Provisions of the concept of supply chain management and the concept of supply chain management. Let's list main provisions of the supply chain management concept:

· the cost of a product is formed throughout the entire supply chain, and “manifests itself” only at the last stage - when sold to the final consumer;

· the cost of goods is affected by the overall efficiency of operations, including transport and marketing, of the entire supply chain, and not just a specific sale;

· the most controllable in terms of cost is the production stage, and the most sensitive is the stage of sale to the final consumer.

In practice and theory, the concept of supply chain management is understood in a variety of aspects - from the simple coordination of sales and supply plans among several companies to the comprehensive concept of business management in the 21st century, in which the delivery of products or services to the final consumer is seen as a process managed regardless of boundaries between enterprises in order to increase the business value of all its participants. The concept of supply chain management highlights the fact that it is not enough to focus only on improving often isolated internal processes and functions, because an enterprise's business processes involve a network of relationships that extend far beyond the walls of the company.

The implementation of this concept at the enterprise involves:

1) integration of all partners of the value chain to solve common problems based on the organization of inter-company cooperative relations (creation of a system of mutual “non-blind” trust based on mutual control based on information technology);

2) modeling and reengineering of key business processes;

3) building a system of integrated management (planning, organization, coordination, motivation and control) of supply chains;

4) creation of a single information space for all participants in the supply chain that meets the requirements of security and “acceptable” risk.

Highlighted elements of supply chain management concept are presented in Fig. 33.

Based on the highlighted elements and basic provisions of the concept of supply chain management, we will formulate the concept of supply chain management. U Supply chain management is the management of relationships with upstream and downstream suppliers and customers, aimed at achieving higher customer value at the lowest cost by integrating all key business processes throughout the supply chain.

Rice. 33. Basic elements of the management concept

supply chains

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

1) customer relationship management;

2) customer service;

3) demand management;

4) management of order fulfillment;

5) support production processes;

6) supply management;

7) managing product development and bringing it to commercial use;

8) management of returnable material flows.

The implementation of these actions will lead the enterprise to achieve key business goals, incl. improving the customer orientation process; optimization and synchronization of production with sales and supply; increasing the flexibility and reliability of the order fulfillment process; reduction warehouse stocks and delivery times throughout the entire chain; reducing costs for incoming quality control and eliminating defects.

The concept of the supply chain and methods of its organization. An integral element of the supply chain management concept is the supply chain/logistics chain. These concepts are not clearly differentiated and are used as synonyms in foreign logistics practice.

A supply chain is a sequence of interconnected and interdependent organizations that jointly manage the order fulfillment process from the supplier to the end consumer.

This definition may include terms such as sales channel/marketing channel. Let's highlight the distinctive supply chain attributes from distribution channel/marketing channel :

1) length;

2) the ability to redesign the supply chain;

3) better control stocks;

4) transition from a push-to-pull material flow management system;

5) best organization information connections;

6) long-term contractual relationships;

7) coordination of supply chain links.

Can be selected4 forms of integration in supply chains:

1. Partnership is a relationship between two supply chain entities that involves profit sharing and extends over an extended period of time. The goal of integration must coincide with the goal of all partners; there is the possibility of extending the relationship.

2. Strategic alliance is a contractual relationship between two independent supply chain entities pursuing specific goals and profit.

3. Third Party Logistics – implies the presence in the logistics chain of an “agent” who enters into temporary relationships with some other subjects of the supply chain.

4. Outsourcing – a relationship in which a supply chain participant and a third party(ies) enter into agreements to provide logistics services at a certain price for a certain period.

Before choosing the most advantageous form of supply chain organization, it is necessary to analyze the entire network of supply chains in which the organization participates. Let's highlight factors influencing the organization of the supply chain:

1) consumer influence– focus on the best, largest clients;

2) quality of service– the level of intolerance to errors and defects is very low or completely unacceptable. That link in the supply chain that does not provide the required quality of service should be removed;

3) added value– the contribution of each participant in the chain must add value to the entire process, which significantly exceeds its costs;

4) financial efficiency– if capital is correctly combined and used, it will bring greater profits than the sum of the profits of each participant separately;

5) environmental impact– over time, supply chain partners will gain more from conservation activities environment;

6) internal logistics.

Let's consider possible supply chain methods :

1) rationalization of supply sources, i.e. reducing the number of suppliers, establishing closer relationships with them and considering them as suppliers of components and systems, and not just standard parts;

2) development of a program to improve cooperation with partners, i.e. creating cross-functional groups at the enterprise that work closely with suppliers and consumers in search of opportunities to improve the situation at the boundaries between processes. The criteria for building supply chain partnerships are presented in Table 13;

3) involvement of suppliers in the design process, i.e. closer cooperation with suppliers at the design stage in order to reduce the costs of creation and Maintenance products and improving product quality;

4) implementation of integrated information systems, i.e. usage information technologies, creating means of intensifying information flows in both directions;

5) centralization of inventories, i.e. providing access to the manufacturer's sales system, allowing the client to be provided with complete information about the availability of goods in the warehouse and the timing of their delivery.

Table 14

The most important construction criteria

partnerships

Continuation of the table. 14

Managing Supply Chain Complexity. Intense competition in many industries has led to increased complexity in supply chains. A high level of complexity can negatively affect the quality of supplies, which will lead to a decrease in competitiveness and lead to losses in the market. IN modern economy efficient supply chains become a competitive advantage. It depends on them whether the client will receive the product in the desired quantity at the expected time or not.

