Based on the problems identified in paragraph 2, we will determine ways to increase the efficiency of the enterprise's distribution logistics.

Baikal LLC needs to involve intermediaries when organizing its activities in international markets. As a result, despite the costs of paying intermediaries' fees, the following will be achieved:

• · the involvement of intermediaries will increase the efficiency of sales of goods, which will contribute to an increase in the company’s profit due to the accelerated turnover of its capital;
• · intermediaries, being closer to the buyer, know the market better and react more quickly to changes in market conditions; which will allow the sale of goods on more favorable terms for the exporter, freeing him from many worries associated with the sale of goods;
• · the involvement of intermediaries will create the opportunity to increase the competitiveness of goods by reducing delivery times and intermediate warehouses, better warehousing and storage of goods, pre-sale service and Maintenance, special labeling, completion of products in the country of sale in accordance with local requirements;
• · some intermediaries finance exporter transactions (based on both short-term and medium-term lending), advance payments to suppliers, investing their own capital in the creation and operation of sales network, which will create important economic benefits from saving funds invested in circulation;
• · intermediaries provide exporters with the opportunity to relatively quickly enter new markets, easier access to buyers, which will enable the enterprise to reduce or eliminate credit risks, save on accounting and office expenses, optimize costs for marketing, advertising, etc.;
• · intermediaries, always being in closer contact with the end consumers of goods and services, are important constant sources of valuable primary information about the market - its capacity, trends in the formation and changes in demand, its segmentation, the position of competitors, sales prospects, prices and the possibility of changing them, modern requirements for the level of quality and competitiveness of goods. Skillful use of such information by an enterprise will allow it to gain important competitive advantages, actively improve tactics and sales strategy, repeatedly recouping the costs of paying for the services of intermediaries;
• · when working through intermediaries specializing in mass marketing of a certain range of goods, additional benefits will arise by reducing distribution costs per unit of goods sold.

To improve distribution logistics, an enterprise needs to create a dealer and distribution network, primarily in the countries of Ukraine, Belarus, Kazakhstan, China, Angola, Chile. At the same time, enterprises involved in cooperation must not only engage in sales of special equipment, but also have service centers for pre-sale preparation of products, as well as for their warranty service. When searching for intermediaries, an enterprise should first use the Internet (especially in non-CIS countries).

To improve sales volume planning when carrying out both export and import operations; The author proposes to implement the 1C Enterprise 8.0 software system at the enterprise. Trade management".

The “Trade Management” configuration of the “1C Enterprise 8.0” program system is a circulation solution that allows you to comprehensively automate the tasks of operational and management accounting, analysis and planning of trade operations, thereby ensuring the effective management of modern trading company. Key direction The development of the new solution is the implementation of powerful functionality designed to manage trading activities:

• · Sales management.
• · Supply chain management.
• · Sales and purchasing planning.
• · Inventory management.
• · Order management.
• · Managing relationships with counterparties.
• · Analysis of the enterprise's turnover.
• · Price analysis and pricing policy management.
• · Monitoring and analysis of the effectiveness of trading activities.

The sales management subsystem allows you to solve problems of operational planning and control of sales, both in kind and in monetary terms. Includes blocks:

• · Sales planning
• · Customer order management

The subsystem contains order analysis tools and is designed to provide support in accepting management decisions when interacting with customers and help identify bottlenecks in the warehouse.

Planning is carried out according to certain species, and by product groups; the configuration also allows you to select certain categories of buyers (by region, by type of activity, etc.) and create separate plans for each of these groups. Plans are drawn up with varying time detail (from a day to a year); Thus, the configuration makes it possible to develop both strategic (quarterly, annual) and operational plans for the same period.

Sales planning is provided both for the entire company as a whole and for divisions or groups of divisions. This enables department heads and managers to draw up sales plans for their areas. Divisional plans are consolidated into a consolidated sales plan for the organization.

When drawing up sales plans, the following indicators are predicted:

• · sales volumes in physical and total terms;
• · cost of sale;
• · trade margin.

Planned sales data in physical terms can be entered either manually or automatically. For last option information on sales of goods for the previous period, current warehouse balances and customer orders received for the planned period. This data can be used in various user-defined combinations. If it is necessary to apply separate principles for calculating planned indicators for certain groups of goods, it is possible to draw up a separate plan for each of them, which will subsequently be combined into one general plan.

To finalize the plan, it is possible to make relative or absolute changes to the data obtained as a result of calculations, for example, to implement a strategy such as “Sales volume for the same period last year plus 5%.”

To monitor the implementation of developed plans, the configuration provides developed tools for comparative analysis of information on plans and actual sales. With their help, for example, the following tasks are solved:

• · plan-actual analysis of sales for a certain period;
• · comparative analysis of sales for various periods, for example for the current period and the same period last year;
• · comparison of sales plans with the same detail for different periods of time, for example, monthly plans for December of the current and last year.
• · comparison of plans with different details for the same period, for example, quarterly and monthly plans for the first half of the current year.

In this case, the data can be provided by division, grouped for comparison according to the distinctive features (properties) of the product and customers. For example, you can conduct a comparative analysis of sales volumes of items with given characteristics in a certain region over different periods of time to identify seasonal fluctuations.

The customer order management subsystem allows you to implement the most effective strategy for servicing customer orders for an enterprise, for example, a strategy for minimizing the warehouse balance required to service orders.

Organization logistics processes distribution of goods (using the example of OJSC "Polotsk Dairy Plant")

Diploma

Logistics and transport

Subject of research: distribution logistics Purpose of the work: substantiation of the relevance of creating a distribution center for the products of OJSC Polotsk Dairy Plant in the city of Riga, substantiation of the relevance of using the services of a distributor in the city of Pskov and the relevance of introducing logistics software at the enterprise and assessment economic efficiency proposed activities. Research and development: the main aspects of logistics processes for the distribution of goods have been studied, the organization of logistics...

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Topic: Organization of distribution logistics using the example of Sokotel LLC

Introduction

1.5 Types of intermediaries in distribution channels

2.2 Analysis of absolute indicators of property of the enterprise Sokotel LLC

2.3 Calculation and analysis of relative indicators financial stability

2.4 Analysis of the liquidity of the enterprise’s balance sheet

2.5 Calculation and analysis of liquidity and solvency indicators of an enterprise

2.6 Calculation and analysis of indicators of business activity of an enterprise

2.7 Calculation and analysis of profitability indicators (profitability) of the Enterprise

2.8 Forecast of enterprise bankruptcy according to the five-factor model Z2

1. Theoretical aspects of distribution logistics

distribution logistics financial liquidity

1.1 Concept - distribution logistics

Distribution logistics is a set of interrelated functions that are implemented during the period of distribution of material flow relative to different wholesale buyers, i.e. in the process of wholesale and retail sales, i.e. customer service, not considered in logistics

The main object of distribution logistics is considered to be those material flows that are at the stage of distribution and implementation finished products.

The very term “distribution” is widely used in science and practice.

In economics, the distribution process represents a certain phase of the reproduction process. Initially, it is necessary to produce material goods, and only then distribute them. In this case, the distribution of ownership of the produced product of labor occurs.

In logistics, distribution means the process of physical, tangible, material content

The main thing in this process is the rationalization of the process of physical distribution of the existing stock of materials.

Thus, we can formulate a definition of distribution logistics.

Distribution in logistics refers to the tangible material content of this process.

The main subject in the process of studying distribution logistics is the rationalization of the process aimed at the physical distribution of the existing stock of materials. How to package products, which route to send, is a network of warehouses needed, are intermediaries needed in the process of work - approximately such problems are solved by distribution logistics.

The definition of distribution logistics itself is formed as follows:

Distribution logistics is a certain set of interrelated functions that are implemented through the distribution of material flow according to different wholesale buyers, i.e. in the process of wholesale sales of goods

The object of study in distribution logistics is the material flow, which is at the stage of movement from supplier to consumer.

In order to satisfy the customer's needs in terms of product quality, timely delivery and prices, the activities of the enterprise must be coordinated and, above all, focused on consumers.

