What is integrated logistics. Integration as the basis for the formation of modern logistics systems. c) equipment load level

delivery of products. This task is closely related to

At present, the West has approached such a milestone in the organization of production itself, when the increase in the volume of information and the level of its processing are no longer able to significantly improve production indicators, and the question of further improving the information base of production from this point of view becomes meaningless. The future is in integration information systems at the level of a firm or a particular group of firms. To solve such problems, information logistics provides new opportunities with the help of which all the necessary information is organized in accordance with the principles developed by logistics into a strict system. Its main function is to receive, process and transmit information in accordance with the tasks assigned to this system.

Domestic, and in some cases foreign practice shows that, despite significant investments in the development of transport and storage facilities made in recent years, the expected return is not always achieved. The infrastructure complex, having a high potential efficiency, often, however, does not justify the hopes that are placed on it. The passive accumulation of capital, poorly integrated with the main production and sale of products, leads to the fact that approaches based on the extensive factor further development sooner or later run out. What is needed is a concept based on new principles and deeply scientific basis, - logistics concept.

It allows us to consider any object of research in logistics as an integrated logistics system, even when it consists of separate, relatively disparate subsystems. Due to the fact that the main characteristic logistics systems is the close relationship of all its elements and parts, then a systematic approach in the analysis of production and circulation processes, the development of appropriate solutions and their implementation means taking into account these relationships. The study of individual economic objects or phenomena proceeds from the fact that they are constituent part more complex structures or processes. Establishing the role of each of these parts in the effective functioning of the whole determines the appropriate set of measures to consolidate it. The system approach helps to consider the object under study as a complex of interrelated subsystems united by a common goal, to reveal its integrative properties, internal and external connections. Mathematical analysis of economic processes confirms the possibilities and conditions for the cumulative optimization of both the structural parts of the system and the logistics system as a whole. The most important pragmatic application of the system approach in the field of management is the development and implementation of integrated logistics programs.

At the international and especially transcontinental level, the principles and approaches of logistics are carried out taking into account the specifics of the functioning of the markets of the countries participating in the logistics system. Among other advantages, an integrated logistics service overcomes numerous difficulties and barriers associated with economic and legal features international trade relations, different conditions for the delivery of goods, different levels of service and information support, transport legislation, customs procedures, etc.

However, the closest connection between logistics objectively develops with production. And not only with the units directly in charge of this process, but also with the relevant planning services. Such integrated relationships are predetermined.

To date, the fully meaningful and complete result of the evolutionary development of logistics in practical implementation is the formation of integrated logistics systems at the level of individual advanced enterprises. Objectively demanded, evolutionarily realized in its necessity and expediency, and gradually practically implemented interfunctional logistics integration of related interrelated elements and flow processes at individual enterprises, it is quite logical at the appropriate stage of development of logistics that it reached the coverage of all logistics functions at enterprises. The results of the introduction of logistics management of the processes of goods movement at individual enterprises can be the minimization of their distribution costs, the reduction of stocks, the synchronization and optimization of the volume of goods flows. The presence of integrated material flow management systems at enterprises contributes to the effective implementation of progressive methods of organizing goods movement that are in demand by the time,

goods distribution processes at trading and intermediary enterprises can be identified as a result of system integration of procurement, marketing, warehousing, transportation and other processes covered by logistics at a higher level - as a result of inter-company logistics integration, which contributes to the formation of an additional system-wide effect.

Thus, significant reserves for improving the efficiency of product distribution processes at trading and intermediary enterprises can be identified as a result of system integration of procurement, marketing, warehousing, transportation and other processes covered by logistics at a higher level - as a result

Attitude to labeling Formation of an integrated labeling complex that provides end-to-end information support of the material flow Formation of a system for labeling goods and services that ensures the effectiveness of logistics operations as a system. Labeling - a practical toolkit for logistics Labeling as a marketing support for a business process. Ensuring the safety and quality of goods and services. Environmental Safety

This chapter discusses the purpose of the marketing channel and why managers prefer to use a third party when selling to customers. In it, we will analyze the criteria that are used in the development of a channel strategy and consider the issues of managing marketing channels - selection, motivation, evaluation and control over channel participants. In addition, we look at changing marketing channels as integrated vertical, horizontal, and multi-channel networks grow. Finally, the chapter touches upon the major logistics decisions that determine distribution costs and customer service levels.

