., as well as other teachers of the program made it possible to structure the existing and acquired knowledge, as well as increase the efficiency of their use in practice.
After graduation, I changed jobs. Currently, I am the head of the logistics department of Profmekhanika LLC, a prominent player in the market for the supply of spare parts for imported road construction equipment. The company's head office is located in St. Petersburg, there are branches in Moscow, Tyumen, Irkutsk, as well as warehouses in Germany, Finland and St. Petersburg.
I hope that in 3-4 years there will be an opportunity to continue my studies and get an MBA degree in logistics.

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Yuri Drozdov Head of Logistics Department, Profmekhanika LLC Issue 2006

I got into the field of logistics absolutely by accident, my first education is philological. I comprehended the basics of procurement, so to speak, by immersion. But I felt that experience alone was not enough - knowledge was needed. I really liked the HES program on structural content, and I chose this business school. Now I can consciously say that I was not mistaken.

I got into the field of logistics absolutely by accident, my first education is philological. I comprehended the basics of procurement, so to speak, by immersion. But I felt that experience alone was not enough - knowledge was needed. I really liked the HES program on structural content, and I chose this business school. Now I can consciously say that I was not mistaken.
On the question of what the training gave, one can speak for a long time. For me, the most important thing is probably self-confidence. I often communicate with directors and senior management large companies, sometimes monopoly, and I feel at my best. I can always not only practically, but also theoretically substantiate my point of view or this or that decision and insist on my own.
During my studies, I worked at the Heineken company as a procurement specialist, providing raw materials for the plant in St. Petersburg. My responsibilities included the entire procurement process, from tendering to claim handling. Having gained new knowledge, I changed a lot in my work, which led to improved performance, and in the future to career growth. At the moment, I work as a manager of the equipment supply department at the Timan project, JSC RUSAL.
Many thanks to the teachers and the entire staff of the Higher School of Economics.

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Tatiana Kiryanova Manager of the Department for the supply of equipment of the Supply Department of LLC "Timan-Engineering" Issue 2006

I evaluate the professional training program "Logistics Management" at the Higher School of Economics of St. Petersburg State University of Economics only positively. In accordance with my professional interests, I would like to note that I really liked the teachers in the subject "Trade Logistics" (in particular, practical classes), since a lot of interesting and useful things in the field of trade were told in these classes.

Send your good work in the knowledge base is simple. Use the form below

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INTRODUCTION

2.2 ANALYSIS OF THE CONTROLLING SYSTEM AT THE ENTERPRISE

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

logistics controlling business financial

Relevance of the research topic. In the current conditions of economic development for Russian enterprises, there is an urgent need to pay serious attention to optimizing their activities, since the principles of market economy, competition intensifies.

Success in the market in the sale of a product depends not so much on production and financial opportunities firms how much from planning marketing activities enterprises.

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

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

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

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

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

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

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

3) consider strategies for logistics controlling supply chains;

4) consider general characteristics activities of JSC "MCBK";

5) analyze the controlling system at the enterprise.

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

1.1 FEATURES OF SUPPLY CHAIN ​​BUSINESS MANAGEMENT

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

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

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

determine the following factors:

Many indicators of the performance of logistics operations are

quality character;

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

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

Incremental logistics costs cannot be properly measured, etc.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1. Production;

2. Deliveries;

3. Location;

4. Stocks;

5. Transportation;

6. Information.

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

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

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

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

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

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

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

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

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

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

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

1. Operational management

2. Relationship with customers

3. Innovation

4. Contribution to the development of society.

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

Developing and maintaining relationships with suppliers;

Production of goods and services;

Delivery of goods and services to customers;

Management of risks.

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

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

Competitive prices;

Superior quality;

Timely purchase;

Great choice.

Business processes of customer relationship management in modern competitive environment no less important than the business processes of operational management.

The main business processes of customer relations:

1. Choice of customers

2. Customer acquisition

3. Maintaining the customer base

4. Development of relationships with clients

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

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

Main innovative business processes:

1. Identifying opportunities to create new products and services

2. Design and creation of new goods and services

3. Promotion of new products and services to the market

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

Environment

Safety and health

Employment

Investing in society.