Products intended for consumption must be delivered on time, at minimal cost and without significant damage to quality, must be delivered in the required quantity and within the time frame that was agreed upon between the consumer and the customer who have demonstrated demand for this type goods.

The functional area of ​​logistics, which directly relates specifically to the distribution of products, is called distribution logistics.

For the first time, the boundaries of distribution in domestic economic science were outlined by M.E. Zalmanova, who proposed that distribution be understood as product packaging; forwarding; sales management; storage of finished products at the supplier's warehouse

Consequently, if by logistics we understand the science associated with the management of economic flow systems, and by distribution a certain set of commercial and physical distribution of finished products, then distribution logistics itself will then be considered the process of managing the commercial, physical distribution of finished products and services by meeting consumer demand and extracting arrived.

Analysis of development trends modern economy shows the increasing role of the sphere and circulation, in connection with this, the importance of distribution logistics will increase, which means the fact that manufacturers commercial products, especially large enterprises tend to purchase more and more, producing less on their own.

For example, according to one of the banking associations, which conducted a study of a number of firms in the mechanical engineering and metalworking industry, purchases from other enterprises account for about 35% of the total turnover of firms. This indicator has some tendency to increase.

In this regard, the economic nature of distribution logistics should be studied more fully.

In order to determine the boundaries of distribution logistics, first of all, it is necessary to consider a certain scheme of the process aimed at the perception of capital, which is determined by three stages:

Figure 1 The process of capital reproduction and functional areas of logistics

Thus, as can be seen from Figure 1, material flows are the object of distribution logistics being at the stage of distribution and sale of finished products

The main specificity of logistics is the unification of the management of material flows in three areas, as well as in relation to each of them inside.

Distribution logistics studies the third stage, in conjunction with the previous two stages.

1.2 Essence, objectives, tasks and functions of distribution logistics

The main goal of distribution logistics is to bring the goods to the consumer, while providing for minimal costs

Distribution logistics is the planning and control of the physical movement of materials and finished products from places of production to places of consumption, which is associated with the movement of goods in the distribution area. In this case, distribution is in close contact with another enterprise when their activities are related to the purchase of a certain type of product intended for sale.

The main objectives of distribution logistics are:

1. Maximizing the enterprise’s profit while fully satisfying consumer demand.

2. Through optimal loading production capacity consumers effective use of the enterprise's production apparatus.

3. Due to the changing market conditions, rational behavior in the market.

In order to solve these problems, it is necessary to adhere to certain rules, for which, first of all, an appropriate external environment and internal organization, as well as knowledge of methods for effectively organizing distribution logistics. These methods can be divided into two groups

Modeling method;

Method of motivation.

In distribution logistics, the modeling method is most widely used due to the complexity of sales activities and the certain need for its logical modeling.

Motivation methods are aimed, first of all, at developing performers who are interested in shaping their activities by achieving personal goals and organizational goals. These methods of motivation can be combined into two groups: material and social-moral. Motivation is a process aimed at motivating oneself and others to activity.

The result of distribution logistics is a process aimed at satisfying customer demand and generating a certain profit for the enterprise, which, first of all, depends on customers. At the same time, distribution logistics cannot yet influence the buyer in purchasing a particular product. Consequently, resources and results exist only outside of distribution logistics

In the process of promoting goods, in order to obtain results, it is necessary to assess market opportunities, it is necessary to make a decision in which areas sales policy concentrate enterprise resources.

How to make the most of its potential benefits. Thus, distribution logistics results can be achieved by exploiting opportunities rather than solving problems. Thus, resources should be directed to exploiting enterprise and market opportunities

Taking into account the laws of the market and the needs of consumers through the establishment of true leadership in the market, there is an opportunity to achieve high results in distribution logistics. At the same time, the main problem is considered to be the constant search for new market niches or new forms of organizing product promotion on the market, since if certain additional efforts are not made, a tendency toward self-destruction of distribution logistics may emerge.

Distribution logistics, which is left to its own devices, does not function correctly in most cases. Therefore, the main goal of distribution logistics is considered to be a process aimed at bringing the goods to the consumer within the specified time frame, while providing for minimal costs

Distribution logistics is the planning and control of the physical movements of materials and finished products from places of manufacture to places of consumption, while it is associated with the movement of goods in the distribution area. Since the distribution of one enterprise is in close interaction with the procurement of another enterprise.

Distribution logistics is responsible for the process of optimizing the distribution of finished product inventories to the consumer based on his interests and requirements

The main functions of distribution logistics are the following:

Planning, organization and management of moving processes in the logistics system;

Organization and management of inventory;

Receiving the necessary orders for the supply of products with subsequent effective processing;

Assembling, packaging and performing a certain number of other logical operations related to the preparation of commodity flows for generation;

Management of the delivery process and control over the implementation of transport and moving operations in logistics chains;

Planning, organization and management of logistics services

Distribution activities at an enterprise require significant costs. Most of the logistics costs are associated with the implementation of basic logistics operations: warehousing, processing, transportation. In terms of their economic content, logistics costs in some cases coincide with the costs that arise during the production process, but in most cases they are associated with transport and storage costs, as well as with costs associated with the importation of goods and their dispatch to consumers, as well as with the issuance information about orders, etc.

As a rule, logistics costs are determined based on certain sales amounts per unit of mass of finished products that are intended for sale or as a percentage of the cost of net products

The main stages of distribution logistics are:

Orders between suppliers when purchasing goods;

Distribution of cargo directly to the places of their storage during the period of arrival at the enterprise;

Distribution of actual inventories between different production areas.

The functions of distribution logistics are: profitable distribution, implementation and sale, as well as determining consumer demand for products sold by the enterprise.

Physical distribution refers to transportation, storage, warehousing, processing, etc.

Thus, logistics is understood as the science of managing economic flows, and distribution is a combination of commercial, channel and physical distribution, then distribution logistics can be understood as a certain process of managing commercial, channel and physical distribution. At the same time, the main goals of distribution logistics can be considered:

1. Ensuring the process of readiness to expand the sales market for the products manufactured by the enterprise.

2.Increasing the competitiveness of goods and services sold by the enterprise.

3. Finding a market for products,

4. A process aimed at improving delivery conditions, which plays an important role in the activities of the enterprise.

5. The need to establish reliable contacts with consumers of the products sold by the enterprise.

6. Monitoring the execution of orders by potential buyers of the company's products.

7. Maintaining the required level of finished product inventories to enter new markets.

8. Efficient system transportation of finished products in compliance with the deadlines specified by the customer.

9. Presence of the required number of warehouses for storing finished products.

10. Formation of additional points for the sale of finished products.

11. Formation of points service and consulting clients.

The scope of distribution logistics tasks is varied

The main issues resolved in distribution logistics are the choice of packaging, distribution channels, and the location of your own warehouse.

At the micro level, the issue of providing the necessary reports, conducting an analysis of the past period regarding product sales and percentage of sales is resolved. Profit and loss statement, with adjustments to the necessary changes in the future for the sale of finished products by the enterprise.

At the macro level, the problems of choosing distribution channels, warehouse locations, and optimal distribution locations are solved.

Thus, distribution logistics represents a certain part of logistics, which, first of all, is integrated into the distribution sphere and it must be built as a set of strategic, organizational, financial and other measures that are closely interconnected in flexible system management of material, information and other flows in the post-production period.

1.3 Logistics channels and supply chains

The material flow originates either from a source of raw materials, or from production or from a distribution center, and also goes to production, to a distribution center, or to the final consumer.

In all cases, the material flow goes into consumption, which can be either production or non-production

At all stages of the movement of the material flow of the conditioned logistics limit, its production consumption occurs, and only at the final stage t, which completes the logistics chain, does the material flow enter the sphere of non-productive consumption.

At the same time, production consumption represents the current use of a social product for certain production needs as means of labor, as well as objects of labor.

Non-productive consumption is the current use of a product by society for personal consumption, as well as for consumption of the population in institutions and enterprises representing the non-productive sphere.