One of the employees of the logistics department should probably participate in clarifying the wording of the instructions for rationing stocks and working capital, as well as the allowable coefficients of uneven supply by volume and intervals, since this department is responsible for creating a logistics environment and building an integrated supply chain.

This approach, sometimes called corporate logistics, is based on the idea that it is advisable for each company, and in some cases the industry, taking into account integrated planning, to separate production and trade from distribution by transferring all or part of the logistics functions to specialized companies, owning the entirety of accumulation, storage and marketing of information. Leave for one side the calculation of needs and resources, equipment, production, capital, personnel, and for the second to secure the purchase of materials and energy, storage, transportation, marketing management, recycling and disposal of waste.

However, in order to generate alternatives, the strategic planning process is also interfaced with many other organizational processes. One large computer company does the following: each management team, when it submits its long-term plans to corporate headquarters, is instructed to compile its list of alternative business models. Each such business model describes in detail how a business unit can operate differently from others, i.e. it shows how a company could develop new products or manage integrated logistics in a completely different way, or how it could create a network of relationships with new suppliers, technology structures and distribution channels. Consequently, each business model becomes a source of new strategic alternatives.

Vertically integrated (most Russian commodity companies, especially oil companies, as well as many metallurgical companies) Their peculiar cost leadership is provided not by operational efficiency, but by lower prices in Russia for energy resources and labor. The problems of strategic planning here reflect the need to have complex system logistics to ensure the balance of internal product flows between processing stages. At the same time, even a small change in market conditions for any of the redistributions can cause failures along the entire chain.

Bowersox Dopila J., Kloss David J. Logistics, integrated supply chain / Per. from English, M. ZAO Olymp-Business, 2001. 640 p.

It is interesting to compare domestic data on the dynamics of stocks with similar foreign data. The recently published monograph Logistics Integrated Supply Chain 2, written by two American professors from the University of Michigan, D. Bowrsocks and D. Kloss, provides similar data on the change in the share of stocks in the US gross domestic product over a nearly thirty-five year period. By abandoning the previously traditional approaches to managing supply, production, marketing, etc., when each of these processes was managed not comprehensively, but separately and independently of each other, American firms (companies, etc.) have achieved significant success in reducing the cost of maintaining reserves and their share in the volume of annual sales, as well as the US economy as a whole, but reducing the relative share of reserves. The transition to logistical approaches to management in American firms (companies, etc.) made it possible to reduce the share of stocks in the US gross domestic product from 29% (1959) to 18% (1994) [see. 131, p. 232]. 4 The largest share in the working capital of industrial enterprises was occupied by working capital invested in production stocks - about 53-60% (see Table II). The structure of inventories consisted mainly of raw materials, basic materials, components and purchased semi-finished products, which accounted for about 27-40% (see Table II). Inventories in value were about 4.5 times larger than sales inventories and almost 3 times larger than stocks of work in progress. It should be noted that in the national economy in those years there was an insufficiently mobile structure of stocks - small sales stocks and significant production stocks. Abroad (in Japan, the USA, etc.), when introducing logistical management methods, the main attention was paid to the reduction of production stocks.

Bowersox D.D., Klass D.D. Logistics Integrated supply chain. M. ZAO Olymp-Business, 2001.

BowersoxD. J., Klass D. J. Logistics integrated supply chain / Lane, from English. M. Olimp-Business, 2001.

However, in economic practice, the integration of activities related to the implementation of material flows is not always economically feasible. Not every integration process has a logistical basis. Logistics integration is the process of combining the activities of various enterprises in order to increase the efficiency of their joint functioning through optimization based on the use of logistics properties within the framework of their joint work of the implementation parameters of functional flow processes. In this regard, logistically integrated should be considered those enterprises that are united in any form, the functioning of which is based on the principles of logistics using its optimization properties in order to achieve more than with independent activity, efficiency, evaluated by any criterion that is expedient from the standpoint of logistics.