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

1.2 SUPPLY CHAIN ​​BUSINESS PROCESS MEASUREMENTS (KPI)

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

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

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

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

4. Generation of reporting forms.

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

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

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

1 - evaluation of consumer requests;

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

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

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

5 - the choice of the structure of supply chains.

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

general recommendation here is the inclusion in the analysis of the profitability of economic activity in the target markets only those costs that change when a separate segment of consumers is added or removed from consideration.

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

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

its content is personalized.

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

Table 1 - Composition of KPI indicators

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

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

resist total reliance on stockpiling as the sole

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

1. identification of the basic level of logistics service;

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

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

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

Table 2 - Segmentation of consumers by class of logistics service

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

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

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

Benchmarking or benchmark testing is comparative evaluation the effectiveness of the tested and reference object,

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

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

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

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

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

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

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

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

Figure 1 - Logistics service quality model

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

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

Causes of the first break:

Ineffective marketing research of the supply market;

Inadequate evaluation parameters for measuring the quality of service;

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

Multiple hierarchical levels in the supplier's manual.

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

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

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

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

Insufficient standardization of service quality parameters;

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

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

The presence of interfunctional logistical conflicts;

Insufficient executive and technological working discipline;

Weak interaction between service quality controllers and supplier management;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Figure 2 - Modular Logistics Reporting Database

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

1.3 SUPPLY CHAIN ​​LOGISTICS CONTROL STRATEGY

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

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

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

3) system development management accounting and methods for assessing these indicators;

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

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

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

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

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

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

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

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

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

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

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

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

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

One stock of work in progress ahead of this resource;

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

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

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

Suspension of the movement of intra-production material

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

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

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

Figure 5 - Bottleneck in the supply chain

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

KIM = used power / designed power. (one)

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

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

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

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

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

Nodes differ in their properties and characteristics, namely:

1) by location in relation to the firm;

2) by variability over time;

3) by the nature of the required impacts.

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

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

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

Integration at the level of the top management of the enterprise, i.e. logistic management integration economic activity enterprises.

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

The goals of flow control in nodes are:

Increasing the turnover of resources in supply chains;

Incorporation of new funding sources;

Reducing logistics costs.

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

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

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

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

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

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

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

Local controlling;

Complex controlling.

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

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

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

2.1 GENERAL DESCRIPTION OF ACTIVITIES OF JSC "MTSBK"

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

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

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

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

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

Flexible organizational structure of management;

Mastering new technologies;

Introduction of modern equipment;

Continuous staff training;

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

Strategic goals:

1. Increase in marketable output.

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

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

4. Continuous development of production

5. Reducing the negative environmental impact on the environment.

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

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

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

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

4. Rational use of raw materials.

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

6. Systematic assessment of customer satisfaction.

7. Continuous improvement of staff training.

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

9. Growth in output.

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

11. Analysis of goals for continued suitability.

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

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

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

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

Operational and strategic work planning;

Monitoring the implementation of plans and decisions in real time;

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

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

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

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

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

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

...

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Determination of the main special goals of controlling in the enterprise. Achieving the goals of the controlling system. Support for the planning process. Control over the implementation of plans. Analysis of deviations, finding out the reasons for their occurrence. Investment controlling.

abstract, added 12/19/2008


The essence of the supply chain management system, its significance and role in the modern economy. Studying the stages of logistics supply chain management, its optimization. Comparative characteristics of the domestic and foreign concept of supply management.

term paper, added 12/17/2014


Daily planning of optimal supplies of raw materials. Development of a methodology for assessing the logistics unit in order to increase the level of competitiveness. The expediency of acquiring own transport (leasing) to ensure the supply of raw materials.

term paper, added 12/11/2012


Delivery complexity levels: direct, advanced and maximum. Supply chain management as an integration of key business processes. Conceptual framework for the integration of logistics. Coordinating and operational flow. Supply chain integration.

report, added 12/06/2010


Logistic systems and their elements. The place of transport logistics in the logistics supply chain. Organizational principles and basic functions of cargo transportation. Uniformity of commercial-legal and documentary support of transport logistics.

test, added 09/17/2009


The essence, concepts and content of supply chain management in the enterprise. Domestic and foreign experience in organizing the management of the commodity flow at the enterprise. Analysis of the state of this sphere at Voronezhstroydetal LLC, directions for its improvement.