Also, the supply chain can end with production consumption.

At this level, operations such as sorting, packaging, and the formation of consignments of cargo are carried out, which constitutes a certain production process in the sphere of circulation [6, p.89]

At all stages regarding the movement of material flow, the subject of labor is a participant in the logical process.

At the stage of movement of products for industrial and technical purposes, these may be unprocessed raw materials, semi-finished products at the stage of commodity flow of material flow are determined by the movement of finished consumer goods.

The supplier and consumer of a material flow are two micrological systems that are associated with a logical channel or, in other words, with a distribution channel, which is a partially ordered set of different flows from a specific manufacturer to its consumers.

A set can be partially ordered until it is done specific choice participants in the process of promoting material flow from supplier to consumer.

Subsequently, this logical channel is transformed into a logical chain, which is a linearly ordered set of participants in the logical process, which is designed to carry out logical operations to bring external material flow from one logical system to another.

At the level of macrologistics, logical channels and logical chains are considered connections relative to the subsystems of macrological systems, depending on the type of macrological systems.

Distribution channels have different structures.

For example, in logical systems with direct connections, distribution channels do not have any wholesale intermediary firms. In flexible and layered systems such intermediaries exist.

Figure 2 General diagram of distribution channels

When choosing a distribution channel, there is a choice of forms of product distribution - transit and warehouse. In the process of selecting a logical chain, a specific distributor, forwarder, banker is selected, using various methods ratings

The choice of a logical channel is considered a necessary essential reserve for increasing the efficiency of logistics processes.

The manufacturer and consumer represent the starting and ending points of the movement of material flow, while these two main elements of logistics relations are interconnected by a logistics channel.

A logistics channel is a partially ordered set of different entities that carry out the transfer of material flow from the source to the destination, i.e. consumer.

The set is partially ordered until the specific participants and links in the process of moving the material flow from producer to consumer are determined, and it must be emphasized that when this happens, the logistics channel takes the form of a logistics chain.

Thus, when choosing a logistics channel, there is a choice of the form of movement of material flow - transit or warehouse, as well as general structure commodity circulation.

When forming a logistics chain, the links in the promotion of material flows are formalized - the choice of a specific reseller, carrier, forwarder, insurer, transshipment point, etc.

Figure 3 Different levels of horizontal distribution channels

The choice of channels and chains for promoting material flow is considered a complex management decision in distribution logistics. It directly influences all other decisions that are directly related to the management of streaming processes.

In most cases, in practice, channels and chains are formed not on the basis of direct economic ties, but with the participation sales representatives, although such a connection is considered desirable. At the same time, the participation of resellers is not the least important in the process of logistics channels, since their use can be beneficial for both producers and consumers.

In conditions market economy enterprises are interested in optimizing the processes occurring in the process of promoting material flows, since the results of production and economic activities in most cases depend on the extent to which distribution channels are correctly selected, as well as logistics chains are formed, as well as their capacity and flexibility, how large is the assortment? business services, which are provided to consumers, and what is their quality, etc.

The types of logistics channels and chains fully correspond to the types of direct and echelon logistics systems.

Direct logistics channels are characterized by the management of material flows without the participation of intermediary trading structures. They are established between manufacturers and institutional consumers, who in most cases seek complete control of logistics and marketing programs, but have limited target markets.

Direct channels can consist of direct logistics chains - when there are only two links, between which material flows are promoted (supplier-consumer) and echeloned logistics chains, where 3 or more chains are included, for example, material flows are promoted through transformation points of transport organizations [ 10 ,p.56].

Layered logistics channels are characterized by the movement of material flows from producers to consumers through intermediary structures.

These channels consist of echeloned chains that include trading transport companies, which contribute to the transformation of material flows depending on the nature of the sale of commercial products.

In this case, the influence of producers on the management of material flows will be limited, and contacts with consumers in most cases will weaken to the level of conditionality.

In flexible logistics systems, which generate the majority of commodity flows, both direct and echeloned channels and chains are used, and their ratio depends on the target markets, the enterprise strategy, as well as the logistics system’s own potential capabilities.

The logistics system is formed by direct channels and chains, in the case when the material flow is considered highly specialized, with large volumes, as well as when selling complex technological equipment. In this case, the manufacturer can help ensure installation of this equipment at consumer enterprises [15, p.120]

In the case when the products that form the commodity flow are less complex and do not require adjustment and installation work, tone can be implemented through echeloned channels and chains, and the process of installation, commissioning and adjustment work is transferred to specialized organizations in the field of business services.

One of the advantages of direct logistics channels and chains is the creation of such conditions. Which are created for more concentrated and timely measures to adjust flow processes, which allows you to quickly go through the process of adaptation to consumer requirements and control the entire process of managing material flows.

Layered logistics systems also have their advantages. The assistance of intermediary trade and transport structures that play an active role in logistics channels and chains for promoting material flow can be very significant. Meanwhile, intermediary trading and transport organizations that operate on the market are very heterogeneous according to their status, logistics capacity, etc.

On the way to the consumer, the material flow passes through transport and warehouse links, which represent specific trade and transport entities. In this case, all subjects are generally divided into three categories.

1. Independent trade and transport intermediaries.

They accept all the risks that may be associated with the further promotion of material flows that provide storage of material assets, while allowing producers and consumers to reduce inventories.

Transport and moving work, the choice of the further path of promotion of material flows is carried out by intermediaries on the basis of their own decisions. If the required intermediaries comply with logistics principles and requirements, they coordinate their actions not only with subcontractors, who are direct suppliers and direct buyers, but also with the producer, who generates flow processes. Or the process of managing material flows becomes dependent on the local positions of each link in the supply chain

At the same time, coordination of actions is very difficult, and the efficiency of logistics channels and chains does not correspond to the total potential of all participants, and obtaining an effect becomes problematic.

2. Sales and transport structures of manufacturers.

3. Supply and transport structures of consumers

The functional activities of the links in the supply chains of subjects of the second and third categories are similar to those formed by independent intermediaries. At the same time, they are controlled by producers and consumers, and material flows in terms of assortment composition correspond to the range of products.

Another feature of this group of logistics chains and links is that they are usually oriented on a territorial basis, in contrast to supply chains that are formed by independent intermediaries that are oriented both territorially and by industry focus.

At the same time, logistics channels, which consist of links of the second and third types, are well managed. In these chains it is easier to realize the combined potential of all participants, as well as achieve a synergistic effect

In distribution logistics, channels and chains can be generally characterized by the number of distribution levels that comprise them.

The level of distribution of logistics flow is any reseller who is a participant in the logistics system, who performs distribution functions, while transforming material flows as they move to the final destination.

The length of logistics channels and chains is primarily determined by the number of levels they contain.

The zero-level logistics channel includes the manufacturer and the consumer, while the process of distributing material flow is directly carried out with the manufacturer. These channels are typical for a logical system in which direct connections are present.

At the same time, zero-level channels can be formed both on the basis of direct and echelon logistics chains.

Thus, we can summarize.

Distribution logistics optimizes material flows at the stage from seller to consumer, while forming a system of effective logistics services.

1.4 Distribution logistics performance indicators

When introducing logistics, any business organization, forming a logistics system that meets its goals, first of all, strives to assess its actual or potential effectiveness.

The efficiency of distribution logistics can be assessed from the perspective of calculating a set of indicators. The main indicators that characterize the scale of sales activities are gross and net turnover, which is measured in cost and natural units.

Gross turnover (Tv) is the sum of all sales from the manufacturer to the consumer.

Net turnover (Tch) represents turnover that is exempt from re-counting and is equal to the cost of the final sale of goods.

1. Indicators of the organization of goods movement of the distribution system

The movement of goods consists of a combination of economic and physical processes of transfer of goods from the sphere of production to the sphere of circulation.

Linkage is the number of transfers of goods from one owner to another.