By understanding the root causes and structure of supply chains, approaches and measures to combat complexity can be identified. Three segments were identified in which highest speed The complexity of supply chains is developing:

1) supply chain configuration and structure. Due to business expansion, the number of production locations increases. Due to globalization, diversification and the relocation of production sites and cooperation with suppliers outside the country, the chain is becoming longer;

2) supply chain process management. As a rule, enterprises have different systems for planning and conducting transactions. Insufficient integration and local information systems increase the complexity of processes and systems in the supply chain;

3) number of products/services and introduction of new products. Product life cycles are becoming shorter, more and more new products are appearing in more and more short time. Customers increasingly demand tailored service and products designed just for them. Every year, from 5 to 15% of new products appear on the market, and only 5-10% of old products are removed from the supply chain, i.e. Assortment purification occurs inconsistently, leading to increased complexity.

The range of possible measures to combat supply chain complexity is extensive: from product life cycle management to information technology portfolio management. However, positioning the enterprise taking into account complexity and costs allows for the primary structuring of priorities in the fight against complexity (Fig. 34).

Rice. 34. Supply chain complexity/cost matrix

Field A. The supply chain has low complexity but high costs. Here, a supply chain cost reduction program should be given top priority.

Field B. The enterprise has a high degree of complexity and high costs of supply chain management. Its priority should be to reduce the level of complexity in the supply chain:

Continuous assessment of infrastructure;

Reducing the number of products and customers;

Process mapping;

Product life cycle management;

Information technology portfolio management;

Implementation of methods for identifying and tracking costs caused by complexity.

Objectives and strategic elements of supply chain management

The goal of SCM is to maximize the total value created by the supply chain. This value is defined as the difference between what the customer is willing to pay for the product and the costs that collectively arise in the CPU. For most CPUs, this metric can be called "CPU profitability", defined as the difference between the revenue received from the customer and the total costs in the CPU.

All SCM methods and tools for increasing company profits are aimed at achieving two main effects:

increasing income from product sales by increasing the level of service, accuracy of deliveries and forecasting demand;

reducing costs by reducing inventory levels, reducing overhead and transaction costs in purchasing, warehousing and distribution, and improving the utilization of production and logistics capacity.

Basic economic effects The SCMs are presented in Table 2.1.

The introduction of the concept of supply chain management is associated with the development of new organizational and functional schemes for interaction between enterprises. Completed projects on the implementation of supply chain management showed the possibility of reducing inventory levels by up to 60%, reducing production time by coordinating process chains by up to 50%, increasing profits by optimizing the value creation process and reducing transaction costs by up to 30%, improving product quality by up to 30%, increasing turnover and market share by increasing flexibility and speed of response and changing customer relationships by up to 55%. Figure 2.2 shows the main indicators (key indicators) for assessing the effectiveness of supply chain management.

Table 2.1.

Supply Chain Management Effectiveness

Rice. 2.2. Main indicators (key indicators) for assessing the effectiveness of supply chain management.

Supply chain management can be thought of as strategic factor balance between customer focus and profitable growth. In the supply chain, as well as in the participating enterprises, the organization of processes is purposefully structured with a focus on customer needs. Thus, a network of creation and sale of material goods and values ​​arises, in which intra-organizational and inter-organizational connections are expressed in the “Client-Supplier” relationship. If we take into account the interests associated with customer focus and achieving effective growth, then two main aspects can be distinguished:

1) supply chain formation as a set of connections of flows of materials, goods, services and information from suppliers to clients;

2) optimal use of resources and cost reduction (since the goal of supply chain management is to increase profits).

An essential factor for success in a supply chain is to approach the process from a integral management, combining regulatory, strategic and operational indicators. From the point of view of the process of integration and coordination of the supply chain from the supplier to the final consumer, the main thing is to consider the total chain for the creation of material goods and values. Using the process orientation principle, it is necessary to determine how effectively processes throughout the supply chain are coordinated to create value for customers while increasing the profitability of each element in the supply chain.

Successful options for implementing the supply chain management concept (from the point of view economic growth) allow us to identify specific behavior patterns. For achievement the best level performing work and managing processes in the supply chain, the following principles must be taken into account:

Principle 1. Segmentation is implemented taking into account the focus on customers according to their service needs, including specific groups of customers.

Principle 2. Adapting the wealth chain takes into account the service and profitability requirements of all segments.

Principle 3. Requirements are planned throughout the supply chain to ensure optimal resource allocation.

Principle 4. Product differentiation occurs as it gets closer to customers.

Principle 5. Strategic sourcing management aims to reduce the total costs of materials and services.

Principle 6. Developing a technology implementation strategy targets the entire supply chain to enable multi-step decision making with a clear view of the flow of materials, goods, services and information.

Principle 7. Determining changing indicators in the supply chain is aimed at ensuring effective and high-quality service to end consumers.

As first important principle Successful supply chain management involves segmenting customers based on their service needs and targeting the chain at those segments to achieve benefits.

The second principle is an individual adaptation of the chain of creation of material goods and values ​​in the context of service requirements, taking into account the profitability of the segment.

Third principle refers to needs planning. The implementation of this principle should be carried out throughout the supply chain, where forecasts are created and resources are allocated within the chain.

Subject fourth principle is to identify the client connection point, i.e. determining the place in the supply chain from which the distribution of orders from certain customers begins. The customer connection point should be as close to the customer as possible to shorten the time to differentiate the product based on the type of market. This makes it possible to smooth out fluctuations in demand, as well as avoid the costs of creating excess inventories. Additionally, reducing lead times throughout the supply chain improves demand response.

Fifth principle means an increase in the level of capital binding within the chain. The principle of “our supplier's costs are essentially our costs” shows that high costs from suppliers are indirectly passed on to the next link in the chain. Strategic supplier management aims to minimize these costs.