The object of study of logistics are material and corresponding financial and information flows. These flows on their way from the primary source of raw materials to the final consumer pass through various production, transport, and storage links. With the traditional approach, the tasks of managing material flows in each link are solved, to a large extent, separately. At the same time, individual links represent the so-called closed systems, isolated from the systems of their partners technically, technologically, economically and methodologically. Management of business processes within closed systems is carried out using well-known methods of planning and managing production and economic systems. These methods continue to be applied in the logistics sub-head to material flow management. However, the transition from the isolated development of largely independent systems to integrated logistics systems requires an expansion of the methodological base for material flow management.

In the hands of the reader - the second revised and enlarged edition

The prerequisites for an integrated logistics approach are:

• 1. a new understanding of the mechanisms of the market and logistics as a strategic element in the implementation and development of the competitive capabilities of the enterprise;
• 2. real prospects and trends for the integration of participants in logistics chains among themselves, the development of new organizational forms- logistics networks;
• 3. Technological capabilities in the field of the latest information technologies, opening up fundamentally new opportunities for managing all areas of production and commercial activities.

Dynamics of market relations, globalization international business and resource constraints lead to a significant increase in the speed of material, financial and information flows, reducing the number of intermediaries in logistics chains, reducing the stability and reliability of their functioning. Therefore, the achievement of the strategic goals of enterprises becomes possible when the existing logistics systems are transformed into integrated logistics networks. The work of enterprises as part of logistics networks determines a number of advantages associated with the combination of independent risks, i.e. a decrease in the number of "fluctuations" in the system, as well as a significant reduction in costs and an increase in the quality of the functioning of the entire system. The main reason for their creation lies in the fact that the success of the company depends not only on the availability of its own resources, but also on the ability to attract resources and the competitive capabilities of other participants.

Integrated logistics is characterized by the features of the movement of economic resources that ensure the functioning of any business enterprise. Figure 1 shows a diagram of the enterprise's logistics, which ensures the functioning of various streaming processes that require integration.

Fig.1

BUT - financial flow, serving the supply (suppliers);

B - supply of components, materials;

C - promotion of the commodity flow;

D - proceeds from the sale of products and services.

Integrated logistics allows you to most effectively achieve the goals of business and the state.

Profit maximization will be influenced by such factors as

• 1. as a competitive position (positioning),
• 2. competitive price,
• 3. low costs
• 4. and the structure of the industry.

Integral responsibility for the level of costs is connected in this case not only with intra-company costs. It also includes responsibility for the efficiency and timeliness of deliveries, the choice between manufacturing products and purchasing them from suppliers. Management is based on the method of involving individual interrelated elements in an integrated process (integrated logistics) in order to prevent irrational losses of material and other resources. However, most Russian enterprises are managed on the basis of traditional methods and are not adapted to extracting additional benefits from logistics.

Thus, enterprise logistics can be viewed as an integrated process to ensure the creation of use value at the lowest cost.

Until recently, market orientation was considered the main success factor. However, to ensure stable profitability, enterprises must correctly select and combine resources. The concept of resource orientation, which was formed in the 80s in economically developed countries, inevitably leads us to rethink the role of integrated logistics. From this point of view, integrated logistics has the following features that have a direct impact on efficiency:

• - the formation and use of key competencies, which implies a particularly effective combination of resources that competitors do not have;
• - maintaining stable key competencies in the long-term strategic perspective;
• - the ability of customers to benefit for themselves, the willingness to pay for additional services.

Existing economic mechanism in enterprises focuses mainly on the processes occurring within the enterprise. Its goal is to maximize the difference in price between purchases and sales. An integrated logistics approach using a “value chain” is focused on all participants. Value chains (supply chains) contain five performance areas:

• - communication with suppliers;
• - communication with consumers;
• - technological processes within the same department;
• - logistics processes between departments within the enterprise;
• - logistics links between enterprises in the supply chain.

Enterprise systems built according to this type are aimed at significantly reducing costs by accelerating capital turnover, reducing order fulfillment time, and coordinating work with a network of suppliers.

From the point of view of integrated logistics, the enterprise functioning model, built according to the B2B (business to business) criterion, will look like this:

Fig.2 Integrated logistics model: B2B.