The linkage coefficient characterizes the average number of levels in the distribution system of an organization and is determined by the formula:

Ksv= TV / Tch (1)

Most effective work distribution channels are ensured by the uniformity and rhythm of their work

Uniformity of delivery characterizes the receipt of goods in equal parts at equal intervals of time. Uniform loading of the distribution channel ensures optimal performance of all participants in the goods distribution process and loading of distribution warehouses and various types transport. To characterize uniformity, the coefficient of variation is used, which shows the standard deviation of supply volumes for periods from the average supply volume for all periods. The coefficient of variation is calculated using the formula:

Where - i-th value demand for the item being assessed; - average demand value for the period for the position being evaluated; n - number of periods

The rhythm of delivery is to comply with the terms and quantities of delivery specified in the contract, taking into account the seasonal and cyclical characteristics of production or consumption. The degree of rhythm of delivery shows the compliance of deliveries with established deadlines and is characterized by the arrhythmia coefficient (Kar), which is determined by the formula:

where Pf is the volume of goods actually delivered;

PD - volume of supplies in accordance with contracts.

The closer this coefficient is to 0, the more rhythmic the delivery.

2. Indicators characterizing trade turnover.

Until an item is sold, it is inventory. In inventories, investments invested in them are frozen cash and maintaining inventory requires significant additional costs, which increase the final price of the product. Therefore, the buyer and seller are interested in ensuring that the inventory passes through the channels to the market as quickly as possible

Commodity turnover is a concept that averages the circulation of the commodity mass. The main indicator is the structure and volume of inventory, which is expressed in quantitative or cost terms. For evaluation, the average inventory for a period of time (month, quarter, year) is usually used.

Average monthly inventory (Zcm) is calculated using the formula:

3 cm = (3 nm + 3 km)/2, (4)

where Znm is the stock on the first day of the month;

Zkm - stock for the last day of the month.

Average stock for the quarter (Zsk) is calculated using the formula:

Zsk=(Zcm1+Zcm2+Zcm3)/3, (5)

where Zcm1, Zcm2, Zcm3 are the average stock value for each month of the quarter.

In case of strong fluctuations in inventories during the month, it is calculated

historical average inventory, which is calculated by recording inventory on certain days of the month and calculating the average.

To compare inventory levels between different organizations or various options organization of the sales system, the following indicators are calculated.

Inventory intensity is defined as the ratio of average inventory to turnover. Reducing this indicator has a positive impact on reducing sales costs

The provision of trade turnover with inventory - reflects the number of trading days for which the inventory is sufficient and is determined by the formula:

Tobi=Зкi/mi (6)

where Зк i is the final inventory of the i-th product;

mi is the one-day commodity consumption of the i-th product).

The circulation speed (turnover ratio - Cob) characterizes the number of turnovers of commodity inventory for a period (month, quarter, year) and is determined by the formula:

Kob = T / Zs, (7)

where T is turnover for the period;

Зс - average stock for the period.

Each turnover of inventory results in the sale of goods and brings additional profit to the company, so an increase in the turnover rate is assessed positively. The circulation time (time of one turnover - Tob) characterizes the number of days during which the product is in the form of inventory from the moment the product enters the sphere of circulation until it is sold and is determined by the formula:

Tob = Zs x Tper/T, (8)

where Tper. - duration of the analyzed period (month, quarter, year) in days.

Turnover efficiency (Ef) shows the profit received from one turnover and is calculated using the formula:

Eph=P/Kob, (9)

where P is the profit received for the period;

Cob - the number of revolutions per period.

The greater the turnover efficiency, the greater the company's benefit from reducing inventory sizes and the time goods remain in inventory. Inventory reduction can be achieved through more accurate demand forecasting and planning for demand and supply of goods.

A significant part of the reserves is insurance, provided in case of delays in deliveries, therefore, the exact fulfillment of contractual terms and the use of the “just-in-time” delivery method make it possible to reduce the amount of reserves.

Acceleration of all logistics processes associated with order fulfillment (time for submitting an application, picking, document preparation, delivery) also has a positive impact on accelerating goods turnover and increasing the efficiency of all participants in the distribution of goods.

1.5 Types of intermediaries in distribution channels

Dealers are wholesale, less often retail, intermediaries who conduct transactions on their own behalf and at their own expense. The goods are purchased by them under a supply agreement. Thus, the dealer becomes the owner of the product after full payment for the delivery. The relationship between the manufacturer and the dealer is terminated after all conditions under the supply agreement are met. However, the relationship between the manufacturer and dealers in Lately take on a variety of shapes due to the desire of manufacturers to form vertical channels distribution. In this case, dealers become privilege holders, uniting in their hands a number of successive stages of the production and distribution process. In the supply chain, dealers occupy the position closest to end consumers.

There are two types of dealers. Exclusive dealers are the only representatives of the manufacturer in a given region and have exclusive rights to sell its products.

Dealers who cooperate with the manufacturer on a franchise basis are called authorized.

Distributors are wholesale and retail intermediaries conducting operations on behalf of the manufacturer and at their own expense. As a rule, the manufacturer grants the distributor the right to sell its products in a certain territory and for a certain period. Thus, the distributor does not own the product. Under the agreement, they acquire the right to sell products.

The distributor can also act on his own behalf. In this case, within the framework of the agreement for the granting of the right to sell, a supply agreement is concluded.

IN logistics chains distributors usually occupy a position between the manufacturer and dealers.

Commission agents are wholesale and retail intermediaries conducting transactions on their own behalf and at the expense of the manufacturer. The commission agent is not the owner of the products sold. The manufacturer (or the principal in this transaction) remains the owner of the product until it is transferred and paid for by the final consumer. The contract for the supply of products is concluded on behalf of the commission agent. Thus, the commission agent is an intermediary only for the principal, and not for the end consumer, whose money is transferred to the account of the commission agent. In this case, the risk of accidental damage and loss of products lies with the consignor. The commission agent is obliged to ensure the safety of the goods. He is responsible for loss or damage to products due to the fault of the commission agent. Remuneration to the commission agent is usually paid in the form of a percentage of the amount of the transaction performed or as the difference between the price set by the principal and the selling price.

Agents are intermediaries acting as a representative or assistant of another person (principal) in relation to him.

Typically, agents are legal entities. The agent enters into transactions on behalf and at the expense of the principal. Based on the scope of their powers, agents are divided into two categories. Universal agents perform any legal actions on behalf of the principal.

General agents conclude only transactions specified in the power of attorney.

For their services, agents receive remuneration both according to tariffs and by agreement with the principal. The most common type of agency fee is a percentage of the amount of the concluded transaction.

Brokers are intermediaries in concluding transactions, bringing together counterparties. Brokers do not own products like dealers or distributors, and do not manage products like distributors, commission agents, or agents. Unlike agents, brokers do not have a contractual relationship with any of the parties to the transaction and act only on the basis of individual instructions. Brokers are remunerated only for products sold. Their income can be formed as a certain percentage of the cost of goods sold or as a fixed fee for each unit of goods sold.

1.6 Logistics distribution centers

The network through which the material flow is distributed is a significant element of the logistics system. The construction of a network of distribution centers significantly affects the costs that arise in the process of bringing goods to consumers, and through them the final cost of the product sold.

A distribution center is a warehouse complex that receives goods from manufacturing enterprises or from enterprises wholesale trade(for example, which are located in other regions of the country or abroad) and distributes them in smaller quantities to customers (small wholesale and retail) through your or their distribution network.

According to the traditional classification developed by Edgard Hoover, there are three principal strategies for locating distribution warehouses: near sales markets, near production, or an intermediate location.

The location of warehouses close to sales markets makes it easier to replenish customer inventories. The geographic size of the market served by such a warehouse depends on the desired delivery speed, the average order size, and the unit costs of local transportation. The main criterion for the operation of such warehouses is to ensure of proper quality maintenance or minimizing logistics costs. Such warehouses are often found in the trade of food products or industrial goods for mass use. However, location close to markets is typical for many industries. This strategy makes economic sense because it is the cheapest way to quickly replenish inventory.