How to organize effective logistics supply chain management

To successfully operate in a highly competitive market, trading, manufacturing and transport and logistics companies need to maintain high quality of goods and services, ensure the accuracy of deliveries, quickly respond to changing customer needs and maintain an optimal level of costs.

The success of solving these problems directly depends on the quality of the organization of supply chain management (Supply Chain Management) throughout the entire cycle of product distribution - from the purchase of raw materials and the production of finished products to the delivery of goods to the final buyer. The issue of transport logistics in this process plays one of the primary roles.

In this article, we will talk about how to organize operational operations using "1C: TMS Logistics. Transportation Management" - a system for integrated automation transport and logistics processes.

Supply chain management in 1C: TMS

"1C:TMS Logistics. Transportation Management" (1C:TMS) solves one of the key tasks of enterprise supply chain management - it automates the delivery of material items and services from the source of production to the final buyer.

The system is suitable both for managing international supply chains and for organizing intercity and intracity transportation.

Possibilities of 1C:TMS for logistics supply management

1C:TMS has a modular structure. Each module automates a certain type of goods supply management tasks: transportation planning, mobile staff work management, satellite monitoring of transport operation, fleet property management.

Together these modules cover the whole range of processes logistics management transportation in the supply chain:

· Preparation of orders for transportation;

· Calculation of preliminary cost of transport services;

Formation of flights and compilation of optimal routes;

· Issuance of waybills;

· Operational management of the work of remote employees (drivers, freight forwarders, couriers) - unloading tasks, receiving reports and text messages, voice communication;

· GLONASS/GPS monitoring of tasks with the connection of telematic equipment (actual routes, time of passing control points, fuel consumption, various indicators of transport operation);

· Tariff policy management;

· Accounting for the cost of maintaining the company's fleet (expenses for fuel, spare parts and repairs, salaries of drivers, etc.);

· Organization of interactions between participants in the process of supply chain management;

· Obtaining analytics after the execution of flights and the closing of requests for transportation.

The functionality of the system can be configured in accordance with the individual needs of users and adapted to the specifics of any company that uses its own or hired transport.

The modular structure allows you to use only the necessary functionality at any time and quickly expand the system capabilities if necessary.

Integration of the supply chain management system with corporate systems

1C:TMS was created on the 1C:Enterprise platform and can be easily integrated with any 1C programs, as well as with solutions from other vendors (SAP, Oracle, etc.). Thanks to this, you can seamlessly integrate the supply chain management system into the corporate information system, gaining the benefits synergistic effect from sharing multiple software solutions.

Integration allows you to link together the key business processes of the company, including the purchase and sale of goods and services, inventory management, internal and external document management, planning and control of departments, customer relationship management, regulated accounting, reporting, etc.

Benefits of automated supply and logistics management

Question:
Tell me, please, what is the difference between logistics and Supply Chain Management. What is the specificity in the pharmaceutical business?

Answer:

The question is very relevant for modern development economy in general, the pharmaceutical business in particular.

In principle, there is still no single definition for both the term logistics and the term Supply Chain Management. Especially in Russian sources. Although in the West there are different points of view on this matter, which are represented by several "schools". Let's try to figure out what the difference is and how interesting these areas are for the pharmacy business, as the end seller.

So, we talked about what logistics is a few issues ago. And yet we repeat the general theses.

Logistics has two main tasks:

• Manage / control / minimize costs;
• Provide a certain level of service (service) to internal and / or external consumers. For a pharmacy chain, this is the level of possible (permissible) shortage and the speed (terms) of delivery.