Important information technology in supply chain management is stated in sixth principle, which means information support in operational and strategic management, for example, in production planning and further development of the chain of creation of material values ​​and benefits.

Finally, the control of activities in the supply chain is reflected in seventh principle. To identify achieved goals, it is important to create a unified measurement tool within the supply chain.

The goal of the SCM concept is to achieve the best results throughout the chain, optimizing the interests of all its participants. Thus, the system of goals includes, on the one hand, maximizing benefits for the client, and on the other, minimizing costs, which determines the competitiveness of the entire supply chain and its constant development.

The concept of supply chain management reflects an integrated approach in which supply chain management objectives are linked to a coherent concept of behavior. In the context of supply chain management, a shift in focus is required to collaboration across enterprise boundaries while respecting the autonomy of chain participants. Accordingly, the relative framework of integrated management operates in the supply chain to target both the enterprise level and the chain level as a total system.

Within SCM, it is important to distinguish between the goals, objectives and indicators of regulatory, strategic and operational management.

Regulatory management associated with common goals supply chain, principles and norms aimed at ensuring its viability and viability. The need to ensure supply chain viability in competitive environment intertwined with desire further development participating enterprises. From this point of view, political actions and processes related to the supply chain constitute the essential content of normative management. Regulatory management shapes supply chain policies aimed at development effective potential, based on groups of requirements.

Operational management is to transform normative and strategic values ​​into operational actions that are aimed at the effective and efficient execution of current, day-to-day processes associated with the movement of materials, information and funds.

Strategic management stems from the mission of normative management in supply chain policy. In the center strategic management, along with the programs, there is a fundamental justification for structures and systems, as well as behavior in solving problems of participating enterprises. If normative management justifies activities, then strategic management directs it. Strategic management necessary to create, secure and use successful positions, because expresses a single market position of the entire supply chain. Successful positions represent the combined experience of participating enterprises, as well as the entire supply chain in the market in the field of technology, process management, culture of relationships, etc. Existing views reflect the place of the supply chain in the formation of market relations, and new ones are formed from the development of conditions conducive to achieving future benefits from competitive advantages.

The effectiveness of supply chain management can be summarized as market, intra-company and supplier effects.

Market effect. Supply chain management allows you to achieve long-term competitive advantages, which arise due to, for example, the ability of enterprises participating in the chain to concentrate on performing core activities, reducing market risks through effective coordination in the chain and constant flow information. Consistently focusing processes on customers and their desires makes it possible to increase the level of service and customer satisfaction. Integrated coordination in the supply chain makes it possible to reduce order fulfillment and delivery times and increase the level of trust and loyalty from consumers.

In addition, supply chain management promotes close cooperation between participating enterprises, accelerating innovation processes and developing new markets.

Intra-firm effect. Thanks to optimized forecasts of needs, supported by an information technology base, as well as the constant exchange of information about capacity and emerging bottlenecks, the supply chain management system creates transparency in information about the amount of inventory, sales volumes, lead times, etc. This makes it possible to significantly reduce inventory, increase productivity and infrastructure efficiency, optimize batch sizes, improve service levels and, finally, manage flows throughout the supply chain.

Benefits for suppliers. As part of customer-focused supply chain management, the use of information technology allows for the development of new markets, which enables suppliers to expand existing market boundaries.

Effective coordination of intra- and inter-organizational processes, with the potential benefits described above, acts as important factor significant reduction in process costs throughout the supply chain.

At the core of any organization are the operations during which products are created and delivered to consumers.

A logistics operation is a set of actions to manage or transform material flow.

To carry out these operations, various initial components are required, which are then converted into the desired ones.

Inputs include raw materials, components, employees, information, money and other resources. Operations include production, etc. The main products are goods and services.

original components, converted desired combinations

The operations performed are usually divided into a number of interconnected areas (departments and workshops in the enterprise). Therefore, logistics also deals with the movement material resources through different departments within the organization itself, picking them up from internal suppliers and delivering them to internal customers.

The movement of materials into an organization from suppliers is called inbound logistics, the movement of materials to customers and consumers is called outbound logistics, and the movement of materials within the organization itself is called material management.

Organizations do not operate in isolation from each other. In fact, each of them acts as a customer when it buys materials from its suppliers, and then becomes a supplier itself when it delivers its products to its own customers. Most types of products pass through multiple organizations during their creation, moving from entry-level suppliers to end users.

Various names are used for all these actions:

• - if the emphasis is on operations, they talk about the process;
• - if marketing is emphasized - logistics channel;
• - if added value is put in 1st place - the value chain;
• - when analyzing the satisfaction of consumer demand - the demand chain.

The term supply chain is used to refer to the movement of materials.

A supply chain consists of a series of activities and organizations through which materials pass as they move from entry-level suppliers to final consumers.

IN general view The logistics chain looks like this: supplier - procurement - warehouse - production - warehouse - sales - consumer. Some logistics systems may lack a number of links (warehouse/production). Movement from one link in the chain to another is carried out using transportation, managed and controlled by an information flow in speech, paper and/or electronic forms.

Each product has its own supply chain, some of which can be very long and complex (starting with cocoa beans grown on plantations, ending with the delivery of chocolate bars to consumers). Along this route, materials can pass through raw material suppliers, manufacturers, logistics centers, warehouses, intermediary operators, transport companies, wholesalers, etc. Sometimes the supply chain does not end at the end consumer, but additionally includes the recycling and reuse of materials.

The simplest way to think about a supply chain is to show how a product moves through a number of organizations, each of which adds additional value to it. If we consider the flow of product movement from the point of view of some organization, then the activities performed before it, i.e. the movement of materials into this organization is called previous, and those that occur after the materials leave the organization are called subsequent.