The location of warehouses near production facilities facilitates the accumulation of the range of products necessary for supplying consumers. This arrangement of warehouses allows us to send mixed cargo to consumers at consolidated rates. The advantage of such a location of warehouses is that the increased level of service extends to the entire range of supplied products. Such a manufacturer has the opportunity to become the best among other suppliers.

When warehouses are located intermediately between production and consumption, warehouses operate in the same way as warehouses located near production: they accumulate a full range of products and send mixed quantities of goods to customers at preferential rates.

The number, capacity, location and functions of distribution centers depend on the size of material flows, strategy and financial condition of the enterprise that is designing a network of distribution centers. The following factors are taken into account: transportation costs, warehouse cargo processing, cargo warehousing, ordering and management systems, and level of customer service.

The best distribution network with distribution centers is the one that provides the highest level of customer service at the lowest overall cost.

In accordance with the chosen location strategy, the distribution network can be organized as a centralized structure (with a single large distribution center) and a decentralized structure (with several distribution centers).

In a centralized distribution network, the distribution center sends goods manufactured by the manufacturing enterprise to final or intermediate consumers in various regions of the country (wholesale or small wholesale intermediaries or directly to retail trading network). The advantage of this option is that it is possible to reduce storage stocks in the warehouse of finished products of the manufacturing enterprise by sending all manufactured products to distribution centers at once. The disadvantages of this option are high transportation costs for delivering goods to numerous consumers - customers of goods.

With a decentralized distribution system, the total inventory and cost of multiple distribution centers will be higher than in the previous version. However, the cost of delivering goods to consumers will be lower due to the fact that distribution centers are located on the territory of commodity markets, close to consumers. In addition, it is easier for local distribution centers to study their regional markets, and they can respond flexibly to the situation in these markets. At the same time, in small regional warehouses it is difficult to achieve the same low cost of cargo processing as in a large automated distribution center, which can be observed in a centralized system for organizing a distribution network.

The costs of placing orders in a centralized distribution system can be large and decrease with an increase in the number of distribution centers, since, provided that warehouses are located in different regions and are closer to customers, communications with consumers can be faster and cheaper.

Therefore, we can summarize: The main task of enterprises is to make a profit from the sale of products. That is why the task of marketing products is relevant. Sales of products involves the movement of material flows (finished products) from the manufacturing enterprise to the final consumer.

At this stage, distribution logistics, which is often identified with the sales function in marketing, deals with the processes of managing material flows.

The central place in the distribution logistics system is occupied by the organization of logistics chains and distribution channels of finished products. The structure of distribution channels (the number of intermediaries), their scale (the number of retail outlets) and stability depend on the number of stages in which the buyer receives the product. Therefore, to save money, it is necessary to determine the optimal number of stages.

2. Analysis of the financial condition of Sokotel LLC

2.1 Analysis of the state and structure of sources of funds of the enterprise Sokotel LLC

The financial condition of an enterprise is a set of indicators that reflect its ability to repay its debt obligations.

The main objectives of the financial condition of the enterprise are:

Assessment of the dynamics of the composition and structure of assets, their condition and movement;

Assessment of the dynamics of the composition and structure of sources of equity and borrowed capital, their condition and movement;

Analysis of absolute and relative indicators of the financial stability of the enterprise and assessment of changes in its level;

Analysis of the solvency of the enterprise and the liquidity of its balance sheet assets.

Information base financial analysis is the financial statements. Balance reflects financial condition enterprise at the time of its preparation.

The preliminary assessment of the financial condition is divided into three stages. At the first stage, a visual and simple counting check of indicators is carried out financial statements on qualitative and formal grounds. At the second stage, a compacted net balance sheet is constructed by aggregating elements of balance sheet items that are homogeneous in composition. At the third stage, the dynamics of a number of analytical coefficients characterizing the financial stability of the enterprise are calculated and assessed.

Financial analysis is based on data accounting and probabilistic assessments of future factors of economic life.

Before analyzing the financial condition of the enterprise, consider it general characteristics activities.

Sokotel LLC is located in the historical part of St. Petersburg, not far from the Vasileostrovskaya metro station (7 minutes on foot), on a quiet and somewhat isolated Vasilyevsky Island from the rest of the city.

Within walking distance, within 10-15 minutes, are the main attractions and museums of St. Petersburg: Strelka VO, the Hermitage, St. Isaac's Cathedral, University Embankment, Kunstkamera, Menshikov Palace. Hotel business. Address: Vasilyevsky Island, Birzhevoy Lane, building 4.

Sokotel is one of three St. Petersburg hotels of the largest Finnish hotel chain Sokos. It is located on the 8th line of Vasilyevsky Island and occupies a recently restored building built in the 19th century.

Thanks to its convenient location, Socotel can become a starting point for walking tours around St. Petersburg, which are so appreciated by city guests.

The hotel is located on the site of a reconstructed 18th century house. The facade has been recreated in its original form; the hotel building, which is more modern in style, is in the background. New building accommodates 255 rooms, more than half of which are non-smoking. Mostly these are “standards”; there are superior rooms, ten of which are located in the attic. There are 10 suites, 1 superior suite, 24 combination rooms, and one room for people with disabilities. The rooms are decorated in rich burgundy tones and a lot of wood is used - thanks to this, even the simplest standard room looks rich.

Restaurants occupy reconstructed hotel buildings. The Russian-French “Brasserie Repin” offers both classic Russian cuisine and gourmet dishes prepared by a French chef. The restaurant has a cozy interior of the early 20th century, an abundance of dark wood in the decoration of the hall, and a bar counter. Exhibitions of young artists are periodically held in the hall nearby. The Irish pub PUB 8th LINE offers a wide selection of beer, cider and various snacks. St. Patrick's Day is celebrated here every spring. At the end of the week, musical groups performing folk and Celtic music perform. The hotel's lobby bar consists of three rooms for 20 people. Here you can play board games by candlelight and have a hearty snack. The hotel also has a tea room.

The conference complex “Sokos Hotel Vasilyevsky” consists of two halls for 30 people, where you can hold business meetings, negotiations, and serve banquets. Additionally there are 2 offices and a meeting room. If there is a need to hold a meeting with a large number of participants, then it is possible to use the conference rooms of the Sokos Hotel Palace Bridge, which is not so far away. Special transport runs there to get there.

The hotel has underground parking for 30 spaces, Gym, sauna. Organizing leisure time and booking tickets for any events, excursion support - all these and other services are provided by the concierge service.

Let's analyze the main performance indicators of Sokotel LLC (Appendix A). Based on the data, the following conclusions can be drawn. There has been a steady increase in revenue from the sale of services; over three years it exceeded 3,896 thousand rubles. or 38.6%.

Let's look at the organizational structure of Sokotel LLC. The institution is headed by a manager whose competence includes resolving issues related to the quality of service. Hiring, dismissing employees, as well as issues of reward and punishment. (Fig.)

Figure 4 Organizational structure Sokotel LLC.

We will analyze the main indicators of efficiency of use labor resources based on data staffing table. To analyze the efficiency indicators of the use of labor resources of Sokotel LLC for 2012-2014. Let's make table 1.

Table 1 Key indicators of the efficiency of using labor resources of Sokotel LLC for 2012-2014.

Based on the data in Table 2, the following conclusions can be drawn: average wage employee per month amounted to 10.18 thousand rubles in 2012, 10.88 thousand rubles in 2013, and 11.33 thousand rubles in 2014. The average monthly salary also shows an upward trend: in 2013, compared to the average monthly wages from 2012 there was an increase of 106.88%, 2014 compared to 2013 there was an increase of 104.14%.

Analysis of the dynamics of the composition and structure of sources of funds makes it possible to establish the size of the absolute and relative increase or decrease in the entire property of the enterprise and its individual types. An increase (decrease) in an asset indicates an expansion (constriction) of the enterprise’s activities.