The analysis of the above schemes allows us to identify the key areas of logistics competence that ensure the competitiveness of an enterprise or group of enterprises. World-class companies usually demonstrate results above the industry average in all important areas of competence, but strive for special achievements only in a few key areas outlined by management.

As a rule, among the key areas of competence of logistics, the following are distinguished (see Fig. 3):

• - Inventory Management;
• - transportation;
• - logistic information;
• - logistics infrastructure;
• - warehousing, cargo handling and packaging.

Fig.3 Key competencies of integrated logistics.

An integrated approach in logistics requires the integration of various functional areas and their participants within a single LAN in order to optimize it. This approach extends both to the microeconomic level of the firm itself and to the business platform (B2B or B2C). It is important that, when solving the problems of optimizing management at the micro level, within the enterprise - the "owner" of the logistics process, managers proceed from the task of optimizing drugs as a whole. The desire to combine supply, production and distribution is the only possible prospect in addressing the issues of achieving goals within the framework of the LS. This approach allows you to get accurate information about the status and location of the product / service at any time - from the "input" at the source of raw materials to the "output" - the receipt of goods by the end user, information about the production complex and the entire distribution network. The following arguments point to the advantages of an integrated approach:

¦ separation of distribution, production management and supply issues can lead to disagreements between functional areas and relevant departments, which hinders the optimization of the system as a whole;

There are numerous contradictions between production and marketing. Combining into a system is the most adequate way to resolve them;

¦ the requirements for the information system and for the organization of management are of the same nature and apply to all types of logistics operations. The task of coordination is to optimally link at the operational level the various requirements that arise in the LAN.

An integrated approach creates a real opportunity to combine the functional areas of logistics by coordinating the actions performed by independent links of the LS, sharing a common responsibility within the target function.

As mentioned above, at present the concept of integrated logistics in Western business transformed into the business concept of Supply Chain Management - SCM - "Supply Chain Management".

Organizational information integration of counterparties of the logistics system

The idea of ​​integrated logistics is based on the fact that enterprises in the supply chain are increasingly aware of the need to follow the same goal - work for a common final result associated with the satisfaction of the identified need. To do this, they must mobilize their efforts and direct them towards coordination of actions.

In the theory of integrated logistics, there are two levels or two approaches to integration. The first is the integration of logistics functions at the enterprise level or in-house integrated logistics. The second is integration across the entire supply chain or intercompany integrated logistics. Their commonality is determined by cross-functional integration.

Departure from the idea of ​​integrated logistics at the level of a particular enterprise leads to the following negative consequences:

* the enterprise has different, often conflicting goals;

* there is duplication of effort and a decrease in productivity;

* communications are deteriorating and the flow of information between individual structural divisions enterprises, which in turn hinders coordination between them and leads to lower

efficiency, higher costs and ultimately worse customer service;

* the degree of uncertainty in the functioning of supply chains increases and the duration of delays increases;

* unnecessary stocks of buffer, insurance purposes appear between individual elements, such as, for example, stocks of work in progress;

* important information, such as total logistics costs, becomes unavailable;

* logistics as a whole receives a lower status in the enterprise.

Obviously, the main way to avoid these consequences is to consider logistics not as a set of functional activities, but as a single integrated function. Intra-company integrated logistics is the provision at the enterprise level of the interconnection of supply logistics, intra-production and distribution logistics, which are carried out in the form of a single end-to-end function that implements the functional cycle of logistics.

In practice, it is quite difficult to integrate all logistics within an enterprise. In an intra-company supply chain, many various kinds activities, all types of operations, using different systems and widely dispersed geographically. The solution may be a gradual integration that builds up over time. For example, one department may gradually take over all aspects of placing orders and receiving raw materials and products. Other department -- take care of all shipping related issues finished products customers. Some enterprises choose to stop the integration process when they reach this level, and therefore they work by performing two functions:

* material management (materials management) - a site docked with production and responsible for the flow of incoming raw materials and the movement of materials from one operation to another. Controlled movement material flow in the integrated system "supply - production" is defined by the concept of "material and technical support of production";

* physical distribution (physical distribution) - a site docked with marketing and responsible for the outgoing flow of finished products.