In practice, most organizations source materials from many different suppliers and distribute their products to a wide variety of customers. Therefore, after going through different levels suppliers and across different supply chains, different inputs meet each other in the organization, pass through it, and the outputs are products, which then move through different levels of customers and diverge again.

Each product has its own supply chain, so the total number of different chain configurations is enormous. Some of them are very short and simple.

Supply chains are so complex that sometimes you wonder if you can do without them. This is sometimes possible when products move directly from the manufacturer to the final consumer.

So, logistics is responsible for moving and storing materials as they move through the supply chain, which includes the following activities:

• 1. Supply (purchases). The purchasing department selects a suitable supplier, negotiates terms of delivery, arranges delivery, handles insurance and payments, and does everything necessary to ensure that materials reach the organization on time.
• 2. Incoming traffic flows or freight transportation. This type of activity involves the movement of material flow from the supplier to the receiving area. It is necessary to choose the most appropriate mode of transport, suitable transport company, create a route, check compliance with all legal requirements, ensure safety, ensure timely delivery.
• 3. Acceptance. The process during which the compliance of received materials with the order is established, confirmation of their receipt is sent, the vehicle is unloaded, the materials are checked for safety and their subsequent sorting.
• 4. Warehousing. Sending materials into storage and caring for them until they are needed. Many materials require special conditions (frozen food, drugs, chemicals).
• 5. Inventory control. This type of activity takes into account the nature of the materials in storage, total investment, level of customer service, volume and lead time of orders.
• 6. Order picking. Operations involve selecting materials in storage and combining them into orders that are prepared for shipment to customers.
• 7. Materials handling. The movement of resources during operations performed in an organization. In this process, materials are moved from one operation to another. The goal is to ensure efficient movement along short routes in the warehouse, using the most suitable equipment with minimal damage to products, and, if necessary, special packaging.
• 8. External transportation. Receipt of products in the dispatch area and delivery to the consumer.
• 9. Physical distribution management. Types of activities during which finished products are delivered to consumers. Often linked to marketing.
• 10. Recycling, product return, waste disposal. Activities during which materials are returned to the organization are called reverse flow logistics (reverse distribution). For example, damaged materials are returned; not the same quantity and type that were ordered; materials for reuse - delivery boxes, reels; materials for processing.
• 11. Selection of placements. Logistics must find the best locations for specific operations (eg storage), determine their number and size. These decisions affect general structure supply chain.
• 12. Communication. The flow of information connects all parts of the supply chain, conveying data about products, requests, materials, timing, volume, problems, etc.

Depending on the circumstances, logistics may include many other types of activities (sales forecasting, production scheduling, communications with external partners, etc.). It is important not only to draw boundaries between functions, but also to take into account that they all must be performed together to ensure efficient material flow.

The links of the logistics system, when ordered in a certain way, constitute a logistics chain or supply chain. In foreign terminological dictionaries ANNEX and APICS, a supply chain is defined as an interconnected sequence of pairs of links (divisions of the company and/or its logistics partners) - “supplier-consumer”, through which a product or service is delivered to the final 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 the linear ordering of the supply chain, namely: the logistics chain is a linearly ordered set of physical and/or legal entities(suppliers, intermediaries, carriers and others) directly involved in bringing a specific batch to the consumer.

There are other definitions of the supply chain, for example: a logistics chain is a set of links in the logistics system, ordered by the main and/or related flow in accordance with the parameters of the end consumer order within the functional area of ​​logistics or logistics channel. Thus, the supply chain is usually designed within the independent functional area of ​​logistics. The initial parameter for forming a supply chain is the consumer order. The formation of a supply chain can be carried out purposefully through legal mergers and acquisitions of firms, as well as through voluntary cooperation various services, divisions and companies with appropriate legal and organizational registration. The supply chain can be carried out on the basis of a modular principle in management, while taking into account two mutually exclusive principles: corporation and cooperation on the one hand, and competition on the other. This formation of the supply chain allows the use of free resources of participants in the supply chain in order to smooth out fluctuations external environment. The flexibility of such a chain through special one-time deliveries through the created network of distribution and transportation channels makes it possible to level out consumption peaks, while the inevitable risks are noticeably reduced. Connections between individual elements of the supply chain today are implemented using the latest information technologies. The construction and study of chains formed according to 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 challenges posed by asynchronous threads make it much more difficult to adopt efficient management decisions.

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

Supply Chain Management Systems

The term "Supply Chain Management" was proposed by American consultants in the early 1980s. and subsequently gained great popularity. Since 1989 scientists different countries trying to structure this concept. Many researchers in the US and EU contrast SCM with logistics itself. The general position is that logistics is part of a broader business concept - SCM. In 1998 The Logistics Management Council (USA) revised the definition of logistics in 1985: “Logistics is part of the supply chain management process and is the planning, execution and control of the effectiveness of the flow and inventory of products, services and related information from the point of origin to the point of consumption in accordance with customer requirements.” .

Supply chain management systems (SCM) are designed to automate and manage all stages of an enterprise’s supply and to control the entire flow of goods within an enterprise. The SCM system allows you to significantly better satisfy the demand for the company's products and significantly reduce logistics and purchasing costs. SCM covers the entire cycle of procurement of raw materials, production and distribution of goods. Researchers generally identify six main areas on which supply chain management focuses: production, supply, location, inventory, transportation, and information.

The SCM system can be divided into two subsystems:

SCP -- (English: Supply Chain Planning) -- supply chain planning. SCP is based on systems for advanced planning and formation calendar schedules. SCP also includes systems for collaborative forecast development. In addition to solving operational management problems, SCP systems allow strategic planning supply chain structures: develop supply network plans, simulate various situations, evaluate the level of execution of operations, compare planned and current indicators. SCE -- (Supply Chain Execution) -- execution of supply chains in real time.