The information provided in the liabilities side of the balance sheet makes it possible to determine what changes have occurred in the composition and structure of own and borrowed sources, and how much long-term and short-term borrowed funds have been brought into circulation. The grouping of an enterprise's sources of funds is based on their affiliation - sources of funds are initially divided into own and borrowed. Borrowed assets (depending on the period of their attraction) are divided into: long-term loans and short-term liabilities (short-term loans and borrowings and accounts payable are distinguished as part of short-term liabilities). Own sources of funds are reflected in the 3rd and 4th sections of the balance sheet; borrowed - in the 5th section.

When determining the structure of sources of funds, the head of an enterprise must have an idea of ​​​​the optimal ratios of assets. and debt capital, weigh all the strengths and weaknesses of equity financing. and borrowed sources. Increasing the share of ownership. funds contributes to the financial stability of the enterprise, and an increase in the share of borrowed funds is a sign of increased financial instability of the enterprise and an increase in the degree of financial risks. An analysis of the composition and structure of sources of funds for the enterprise Sokotel LLC is carried out in Table 2.

Table 2 Analysis of the composition and structure of the enterprise’s sources of funds

Based on the data in the table, it can be noted that the company primarily operates on its own funds.

The structure that has developed at the enterprise does not contain much risk for investors and is favorable for its effective use.

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Basic theoretical principles that you need to know before working on specific situations

The essence and purpose of distribution logistics in the book business; problems of distribution logistics at the micro and macro levels; types and structure of distribution channels; types of intermediaries in distribution channels; criteria for evaluating intermediaries; logistics efficiency of wholesale and retail bookselling enterprises; main directions of development of retail book trade; the need for inventory; types of costs associated with maintaining inventories; the impact of inventory on service levels; types of inventory management systems. The essence, purpose and prospects for the development of retail logistics; types of flows in retail logistics; factors influencing customer flows; classifications of buyers of book goods; research of consumer flows; directions for optimizing customer flows; stages of the retail sales process; the importance of information support for retail sales; the role of the seller in information support retail sales; directions for the development of Internet trade in the book business; advantages of Internet sales; the importance of return flow logistics.

Sample list of questions for specific situations

1. What distribution channels does the company use? What are their advantages and limitations?

2. What problems exist or may arise in the future in the field of warehouse logistics of the enterprise?

3. Determine the logistics chain of activities that ensure the delivery of goods from the supplier to the customers.

4. Identify potential problems in retail logistics.

5. What are the requirements for transport logistics of this enterprise?

6. Propose a system of measures to improve the distribution logistics of an enterprise.

7. What new areas in distribution logistics would be appropriate for this enterprise to develop?

Riva-Press LLC is a wholesale enterprise that is the exclusive representative of the Ripol-Classic publishing house in the wholesale book trade market. The staff consists of 30 people.

The Riva-Press distribution logistics system includes several subsystems: receiving and processing orders; warehousing; transportation; formation and maintenance of reserves.

A distinctive feature of the company is its strict economic connection with sole supplier- publishing house "Ripol-Classic". This eliminates the need to create purchasing logistics. The purchasing mechanism here comes down to maintaining inventory at the required level. The inventory maintenance system includes the following tasks: monitoring warehouse balances, determining the “order point,” placing an order.

Monitoring of inventory balances in the warehouse is carried out using computer program warehouse accounting, which provides the ability to track inventory in real time. This allows you to determine the order point for a new batch of goods with sufficient accuracy. Since the order volume must provide an economically justified size of additional printing, the key point in optimizing inventory is determining the order completion time. Consequently, the order point is such a balance, the sales forecast of which corresponds to the production date of the additional printing of the circulation. The finishing process takes on average 30-45 days. The order is made by submitting an application to the publisher for additional printing of the required publications.

Let's consider the subsystem for receiving and processing customer orders for books. This problem is solved locally computer network, consisting of jobs for sales managers and administrators. Sales managers accept orders for books from clients, enter information about them into the information system, which takes them into account and automatically reduces the stock of goods by the number of copies ordered.

The administrator can receive information about orders at any time and make a decision on their execution based on this information by selecting optimal options(taking into account the use Vehicle, optimization of warehouse processes).

Riva-Press LLC uses a centralized warehousing system, which includes one large warehouse, where the bulk of inventory is accumulated, and auxiliary warehouses. When determining the required warehouse space, the company took into account the requirements for storage conditions book products.

The rational combination of the warehouse process with the transport process is ensured by a computer order processing system, which summarizes orders and helps create delivery routes to destinations (see Fig. 7).

Riva-Press participates in logistics distribution chains different levels, therefore, the recipients of goods are both wholesale and retail bookselling enterprises. The company does not work with end customers (with zero-level channels). The company serves about 4,000 bookselling enterprises. When selecting wholesale buyers, an integral indicator is taken into account - the efficiency of the distribution chain, which includes such indicators as the volume of purchases, payment terms for purchased goods, and individual trade costs.

The main problem of distribution logistics of the Riva-Press company is the shortcomings of input information flows, in particular, a large volume of orders is received by telephone and fax. This increases order processing times. To solve this problem it is necessary to use modern information technologies, in particular the Internet. Processing orders generated in a standard electronic format will ensure speed of response and increase the efficiency of the Riva-Press logistics distribution system.

Kitoboy LLC produces foodstuffs and implements them wholesale. The company has one distribution center and several wholesale intermediaries. The distribution logistics diagram is shown in Fig. 8 .

The warehouse network, through which the material flow is distributed, is an important element of the logistics distribution system. The construction of this network has a significant impact on the costs that arise in the process of bringing goods to consumers, and, consequently, on the final price of the goods. In this regard, it is important for each enterprise (both for the Kitoboy company and for its wholesale clients) to competently build its warehouse network.

Currently, according to some parameters, the distribution system of Kitoboy LLC does not meet the logistics principles of optimizing flow processes, i.e. ultimately, it does not ensure maximization of the profit received by the enterprise from the sale of its products.

Let's consider the positive and negative aspects of a logistics system with one distribution center.

Positive sides:

The company does not spend money on creating and maintaining an extensive warehouse infrastructure.

The company does not incur large transportation costs, since the distribution center is located in close proximity to production, and delivery to wholesale companies is carried out using the recipients' vehicles or specialized transport organizations.

These circumstances contribute to the fact that the enterprise has the opportunity to sell its products to wholesalers at a lower price. This price can attract those wholesale buyers who have a wide network of warehouses and established transport industry. Thus, transport and most of the warehouse costs are transferred to wholesale companies.

Negative sides:

In this distribution system, the firm depends on its wholesale customers. That is, the structure of Kitoboy LLC is not diversified enough, as a result of which the company is subject to fluctuations in demand from wholesalers. This may negatively affect the future sales of the company's products. Wholesale buyers can, in a certain situation, dictate their terms to an enterprise, seeking unilateral benefits for themselves and taking advantage of the fact that the enterprise is quite dependent on them.

The situation when a wholesale enterprise is forced to independently export products leads to a limitation in the number of buyers willing to cooperate with Kitoboy LLC. That is why the company clearly does not have an insufficient number of wholesale customers.

It cannot be said that the distribution center is located at an equal distance from the warehouses of wholesale companies. In such a situation, the transport costs of wholesalers reach high levels, which increases the final price, and this, in turn, reduces the demand for products.

Thus, we can conclude that the distribution logistics system of the Kitoboy company is not optimized from the point of view of the logistics concept of total costs (i.e., costs borne by all distribution participants), and this leads to inefficient use of resources and, as consequence, to an inflated final price of products and a reduction in sales markets.

The newspaper and magazine association "Voskresenye" ​​was founded in 1991. The main activity is the publication of Russian classics, modern fiction, children's literature and books on home economics, as well as periodicals for children and adults. Misha magazine is one of the highest circulation magazines in Russia. Magazines such as “Horoscope”, “Saratoga”, “Russian Language Abroad” are published.

The publishing house's products are distributed through its bookselling network and through intermediaries. The publishing house has two warehouses - rented and own, located in the publishing house building. Book products from the printing house are delivered to warehouses in containers. Accounting for goods arriving at warehouses is carried out using the “Commodity Warehouse” computer program.