Despite the existing signs of integration with production, and they are characteristic not only of physical distribution, but also of material management, in general, this approach preserves the separation of the supply and marketing functions, which can be overcome in only one way - by combining two functions into one responsible for all movements. materials at the enterprise level.

Despite the obvious benefits of intra-company integrated logistics, when trying to implement this approach, as a rule, there are some difficulties. They stem from the fact that managers in the field of logistics and other related areas, such as marketing, must solve a rather difficult task - to overcome the "parochial" thinking that is characteristic of relatively isolated functional divisions of enterprises. They must learn new ways of working and establish new relationships with each other, creating a culture based on team approach and cooperation, rather than achieving their own goals and conflicts with each other. Top managers in this situation should play the role of cross-functional coordinators.

Internal integration should be facilitated by the development of the practice of accounting and analysis of general logistics costs. In the traditional approach, each of the cost elements was considered separately from the others, and therefore it was believed that a reduction in costs for one of the accounting items should automatically lead to a decrease in total costs. But in the 60s. of the last century, enterprises began to systematically approach logistics and analyze the interdependencies between individual activities. It became clear that reducing costs in one of the logistics processes sometimes leads to an increase in costs in another, in the same way, overall logistics costs can be reduced, despite the fact that in individual processes costs may rise. It is known, for example, that transportation by air Significantly more expensive than rail transport, but faster delivery eliminates the need for inventory and warehousing, resulting in greater savings.

An important advantage of integration is access to information and common management systems. To do this, managers need to have a well-functioning technology for collecting, storing, analyzing, distributing and presenting information for a variety of purposes: from operational to strategic. Many large enterprises find a solution to this problem in the creation of corporate networks such as intranets, although recently the Internet has been increasingly used for the effective transmission of logistics information. Information must be fed into the control system, which assesses the current circumstances, makes the necessary decisions and receives the appropriate results. For example, an information system can show, for example, that stocks are running out slowly, and a control system can use this information to place orders with suppliers in a timely manner.

Practice has confirmed that if each enterprise closes only on the performance of its own operations, then in external interactions inconsistencies arise, including in the form of a mismatch of logistics capacities, which hinder the progress of the material flow and increase costs. Cross-company integrated logistics help eliminate bottlenecks and improve the entire supply chain.

Intercompany integrated logistics is understood as providing a supply chain-wide interconnection of all types of logistics activities between participants that are performed in a coordinated manner in the form of a single end-to-end function until the final need is met.

Intercompany integrated logistics embodies two essential rules:

* for maximum satisfaction of the end consumer, enterprises operating within the same supply chain should cooperate;

* enterprises in the same supply chain should not compete with each other, but with enterprises operating in other supply chains.

The main advantages of intercompany integrated logistics are manifested in the following:

* the ability to exchange information and resources between enterprises;

* lower costs due to balance of operations, lower inventories, fewer forwardings, economies of scale, elimination of activities that waste time or do not add value;

* improved performance through more accurate forecasts, better planning, more productive use of resources, better prioritization;

* improvement of the material flow, as the integration allows you to move it faster and more reliably;

* better customer service associated with a reduction in lead time, more fast delivery and more fully taking into account the needs of individual consumers;

* higher flexibility, allowing enterprises to respond faster to changing conditions;

* the possibility of achieving compatibility in the use of standardized procedures, which eliminates duplication of efforts, information transmitted and operations performed during planning;

* the stability of product quality indicators and a smaller number of its inspections as a result of the implementation of integrated quality management programs.

The benefits of inter-company integrated logistics seem obvious, however, as in the case of the development of intra-company integrated logistics, enterprises face a number of difficulties, and relatively large ones. For example, many of them have a distrust of others in the supply chain and therefore share information with caution. But even with a sufficient level of trust, problems can arise due to differences in development priorities, the use of incompatible information systems, different levels of staff training, a special approach to security issues, etc.