Supply Chain Management (SCM) is the process of planning, executing and controlling from the point of view of reducing the costs of the flow of raw materials, materials, work in progress, finished goods, services and related information from the point of origin of the application to the point of consumption (including import, export , internal and external movements), i.e. until customer requirements are fully satisfied. Supply chain management is a business strategy that ensures effective management material, financial and information flows to ensure their synchronization in distributed organizational structures.

In most foreign sources, the definition of “supply chain” is more common than “supply chain management”. Some scientists and specialists define the CPU as a number of companies that send materials and services. Typically, several independent firms participate in the production and delivery of goods to the end consumer in the CPU: suppliers (manufacturers) of raw materials, materials and components, manufacturers of finished products, wholesalers and retail companies, carriers, forwarders, etc. - they are all parts of the CPU. Others talk about the CPU as a formed alliance of firms delivering goods or services to the market. It should be noted that almost all definitions include the end user as part of the CPU. One of the common definitions states that a CPU is a network of organizations participating through external and internal relationships in various processes that generate profit in the form of goods and services supplied to the end consumer. In other words, the CPU consists of several firms, both external (supply of goods, services) and internal (the central company’s own divisions), as well as end consumers.

A synthetic definition of a supply chain, based on a generalization of the opinions of the majority of foreign scientists and specialists, is as follows: “A supply chain is three or more economic units(organizations or persons) directly involved in external and internal flows of products, services, finance and/or information from source to consumer.”

Based on this definition, it can be concluded that there are three levels of CPU complexity: "straight CPU", "advanced CPU" and "maximum CPU". The direct CPU consists of a central company (industrial or trading), a supplier and a buyer participating in the external and/or internal flow of products, services, finance and/or information Fig. 1:

The extended CPU includes second-level suppliers and consumers, i.e. suppliers of the supplier of the central company. An example of an extended CPU is shown in Fig. 2:

Figure 2 Extended Supply Chain

Continuing these considerations, we can arrive at a maximum CPU, which includes, to the left of the central company (industrial enterprise), all contractors necessary for the manufacture of certain products, right down to suppliers - the enterprise for the extraction of initial natural raw materials. To the right of the central company, the CPU expands to the final (individual) consumer and further to the enterprise that closes the functional life cycle of the product, for example in the sense of its disposal. An example of a maximum supply chain is shown in Fig. 3:

Figure 3 Maximum Supply Chain

From this example, it can be seen that a financial intermediary can, by accepting some risk, provide credit and financial advice to members of the chain, a logistics intermediary carries out related transactions between the companies of the central enterprise, and a market research firm provides information about the end consumer to the central company, thereby supporting the most competitive CPU. This diagram briefly illustrates some of the many functions that a CPU can successfully perform.

Modern science offers many different definitions the concept of Supply Chain Management (SCM) - “Supply Chain Management”, while the range of opinions is very wide depending on the country, the logistics school (direction) and the specific researcher. Today there is no consensus on the content of the concept of “supply chain management”; it is constantly being refined and changed. A synthetic definition of a supply chain, based on a generalization of the opinions of the majority of foreign scientists and specialists, may sound as follows: “A supply chain is three or more economic units directly involved in external and internal flows of products, services, finance and/or information from source to consumer".

Currently, the emphasis in the interpretation of this concept is increasingly shifting towards an expanded understanding of Supply Chain Management (SCM), given in the collection of “Standards for Logistics and Supply Chain Management”.

Supply Chain Management (SCM) is the organization, planning, control and execution of the flow of goods, from design and procurement through production and distribution to the final consumer in accordance with market requirements for cost efficiency. Logistics is the planning, execution and control of the movement and placement of people and/or goods, as well as the supporting activities associated with such movement and placement, within economic system created to achieve its specific goals

The traditional goal of supply chain management is to minimize the total logistics costs of satisfying a given fixed demand. These costs may include:

cost of raw materials;

domestic transport costs;

investment in equipment;

direct and indirect production costs;

direct and indirect costs of distribution centers;

inventory holding costs;

cost of in-plant transportation;

external transport costs.

When building a model to solve specific planning problems, only a portion of a company's overall supply chain and its associated costs can be examined.

Experts believe that minimizing total costs is not a firm's primary goal when reviewing strategic and tactical plans for a supply chain. On the contrary, a firm should strive to maximize net profit, where net profit = gross profit - total costs. Given a certain fixed level of demand, it is assumed that the gross profit from satisfying demand is also certain and fixed, so the firm will be able to maximize net profit by minimizing total costs.

When using optimization models for strategic and tactical planning, it is not enough to focus only on cost control - the model also includes the cost of production (which should be used to increase net profit by appropriately regulating sales). For example, when drawing up a plan for the next year, information about marginal cost products supplied to different markets could be used to change the draft sales plan. The company's salespeople must be instructed to market products to markets with the highest possible margins.

The difficulty in applying a demand management model, even in the modest form we have described, is that it requires the involvement of marketers, who usually have difficulty dealing with quantitative analysis. Moreover, once marketing and sales decisions are included in the model, it becomes difficult to find the limits that can and should be considered. However, the integration of supply chain management and demand management is attracting increasing interest from many companies, although this area has not yet been sufficiently explored.

Management decisions about supply chain and demand are very closely related to corporate financial decisions, especially when planning a firm's strategy. More than 25 years ago, scientists proposed optimization models to analyze financial decisions related to the corporate balance sheet, such as annual changes in fixed assets, dividends paid, or payments on shares without a fixed dividend. They are still not widely used, but since these models can be fully integrated into logistics, financial managers have recently become interested in their implementation and use.