For real and potential wholesale buyers, the publishing house prepares price lists of the goods offered. They are sent by fax and e-mail wholesalers and bookstores.

Orders received from clients are recorded by the manager and sent for execution. Next, work with them is carried out by a sales manager, who calls customers and discusses all the terms of sale. Based on the results of negotiations, contracts are drawn up. After the customer pays for the goods, information about the need to complete and dispatch the order is sent to the warehouse.

IN small shops Small consignments of goods are delivered by courier service. The goods are delivered to Moscow stores by the publishing house's vehicles, and to other regions - by postal cars or, less commonly, by railway containers.

The publishing house also uses such a form of distribution as “Books by mail”, which is carried out through a special catalogue.

Multi-volume editions of classics of Russian literature are mainly distributed by subscription.

GZHO "Voskresenye" ​​has an online store, but its scope of activity is limited only to buyers from Moscow and the Moscow region.

The publishing house publishes information about published and upcoming books in its books and magazines. The advertising materials published there indicate the telephone number and address of the publisher where you can order the book. In placing advertisements, the Voskresenye GJO cooperates with other publishing houses and editorial offices of magazines. For example, excerpts from published books are published in Rossiyskaya Gazeta.

Presentations of the publishing house’s products, held in large bookstores: “Moscow House of Books”, “Biblio-Globus”, “Moscow”, are very popular among buyers.

It should be noted that the distribution system of the Voskresenye GZhO developed without the use of modern logistics principles. In many of its links it is necessary to carry out a number of improvements (for example, communication between the branch of the association and the warehouse only by telephone and fax is completely insufficient). The efficiency of distribution activities is also reduced by the lack of a computer information system that unites all structural divisions. However, although these are important, they are not the defining elements of logistics optimization. It is necessary to begin the optimization process with the development of a general concept for distribution logistics of the Voskresenye GZhO.

The publishing and bookselling enterprise "Sfera" produces textbooks on psychology and pedagogy, didactic materials and other publications for schoolchildren. "Sfera" is engaged not only in publishing, but also in wholesale, small wholesale and retail sales. The company is small, but among its partners are such large book publishing companies as “Top-Kniga” (Novosibirsk), “Peter” (St. Petersburg), etc. The main wholesale buyers Sfera publications are bookselling enterprises in Moscow and St. Petersburg. The publishing house has a bookstore that carries out retail and small wholesale sales.

An important feature of the distribution logistics of this company is the constant development of distribution channels and the search for trading partners. This issue is dealt with by the managers of the sales department. Each manager is assigned a specific region of Russia, in which he identifies interested companies. We work with potential partners over the phone and then send them price lists by fax or email. If the client expresses interest in cooperation with the publishing house, then an agreement is concluded with him, which specifies the terms of delivery, sale and return of goods, form of payment and delivery. Having received an order from a client with whom a contract has been concluded, the manager transfers it to the warehouse, where it is fulfilled (selection, picking, registration, packaging, etc.). Delivery is carried out in accordance with the conditions fixed in the contract: within Moscow - by road at the expense of the Sfera publishing house, to other cities - by rail and air transport at the expense of the wholesale buyer.

In addition to its products, Sfera sells publications on similar topics from other publishing houses in Moscow and St. Petersburg. These are mostly permanent and reliable partners.

The main advantage of the company’s distribution logistics system is its simplicity and smoothness, so anyone can quickly join it new employee, who came to the sales department. The main disadvantage of the system is the abundance of documentation, the registration of which requires the collection of many signatures, seals, resolutions, and discussions. This slows down the processes of movement of material and other flows. In addition, the use of rail and air transport sometimes leads to a slowdown in the movement of goods at the stage of their preparation for transportation. This is due to the lack of cars, shifting schedules, etc. Another problem that may arise is that an inexperienced manager may establish a relationship with an insolvent trading partner. In order to prevent such a situation, information about each potential client must be carefully collected and analyzed.

The publishing center (IC) “Academy” was formed in 1995, and the following year there was a reorientation of its activities from the production of scientific publications to educational ones, and the publishing house remains faithful to this specialization to this day. The publishing house's assortment includes books for primary, secondary and higher vocational education in various fields of knowledge.

Gradually, the Academy IC occupied a certain niche in the Russian book market and today is known as a fairly large specialized publishing house. It ranks 67th in the ranking of publishing houses by number of titles and circulation.

The success of the publishing house depends on the coordinated and competent work of its eight main structural divisions: three editorial offices, production, computer and marketing departments, accounting and sales departments.

Distribution logistics is mainly handled by the sales department. The geography of distribution of the Academy's products is quite wide. The department works with Moscow, St. Petersburg, Samara, Kazan, Belarusian, Ukrainian and many other bookselling wholesale and retail organizations. Wholesale enterprises, as a rule, are the most stable and largest clients. They purchase goods in bulk, place their orders and manage inventory in warehouse systems more efficiently. Among the wholesale structures working with the publishing house, JSC Tsentrkniga (Moscow) and Top-Kniga (Novosibirsk) stand out.

IC "Academy" works closely with many educational institutions: universities, technical schools, colleges, as well as library collectors.

Particular attention is paid to working with bookstores. Regular clients are: “Pedagogical Book”, “Biblio-Globus”, “Moscow”, “Young Guard”, “Moscow House of Books”, etc. Among the large stores in other cities, it should be noted “St. Petersburg House of Books”, “Book World” "(Khabarovsk), "Prometheus" (Bratsk), "Knowledge" (Ufa), etc.

In Moscow, books are delivered by road transport at the expense of the publishing house. Transportation to other regions is carried out by rail.

Let's consider the features of the work of sales department managers with individual groups of clients.

Work with educational institutions is structured as follows. Twice a year, an annotated graduation plan from the Academy IC is sent to them. According to these six-month plans educational organizations form and send their orders, which are issued in the form of an invoice for prepayment. After receipt of advance payment to the publisher's account, the sales department, as publications are published, completes batches of goods in accordance with customer orders. Depending on the quantity, they are sent either by railway containers or by mail and luggage wagons.

Work with bookselling organizations is carried out as follows. The publisher's price list is sent to them by fax or mail. Booksellers use it to place their orders and send applications. In accordance with them, the ordered batches of goods are completed. If a bookselling organization operates on the basis of advance payment for goods, then it is issued an invoice for the selected books. After the money is transferred to the publisher's account, the goods are shipped. If the organization works with deferred payment (the deferment period is specified in the concluded contract), then the goods are shipped immediately after the shipment is formed. At the same time, the manager monitors the timely receipt of money. If the client violates the established payment terms, then it is considered inappropriate to work with him further with a deferred payment. The sales department receives information about payment for goods from the accounting department.

Information Center "Academy" has its own warehouse and, in addition, uses storage services provided by the Central Collector of Scientific Libraries.

The publisher does not sell to individual customers through its retail structures, but it provides reference and consulting services to this group of clients. Sales to individual customers are made only by mail. In order to inform these clients about the books available, the Academy Information Center publishes advertisements in such magazines as “Preschool Education”, “Public Education”, “Book Review”, “University Book”.

Publishing house distribution logistics can and should be improved. Here the feasibility of using such distribution channels, which have not yet been used by the Academy IC, can be considered, such as creating a small network of own stores, organizing a book club aimed at teachers. Since the publishing house actively works with the regions, it is possible to analyze the effectiveness of working with dealer and distribution structures.

Triumph LLC is a publishing and bookselling company specializing in computer literature. In 1999, on the basis of the sales department of this company, the book trading enterprise Triumph - Book Trade LLC was created.

Currently, the company "Triumph - Book Trade" LLC is the official representative of the publishing houses "Triumph", "Technology-3000", " Best books", "For adults only." All of the listed publishing houses specialize in publishing computer literature. Most books are published in series that are clearly targeted at a specific readership. Thus, the series “Self-Teacher”, “Quick and Easy”, “Latest Versions of Programs” are intended for beginners and those who have basic knowledge. The series “Programming Practice” and “Computer for Hobby and Work” are designed for professionals.