One of the common definitions of logistics is as follows:

Logistics is the direction of the company's activity, which consists in the management of material and related flows (cash, information).

The main activities for logistics are:

- procurement management,

- warehouse management (if any),

- transport management,

– management of foreign economic activity (if any),

— managing the distribution of stocks.

The best results in logistics can be achieved if the participants are united in one department. Otherwise, optimization will be carried out locally in each division, which will inevitably lead to two results:

1. cost optimization within the company will not be achieved,
2. interfunctional conflicts will arise due to the presence of local tasks.

But Supply Chain Management (SCM)(Supply Chain Management, SCM) is a more complex category. Unlike logistics, DRM is to perform the same tasks, but within the chain. That is, optimization does not occur within the company, but when working with contractors.

Purpose of supply chain management

To achieve maximum competitiveness and profitability of the company, as well as the entire network structure of supply chains, including the end consumer.

In this regard, the integration and reengineering of supply chain processes should be aimed at improving the overall efficiency and productivity of supply chain participants.

DCM is a fairly new direction in management. Its origin can be attributed to the second half of the 80s of the last century. Mass distribution as a strategic direction in the west of the UCP received much later. In Russia, more local problem solving is observed so far. But as the experience of companies that have been engaged in this area for a long time shows, they turn out to be the best in their class.

Supply chain management is the integration of eight key business processes:

1. Customer relationship management;
2. Consumer service;
3. Demand management;
4. Order Fulfillment Management;
5. Support for production processes;
6. Supply management;
7. Managing product development and bringing it to commercial use;
8. Refund management material flows

The difference between DRM and logistics and their capabilities can be described as follows:

Logistics is responsible for the physical implementation of material management. The efficiency or inefficiency of logistics can determine about 10% of business success.

The DRM is responsible for balancing needs and supplies throughout the customer value chain. The effectiveness or ineffectiveness of a DRM can determine about 30% of a business's success.

It is possible to achieve serious results in DCM only by applying more modern Information Technology and advanced approaches in the framework of the integration and coordination of the actions of participants in the supply chains.

As an illustration of the differences between logistics and supply chain URM, we can give the following example from the practice of one of the pharmaceutical distributors.
The supplier offers the distributor to purchase a consignment of goods with the following conditions. If a distributor purchases a batch that covers three months of sales to its customers, then the distributor will receive, in addition to a discount, a bonus from the supplier.
If we consider this task from the point of view of logistics at the supplier and distributor, then the scheme should be as follows.
The distributor considers the supplier's proposals in terms of economic efficiency. At the same time, comparing the savings on the purchase price and the bonus with all logistics costs (transport, storage, the cost of frozen money), warehouse capabilities, expiration dates, etc.
The logistics of the supplier, in turn, must further ensure this delivery. That is, there must be stocks at the required level, the accompanying documents must be in order, the warehouse must ship this delivery in a timely manner. That is, the supplier is obliged to provide logistics services at the appropriate level.

How would the same situation look like, only from the point of view of the DRM?

Such an offer by the supplier can (and most often does) lead to a significant increase in costs in the supply chain, which ultimately affects the price of the goods. On the other hand, there may be a shortage of goods for some time. Due to what will this happen?
If a client is offered a batch for three months to cover demand, then the client will continue to place orders rarely, but in large batches. In connection with this, the supplier will increase the instability of demand for this product. And the more unstable the demand, the more difficult it is to predict / plan for the next period. The worse the forecast, the more difficult it is to adequately plan the stocks of both finished products and raw materials. Accordingly, the supplier's logistics and/or production will suffer. Logistics will be forced to inflate stocks, and production will often break the production plan for newly emerging urgent orders.
The distributor, as a result of this approach, will periodically have interruptions in supplies, and there will be a shortage in the "intra-city" pharmacies.
And in general - an increase in costs and loss of sales. Of course, the result may at first glance look somewhat frightening.

Therefore, it is proposed in a number of subsequent publications to consider these problems in more detail and in numbers. And also to consider how these problems are solved within the framework of the URM market leaders and not only.