Of course, the company must also pursue goals related to customer service, product range, quality and time. Some authors even argue that, in principle, costs and profits are not important. Instead, to achieve competitive advantage, a company must focus on timing, product mix, and other aspects of its operations. Such statements are not true, since after all, the company's goal is to make a profit. It's just that from an analytical point of view, it doesn't matter which goal you choose. Optimization models can help managers evaluate trade-offs in choosing goals.

The supply chain has two main functions.

• 1) The physical function of the supply chain is visible to anyone: materials are turned into parts, and those into finished products, and all of this moves through space in one way or another.
• 2) The intermediary function of the supply chain is less obvious, but no less important - what consumers need should come to the market.

Both functions, naturally, are performed at some cost. During the execution of a physical function, production, transportation and storage costs arise. The intermediary function implies costs of a different kind. When supply exceeds demand, prices must be lowered and sold at a loss, and when demand exceeds supply, lost revenue and unhappy customers result.

Supply chains emerge not only to improve the customer experience, but also to bridge the gaps that arise when suppliers are located at great distances from consumers. This allows you to perform operations that are performed or can be performed in places located at a great distance from consumers or sources of materials.

In addition to moving materials between geographically distant operations, supply chains eliminate mismatches between supply and demand. Additionally, supply chains can make moving materials easier.

Benefits from well-planned supply targets:

• 1) the operation is carried out in the best places for this, regardless of the location of the customers;
• 2) by concentrating operations in large facilities, manufacturers can achieve economies of scale;
• 3) manufacturers do not store large inventories of finished products, since they transfer these products through the supply chain closer to customers;
• 4) wholesalers place large orders, and manufacturers at the same time reduce costs per unit of production, which makes it possible to provide discounts to buyers;
• 5) wholesalers store stocks from many suppliers, which gives retailers (retail sales) the opportunity to choose the goods they need;
• 6) wholesalers are located closer to retailers and respond more quickly to their orders;
• 7) if wholesalers reliably supply products, then retailers’ inventories may be small;
• 8) retailers can carry out small operations that allow them to more quickly respond to consumer requests;
• 9) transportation becomes simpler and cheaper, because fewer large shipments are transported;
• 10) organizations can accumulate experience in performing specific types of operations.

Supply chain management includes not only the responsibility for moving but also storing materials as they move through the chain.

If you trace the movement of materials throughout an organization, you can identify the following activities that are included in supply chain management:

• - purchasing/supply;
• - incoming traffic flows;
• - reception of material;
• - warehousing - prompt replenishment of certain positions in trading floor, conditions for storing cargo, safety of packaging;
• - inventory control;
• - order completion;
• - material handling - the goal is to ensure efficient movement along short routes in the warehouse, using the most suitable equipment with minimal harm to the material;
• - external transportation;
• - physical management distribution;
• - recycling, product return, waste disposal;
• - choice of location;
• - communications.

There are some obstacles (barriers) along the supply chain path. The following types of barriers in supply chains can be distinguished:

• 1) traditions;
• 2) organizational shortcomings;
• 3) legal aspects;
• 4) disconnection of the control system.

Traditionally, supply chain management and control is carried out separately by individual functions.

There are also problems not related to efficiency - the organization cannot depend on the supplier. Another barrier is information.

Quality and added value are terms that are constantly used in the supply chain and are the most important when designing and creating a supply chain. Because If the performance and efficiency of the entire supply chain is determined by its weakest element, then the element that does not provide the necessary qualities must be removed first.

Each participant in the supply chain must convincingly prove that its contribution to the common cause adds value to the entire process, and also that this value exceeds all accompanying costs. his contribution.

So good financial results have always been considered the main purpose of business. Accordingly, all activities to create or improve the supply chain must be carried out with the bottom line or bottom line in mind, and the firm must think not only about its own results, but also about the results of other participants in the supply chain.

Currently, supply chain management as a SCM concept is one of effective ways increasing profits and market share and is actively being implemented in the economies of industrialized countries. Many large companies, including Russian ones, are introducing the principles of Supply chain management as a new business ideology. Implementation and development strategic advantages Logistics both abroad and in our country are promoted by national coordinating bodies such as the European Logistics Association (ELA) and the Council of Supply Chain Management Professionals (CSCMP). IN Russian Federation The role of such coordinators is currently played by the National Logistics Association of Russia (NLA) and the National Supply Chain Council. The need for the creation and functioning of these organizations is to:

Develop proposals and additions to legislative and regulations the Russian Federation in terms of logistics, since currently there is no legislation in the field of logistics in our country;

Eliminate barriers existing in tax, customs, and transport legislation of Russia that prevent effective use strategic potential of logistics;

Form integrated logistics systems, covering various areas entrepreneurship, create interregional and international integrated logistics transport, trade and information systems.

National Supply Chain Council - public non-profit organization in the form of a non-profit partnership open to all market participants ( industrial enterprises, suppliers of products and services, transport and logistics companies, financial and credit organizations, insurance organizations, non-profit associations and centers, consulting, educational and government enterprises).

The main goal is to disseminate supply chain management standards in practice real business in the Russian Federation and CIS countries. The mission of the Supply Chain Council is to develop, develop and disseminate the supply chain model as the basis of a nationwide cross-industry standard for supply chain management that combines best global and national practices. The supply chain model defines the general concept of supply chains, standard terminology, a system of measurements and assessments of the logistics function, generalizes best practices, and is a procedural model for the implementation of logistics software, performs an integrating function in the construction of both intra-corporate and inter-corporate supply chains. Popova L.V. “Controlling” // - M.: Business and Service, 2010 - P. 68.