The most difficult problem that arises when organizing intercompany integrated logistics is to overcome the traditional view of other enterprises as competitors. When an enterprise pays money to its suppliers, managers assume that they can only benefit at the expense of the other party. In other words, if the company makes a good deal, in their opinion, this automatically means that the supplier loses something; and vice versa, if the supplier makes a good profit, this is a clear sign that the enterprise is paying too much. Building relationships on the principles of categorical “either-or” does not have long-term prospects for business development. For example, if suppliers set strict conditions and do not receive repeat business guarantees, then they do not see the need for cooperation and try to get as much as possible big profit during a one-time sale. In turn, customers do not feel loyalty to such suppliers and try to find the best option transactions by constantly reminding suppliers of their competitors. Under such circumstances, each side pursues its own autonomous line of conduct, is guided only by its own interests, and solves only its own tasks. As a result, changes in the terms of the transaction sometimes occur promptly and unilaterally, while the other party receives a corresponding notification at the last moment. There is uncertainty about the number of orders and their volumes, suppliers and customers are constantly changing, the types of products and conditions for working with them are changing, the time between orders becomes unstable, there are no guarantees of repeat orders, the costs for the same orders can vary significantly.

It is possible to avoid such problems if the management of enterprises realizes that it makes sense in their own long-term interests to replace conflict relations with agreements. This requires a massive transformation in business culture based on the understanding that intercompany integrated logistics brings benefits to all participants in the supply chain.

There are several main ways of cooperation between enterprises for the organization of intercompany integrated logistics. The simplest of them is running a joint business. In this regard, the experience of Japanese firms that create the so-called "keiretsu" (keiretsu) - groups of enterprises working together, but without formal partnership, is of interest.

Today, "keiretsu" are the largest financial, industrial and commercial conglomerates that are of decisive importance for the Japanese economy. Their formation proceeded along the lines of the concentration of commercial and industrial groups (“sogo shisha”) around the banks of Fue, Daiichi, Sanwa and the Bank of Tokyo by implementing a strategy of consolidation within the groups and expanding mutual participation in capital while increasing the volume of transactions between group firms. Analysts argue that "the concentration of production, capital and modern technologies in functionally integrated conglomerates, keiretsu helps reduce costs by increasing labor productivity and deriving economies of scale; there is intense competition between groups (“excessive competition”) in all areas, which stimulates the desire to penetrate new markets.”

Informal agreements provide the parties with certain advantages due to their flexibility and lack of obligation to take any action. However, this also leads to a disadvantage, which consists in the fact that each of the parties can terminate cooperation without warning the other party, and at a time that suits only it to the greatest extent. That is why many enterprises prefer to enter into more formal agreements with written contracts that establish the scope of obligations of each of the parties. Such formal agreements have the advantage that they fix the basic parameters of cooperation, and therefore each party knows with certainty what it must do. At the same time, there are also disadvantages - the loss of flexibility and the need to act in more stringent conditions. The most common types of formal agreements include: alliances, joint ventures, etc. In agreements providing for cross-share ownership, inter-company integrated logistics is provided by financial integration, which creates the prerequisites for its convergence with intra-company integrated logistics. A complete transformation occurs in cases of mergers and acquisitions.

The basis of cooperation in the implementation of managerial functions is determined by the presence general information. Without active participation in the exchange of information, and not limited to the enterprise, but covering all links in the supply chains, cooperation in these chains will be incomplete or even cease. The exchange of information is a fundamental building block that characterizes strong relationships in supply chains.

Along with information exchange an effective factor of cooperation is management personnel which must work together in an atmosphere of trust, mobilizing common knowledge. An example of active interaction between the parties is the use of the JIT-P concept, which provides for the placement of supplier employees in the customer's offices. This technique creates a higher level of trust between the parties, since everyday personal contacts help eliminate any hidden inconsistencies and remove artificial privacy barriers. It also helps the supplier and customer to respond more quickly to problems and opportunities.

The best performance of supply chains is achieved when enterprises direct cooperation towards the use of modern technologies and thus contribute to the development of integrated logistics on an innovative basis.

Concepts applied in integrated logistics TQM, JIT, KANBAN, LP, SCM and etc.

TQM (Total Quality Management)- total quality management - a concept continuously evolving over time that defines competitive quality in the absence of limits to its improvement. TQM integrates as technical side quality provided by ISO-9000 standards, as well as integration with all logistics partners and, above all, with consumers.