The National Logistics Association of Russia is public organization, whose founders are State University- Higher School of Economics (SU-HSE), Russian Association of Business Education (RABO) and the Association of Forwarders of St. Petersburg.

The mission of NLA is the formation and development of logistics in Russia as a new scientific and practical direction that contributes to the socio-economic development of business entities, economic sectors and the country as a whole, as well as improving the well-being of citizens. Among the main tasks of the organization are the following:

Analysis of foreign theoretical research And practical experience in the field of logistics with the aim of their adaptation and implementation in Russia;

Development of proposals and additions to legislative and regulatory acts of the Russian Federation in terms of logistics;

Coordination of the activities of enterprises, organizations and institutions engaged in research in the field of design, construction and maintenance of the functioning of logistics systems;

Exchange of best practices in the use of logistics developments in the Russian Federation and abroad;

Organization and participation in the certification procedure for logistics specialists in accordance with Russian and international requirements and standards.

Growing globalization, interaction with Western companies, as well as domestic research and publications in the field of logistics and supply chain management make it possible to use global experience in practice. Many foreign companies, expanding the geography of their supply chains, include the territory of the Russian Federation as markets for finished products, as well as for the purpose of placing production capacity for its production, into its own supply chain, thus involving Russian partners in global integration.

As an example, we can consider the activities of Electrolux. This company is one of the largest players in the market washing machines. According to the annual ranking of Fortune magazine, Electrolux is one of the hundred largest companies in the world. Electrolux has been operating on the Russian market since 2004.

In order to gain a position in a new rapidly growing sales market as quickly as possible household appliances the company opened its own factory for the production of Electrolux and Zanussi washing machines in St. Petersburg. An important indicator The activity of the plant is the degree of localization of the production of components. Localization of production refers to the practice of placing a company's production facilities in close proximity to the sources of their consumption. From the standpoint of logistics and customs, the feasibility of opening a factory in Russia to meet the needs of the growing domestic market is obvious. When importing ready-to-use washing machines, you must pay customs duties at the import rate customs duty 15% of the customs value of the product in euros or US dollars.

Another example of the involvement of Russian potential in global integration is the experience of the Ford automobile concern. In 2002, the official opening of the Ford plant in the city of Vsevolozhsk took place. Leningrad region. The operation of the plant provided for the company's fulfillment of obligations regarding a certain level of investment in the implementation of the project and phased localization of products. To date, Ford's investment in Russian project amounted to about 230 million US dollars. The level of localization of the plant's products is more than 40% of the cost of the car.

Another way to get involved Russian business The creation and development of Russian companies’ own supply chains and their inclusion, thus, in global supply chains became part of global integration processes.

One of the striking examples is the Baltika brewing company, which is a leader Russian market brewing products and one of the world leaders in beer sales (according to Rosstat and the company’s own sources).

The Baltika company considers logistics as one of the most significant reserves for creating additional competitive advantages. In 2006, projects such as warehouse automation, transfer to direct deliveries to distributors and organization of consignment storage of products were implemented and started on the principles of logistics and supply chain management. In addition, active work was carried out to optimize loading Vehicle, routing, as well as improving the production and shipment planning system. A project was launched in collaboration with JMAC to improve business processes and create an industry-leading supply chain.

In recent years, the topic of SCM has been on the agenda of many business conferences, workshops and is reflected in specialized business publications.

Now that the period of getting used to the SCM concept has already passed, the question of the prospects for perceiving the principles of supply chain management and implementing corresponding SCM solutions in Russian conditions. IT industry specialists and managers do not have a common opinion about the relevance of SCM in the context of the ineffective logistics infrastructure of the domestic economy.

Partly due to the fact that the SCM concept was actively promoted in Russia primarily by corporate IS suppliers, SCM terminology is associated with specific information solutions. However, in order to clearly indicate the place of SCM in the company’s operational and information strategy, it should be remembered that all these MRP, ERP, SCM, SCE and other mysterious abbreviations are not primarily information systems of one type or another, but management concepts and strategies based on certain business imperatives. The concept of managing a business as a supply chain has existed in a fairly mature form for about 20 years and has many interpretations. “As a result of the emergence of a new generation of SCM products, supply chain management systems already include all business applications focused on developing strategy, coordinating planning and organizing management in the field of supply, production, warehousing and delivery of goods to the end consumer.” Makarenko V. Project “Warehouse networks” // STS Logistics, 2011.

How realistic is it to expect results as brilliant as in the West from the implementation of supply chain management principles in Russian companies?

On the one hand, fertile soil has formed in Russia for such advanced technologies as SCM. Already, many domestic manufacturers and distributors are faced with increasing competition from those invading our market international companies, increased costs for warehouse and transport logistics and the need to establish direct relationships with suppliers and customers. Global leaders use SCM to gain a competitive advantage over second- and third-tier players. They follow a similar strategy in Russia. Understanding this, the leaders Russian companies are looking at SCM as a way to build a business that is competitive in the global market. The level of automation of many companies, especially in industries such as retail and distribution is quite high - sometimes even higher than in developed countries, including in SCM’s homeland in the USA. A considerable part of such companies have modern corporate networks connecting the central office with regional branches and offices.

On the other hand, building an effective supply chain in Russian conditions is considered by many foreign experts to be an elusive and even premature goal. The reasons are known: since the level of trust between domestic companies - potential partners in the supply chain is still low, customs legislation complicates the effective organization of goods movements, and management in geographically distributed holdings still rarely covers such operational tasks as procurement, logistics and sales. All this makes it difficult to coordinate the development of a business as a supply chain, which also includes third-party suppliers and distributors, and, therefore, narrows the scope of the SCM concept, reducing it to a few vertically integrated Russian holdings that mainly build their own distribution and logistics chains.

There is even an opinion that only large companies with an extensive network of distributors and suppliers need SCM systems.

It is believed that such solutions are a kind of hi-end in business that only a few leaders can afford, and to implement an SCM solution you must have a working ERP system.

The domestic market can be divided into two main areas - solutions from Russian developers and Western solutions.

If we talk about Western solutions, we can note the Renaissance, Axapta and a number of others systems sold on the domestic market.

The Renaissance system, sold by Interface, is a solution that allows you to store, use and analyze company information in various areas.

The system includes the Renaissance Distribution and Renaissance Transport Manager subsystems. Like most Western solutions, Renaissance Distribution is a comprehensive SCM solution that allows you to create a single information space for all services involved in the sales process. The solution is aimed at collecting and analyzing all statistical data on demand, on the basis of which further deliveries of goods are planned, relations with suppliers and distributors are regulated and adjusted production plans enterprises.

Renaissance Transport Manager allows the company to draw up an operational transportation plan, plan transportation, and monitor the movement of goods. As a result of using Transport manager, a company can draw up a transportation plan in advance, determine the time of delivery of goods to customers, and reduce transport costs. The database will allow the company to have up-to-date information for goods that are in transit, draw up transportation documentation.

It is perhaps the first ERP system that is completely Internet-oriented. The system integrates SCM solutions that allow the company to track the entire process of selling a product from issuing an offer to issuing an invoice for the supply of products and monitoring warehouse inventory to fulfill the order. The system also allows for planning, dividing the planning period into components, order processing and fulfillment, warehouse distribution and management, transportation management, production logistics, etc. In the future, the creators plan to develop SCM solutions, providing customers with additional opportunities.

Domestic developers, like many Western ones, see supply chain management as one of the goals of the enterprise, therefore they offer tools that are implemented in common system enterprise management. It is also worth noting that Russian programs are characterized by an emphasis on financial activities enterprises and accounting. That is why the tools included in some solutions imply the automatic generation of accounting documentation - invoices, payment orders, invoices. Of course, this is an important point in SCM solutions, which must be associated with financial services, but as the experience of the Western market shows, it is far from the only one.

At the same time, it cannot be said that domestic solutions do not offer any mechanisms for supply chain management.

Toolkit that allows you to manage logistics processes, is included, for example, in the “Boss Corporation” system (developed by IT company). The subsystem allows the company to create an inventory management scheme, and also includes mechanisms that allow the company to customize logistics business processes according to its needs.

It is also worth noting the solution of the Intellect-Service company - "BEST-enterprise", which contains tools for managing the warehouse, purchasing and sales activities of the enterprise. The mechanisms offered by the BEST program are to maintain all documentation related to trade and purchasing activities, control the shipment and receipt of goods, maintain price lists with prices for the company's products and automate the receipt of orders from customers.

In covering domestic SCM solutions, one cannot fail to mention the decision of the Parus Corporation for corporate clients. The Logistics program included in the solution contains tools that allow you to manage operational processes and plan further sales activities. As elements that allow you to automate and optimize current processes, it is proposed to create and maintain all client and internal documentation, control the amount of free goods in the warehouse, as well as track all payments.

For further planning, the program contains tools that allow you to predict future demand for products and analyze trade turnover.

In addition to the logistics program, the corporation also offers a number of analytical tools that are aimed, among other things, at analysis in the field of SCM.

So, with the help of Parus-Analyst, the company receives information on trade turnover, sales leaders and can optimize its production plans according to consumer demand. In addition, thanks to this analytical tool, the company has the opportunity to adjust its sales policy.

Another opportunity that the company will receive is an analysis of internal activities - how successful was the organization of warehouse activities and the correctness of building trade relations.

In general, domestic solutions are characterized by the automation of internal company processes and solutions that use the Internet to optimize the work of companies are offered by a relatively small number of companies.

Therefore, the “Parus on-line” solution is also quite unique. Thanks to its use, the company is able to create a common information space and simplify the processes of orders and purchases. Thanks to this, the company gets the opportunity to integrate SCM solutions with CRM (Customer Relationship Management) and SRM (Supply Relationship Management). This allows the company to establish stable relationships with all categories of partners, increasing the level of customer satisfaction, and optimizing its sales activities according to demand.

It is also worth noting that a number of companies typically use their own developments or turn to small system integrators and development companies, which allow them to create individual solutions for monitoring and managing supplies.

Sheremetyevo-Cargo

At the end of 1998, an agreement was concluded with the IT company for the implementation of the Boss Corporation system, which we mentioned above, at Sheremetyevo-Cargo. By that time, Sheremetyevo-Cargo already had its own cargo management system, and with the help of the IT solution the company planned to integrate its own developments with automated systems accounting And financial analysis. The IT company offered Sheremetyevo-Cargo ample opportunities to refine and optimize the system, taking into account the specifics of the work and the needs of the enterprise. In the second half of 2000, Sheremetyevo-Cargo entered into an agreement with Diamond Communications to create a wireless access system information system and the use of barcoding systems. Thus, the cargo company gets the opportunity to control the movement of cargo and control cargo transportation at all stages of cargo transportation.

It is worth noting that at the moment there is still little objective information about successfully implemented solutions. This is due not only to the fact that domestic companies use SCM solutions less frequently, but also to the fact that the terminology adopted in the West is still rarely used in Russia. Thus, we can conclude that currently Russian companies, along with their Western colleagues, can use or are already using the potential of the concept of logistics and supply chain management, which should help strengthen their competitiveness.