JIT (just in time)- the concept (technology) of building a logistics system or organizing a logistics process in a separate functional area, ensuring the delivery of material resources, work in progress, finished products in the right quantity to the right place and exactly on time. The use of the concept of "just in time" allows you to reduce inventory, reduce production and storage space, improve the quality of products, reduce production time, use equipment efficiently, and reduce the number of non-production operations.

System JIT originated in Japan in the mid-1970s. in Toyota and is currently being used with great success in many economically developed countries.

The essence of the system JIT reduced to the rejection of the production of products in large batches. Instead, a continuous-flow object production is being created. At the same time, the supply production shops and plots is carried out in such small batches that it essentially turns into a piece. This system considers the presence of inventories as a fact that makes it difficult to solve many problems. Requiring significant maintenance costs, large inventories have a negative impact on the lack financial resources, agility and competitiveness of the enterprise. FROM practical point view of the main goal of the system JIT are the destruction of any excess costs and effective use production potential of the enterprise.

The main provisions of the philosophy of technology "just in time":

• 1) any remnants of inventories are evil, since they are mortified (practically useless), they need additional costs for their warehousing and storage;
• 2) breakdowns and downtime production equipment should be kept to a minimum;
• 3) production must be stopped if a defect or lack of components is detected.

System JIT more demand-driven than the traditional throw-to-market method. Under this system, the principle is to produce products only when they are needed, and only in such quantities as the buyer requires. Demand accompanies products through the entire production process. Each operation produces only what is required for the next. The production process does not start until a signal is received from the site of the subsequent operation to start production. Parts, assemblies and materials are delivered only at the time of their use in the production process.

System JIT involves reducing the size of processed batches, the practical elimination of work in progress, minimizing the volume of inventories and the fulfillment of production orders not by months and weeks, but by days and even hours. At the same time, the production accounting system is also simplified, since it becomes possible to record materials and production costs on one combined account. At the same time, the use of a separate account to control the stock of materials loses its relevance.

Application of principles JIT results in better manufacturing quality, better service and better cost estimating.

Thus, it can be concluded that the potential benefits of the system//D are numerous. The main ones include the following.

First, its application leads to a decrease in inventory levels, which means less capital investment in inventory. Because this system requires a minimum amount of materials to be available for immediate use, the overall inventory level is significantly reduced.

Secondly, under the conditions of application of the system JIT there is a reduction in the order fulfillment cycle and an increase in the reliability of its execution. This, in turn, contributes to a significant reduction in the need for a reserve stock, which is an additional commodity item of stock, stored in order to avoid a possible shortage. The production schedule within the planning production perspective is also reduced. This allows you to buy the time needed to respond to changing market conditions. Producing products in small batches also contributes to greater flexibility.

Thirdly, when applying this system, there is an improvement in the quality of production. When the quantity ordered is small, the source of the quality problem is easily identified and corrective action is taken immediately. Under these conditions, workers in many firms have a greater understanding of the importance of quality, which leads to improved quality of production in the workplace.

To other advantages of the system JIT can be attributed to: reduction of capital costs for maintenance storage facilities for stocks of materials and finished products; reducing the risk of inventory obsolescence; reduction of losses from marriage and reduction of costs for alteration; reduction in the volume of documentation.

The use of the considered model in domestic organizations to meet the needs of managers in the adoption of effective management decisions on the type, price, cost, composition and ways of marketing products contributes to the further improvement of the production and commercial activities of the organization.

Many researchers point out that the concept JIT is aimed at synchronizing the work of all elements of the price, at early identification of the requirements for the shipment of goods on orders, ensuring the strictest discipline of contractual relations. To prevent the accumulation of excessive stocks, on the one hand, and to optimize the overall logistics costs, on the other hand, the task of finding cargo consolidation is given priority. Instead of delivering small batches from different suppliers at exact times, orders from different suppliers should be bundled into one shipment. To apply technology JIT it is necessary to create the closest relationship between the buyer and the supplier in terms of information exchange and coordination of plans; the requirements for the quality of supplying materials and components are also increasing.

Rice. 4.3.

Modern management practice is characterized by an intensive transition from managing individual logistics functions or operations to managing business processes, more adequate objects of the concept of integrated logistics. A logistics business process is understood as an interconnected set of operations and functions that transform the company's resources into a result determined by accompanying flows. This result is usually determined key factors logistics, such as total cost, lead time, customer service quality, etc.

To improve the efficiency of functioning, the company should be considered not just as an established structure, but as a system of interrelated business processes aimed at achieving strategic, tactical or operational business goals.

The main problem in the concept under consideration is the determination of the client's needs for logistics services and the inclusion in logistics process only those operations/functions that really ensure the fulfillment of these needs with minimal resources. This raises the problem of determining the basic level of customer service. Key consumers may be offered a level of service slightly higher than the basic one. At the same time, the logistics service above the basic level is called "value-added logistics". This service is unique in definition and is provided to VIP customers in addition to the company's basic service programs.

Logistics is a flow process management system that expands the scope of application of the methodological tools of logistics in the direction of cross-functional integration and optimization of an expedient set of types of production and economic activity in their interconnection and interdependence, starting with individual operations and ending with end-to-end management of streaming processes.

Integrated logistics ensures the undoubted appearance of a product in a certain place, at the right time, in the appropriate quantity and form, provided that each of the organizations that takes part in such an end-to-end process takes actions to increase the value of the product for consumers.

The essence of integrated logistics is defined as follows:

1. The main role of the application of the concept of integrated logistics by the enterprise is assigned to the achievement and maintenance of competitive advantages in the long term.

2. Enterprises direct their activities to increase the consumer value of products or services, using integrated logistics for this purpose, which justifies the costs.

3. Enterprises acquire a new, higher organizational and managerial level, creating strategic integrated structures with partners to achieve a competitive advantage.

The primary tasks of integrated logistics are:

■ defining the goals and objectives of logistics and, accordingly, its importance in the formation and development of the enterprise;

■ integration of the achievements of related and related fields of modern general theoretical, technical and economic sciences into new system knowledge for the purpose of its application in the process of formation and development of the scientific base of logistics, increasing its significance for applied use;

■ formation of integrated types of industrial and commercial activities in correctly defined temporal and spatial parameters of the environment as a system object of logistics management;

■ development of scenarios for the design of logistics systems focused on market economy, as well as the transformation of the "structure of their management;

■ research and modeling of the patterns of creation and progressive development of logistics systems, based on the characteristics and real conditions for the formation of production and economic relations;

■ development of methodological approaches and algorithms for planning and managing integrated types production processes in combination with their organizational and managerial integrators, configured for logistics.

The integration mission of logistics is due to the manifestation of cause-and-effect relationships of logistics and production, logistics and marketing, logistics and management, and the like. Enterprises consciously outsource a wide range of functions, including development and design, manufacturing, distribution, etc., to other organizations. This gives them the opportunity to focus on the effective performance of more necessary functions for themselves (that is, to effectively implement their core competencies).

At the "integration of logistics" stage, the issues of planning, controlling the management of key business processes are solved, starting from the end user and covering all suppliers of goods, services and information that provide value to consumers.

The integration effect of logistics management (as opposed to traditional management, which should provide a minimum of costs in each individual link of the process) can be considered as an attempt by the enterprise to ensure the maximum cost reduction for the entire set of processes in production and circulation. This can be represented as follows:

where - respectively, the costs in each link of the process.

The main stages of the formation and development of logistics as a modern tool for enterprise management are determined by the formation and implementation of appropriate logistics concepts, which are the initial basis for the development of flexible models for managing flow processes in various areas of production and economic activity of enterprises.

The integrating function of logistics in the management process is implemented through a system of forms and methods of economic activity, which include:

■ integration of functions for the formation of economic relations with the functions of determining the needs for products and their delivery to the consumer;

■ coordination of logistics management of suppliers in the course of transportation;

■ cooperation in the integrated use of warehouses and terminals owned by various business entities;

■ optimization of total costs when moving products based on the economic compromise of enterprises included in the integrated chain.

• Integration (from lat. integration- recovery; integer- whole) - a concept meaning the state of interconnectedness of individual differentiated parts and functions of the system as a whole, as well as the process leading to such a state; the process of convergence and connection of sciences that occurs next to their differentiation.
• Method (from the Greek. Tethodos- the path of research, theory, teaching) - a way to achieve a goal, solve a specific problem; a set of techniques or operations of practical or theoretical knowledge (mastering) of reality.