The structure of Triumph - Book Trade LLC includes a wholesale warehouse, a transport expedition and a financial and accounting group.

Despite the small distribution staff, the publications with which this company works are sold in more than 1000 cities of Russia, as well as neighboring countries (Kazakhstan, Ukraine, Belarus, the Baltic countries) and far abroad (Germany, USA, Israel, Turkey) . Such territorial coverage is carried out not only by the Triumph company, but also through its major partners located in Moscow, St. Petersburg and Novosibirsk.

Triumph LLC sells its products to 80 wholesale buyers (intermediaries), who then independently distribute them through their own channels. The company cooperates with 70 bookstores. Among them: “Moscow House of Books”, Trade House “Biblio-Globus”, “Young Guard”, “Science and Technology”, “Omega L”, etc.

The company also works with small wholesalers, using Book Club LLC (Moscow, Olympic sports complex). Contact with retail customers is maintained through the book mail delivery department.

The company supplies reliable customers with deferred payment for one to two months. At the same time, stores are supplied with free display copies of books.

The company has one distribution center (finished product warehouse). Thus, the distribution logistics scheme of Triumph LLC looks like this (see Fig. 9).

The distribution logistics system includes the following processes:

Order processing;

Sales registration and analysis;

Sales forecast;

Inventory and warehouse management;

Transport management.

The flow of goods begins with the receipt of an order from the client. The order department prepares invoices and sends them to the appropriate departments of the company. Editions that are temporarily out of stock are recorded as a debt to the client and are carried out as soon as possible. Shipped products are accompanied by shipping and payment documentation.

Based on sales information, records are kept of the implementation of contracts for the supply of products according to terms and amounts, reports are prepared for groups of goods, identified by a combination of different characteristics. The effectiveness of sales forms and distribution channels, sales trends by customer, title, and type of publication are also studied.

The task of Triumph - Book Trade LLC is to bring produced publications to the end consumer. It is necessary that the entire offered range be present in the maximum number of outlets selling computer literature. To achieve this, the company cooperates with many Moscow stores, large bookselling companies and publishing houses. It should be noted that so far the Moscow region has been better developed.

A peculiarity of the company's activities is that books on computer topics age very quickly, their life is about a year, and they are most relevant in the first 3-6 months. In this regard, the movement of material flows must be quite fast, which necessitates the use of logistics principles.

The trend of increasing the number of books distributed with a relatively stable volume of total circulation places increased demands on the formation of a book assortment and informing customers about upcoming and published publications. It is necessary to improve the collection of pre-orders and develop cooperation between bookselling enterprises to ensure that the buyer can find and sell the book he needs.

Triumph LLC has an Internet site http://www.triumf.ru/, which, in addition to information about the company’s activities, contains information about books available for sale and books being prepared for release. It is planned to create an online store, which will simplify and speed up communications with customers and give them the opportunity to quickly purchase books.

For the buyer, the most important thing is the breadth of assortment of the store where he makes a purchase. Not having the right book is the main reason for losing customers. The store must carefully monitor its assortment and replenish stocks in a timely manner. The solution to this problem is the introduction of a computer inventory management system in bookstores. If a large store orders computer books once every 2-3 months, this means that new items will not be able to appear on its shelves in a timely manner and the current assortment will never be fully represented.

Even more negative consequences for publishers are the policies of some wholesalers who seek to prevent books on competing topics from appearing on the shelves of the bookstores they supply. Not only the publishing house and the store suffer from this, but also the end consumer, who does not find the book he needs in the store. In this regard, stores should not focus only on large suppliers, leaving the opportunity to promote their books to small publishers.

Based on the principles of logistics optimization, the distribution system of Triumph LLC can be improved in the following areas. Necessary:

1. Study the issue of a possible increase in distribution centers to optimize transport costs.

3. Create a sufficient fleet of vehicles and rationally organize their work for the delivery of book products from the place of production (printing house) to the place of consumption.

4. Conduct a constant search for new partners among wholesale and retail book trade enterprises in order to reduce the risk that some products may remain unsold or become obsolete. It is necessary to achieve the most stable contractual relationships with wholesale buyers as possible.

5. Improve accounting and control of the condition of inventory, seeking to minimize the cost of maintaining them. Maintain a high percentage of on-time fulfillment of orders from wholesale customers.

Book Trading House (TDK) "Moscow" is one of the largest and well-known universal retail bookselling enterprises in the capital. It has three departments: fiction, literature for specialists and an antiquarian and second-hand book department.

The warehouse consists of two parts: the central warehouse and the warehouse of the literature department for specialists (OLDS). Books received from suppliers are received at the central warehouse, and from there they are distributed to the fiction department and to the OLDS warehouse in the amount of 1-3 packs. The warehouse serves TDK branches in St. Petersburg and Voronezh, as well as kiosks.

Formation of the store’s assortment and control of the supply of goods is carried out by a group of merchandisers, each of whom manages his own assortment area. Main direction assortment policy TDK "Moscow" is to expand the assortment while simultaneously reducing the number of copies of one item (excluding bestsellers, which are ordered in large quantities). This policy leads to increased turnover.

The movement of goods flows in the warehouse begins with the unloading of vehicles, which takes place in a specially designated sector of the warehouse, equipped with a conveyor belt. Goods from one supplier are placed on one of the receiving tables, where acceptance is carried out based on quantity, quality and completeness. Samples of each name are selected, and the operator enters them into the computer system. Orders are printed, on the basis of which invoices are drawn up.

Intrawarehousing transportation of goods from the unloading zone to the receiving zone and further to the storage zone occurs with a large number of goods - on a hydraulic trolley, with a medium amount - with platform trolleys, with a small amount - with mini-trolleys or manually.

To store book goods in a warehouse, frame metal one- and two-sided shelving, as well as mobile turntable racks, are used. When placing goods for storage, the main principle is the rational use of warehouse space. Each shelf has a code consisting of the shelf number and the rack number. When packing goods, each item is assigned its own address.

The process of selecting orders coming from employees trading floor, happens as follows. A picker with a mini-trolley drives around the storage area and selects books according to the addresses indicated on the delivery note. The selected order is moved to the receiving table, where pre-sale preparation takes place: gluing of markings, which are attached to the delivery note in the required quantity, placement of magnetic protective elements (preferably in the most inaccessible areas of the book).

Then the warehouse manager performs a control check of the compliance of the generated order with the accompanying document. Book goods are loaded onto a lift and delivered to the sales area.

Information services are the connecting link in the functioning of all services of the warehouse, sales floor and administrative departments. Warehouse information creates the main database in the general computer system TDC. When goods are received from a supplier, invoices and delivery notes are created using a computer. The employee who placed the books in storage enters the warehouse addresses in the invoices, then this information is entered into the computer by the operator. Further, when filling out documents for order selection, information about the location of the book will be entered in the invoice automatically.

Based on incoming and outgoing documents in the warehouse, a commodity report is compiled every day.

Ways to optimize the logistics process at the Moscow Trade House warehouse:

1. Greater consistency is required in the actions of merchandisers with each other and with the warehouse in order to eliminate frequent cases of simultaneous arrival of large quantities from several suppliers. This situation leads to a shortage of workers and warehouse space for reception, and entails disruptions in the work of other store services. So, for example, the help desk gives customers information that a book is in stock because it is already present in the computer database, but this title has not yet arrived on the sales floor and the buyer cannot purchase the book. Ultimately, this leads to loss of sales and negative customer emotions.

There are also opposite situations: on some days there are no deliveries at all, and this also has negative consequences, as it leads to downtime for workers.

2. It is necessary to strive for efficient use of the height of the warehouse premises.

3. Improving working conditions, reducing manual labor. Nowadays, many warehouse operations are performed manually, in part because there are not enough hand trucks. The costs of their acquisition will be justified by increased labor productivity, which will ensure increased sales and, ultimately, increased profits for all parts of the store’s logistics chain.

4. It is advisable to use the Pareto method when placing goods in a warehouse, which will minimize the number of movements during picking. Frequently released items account for no more than 20% of the total quantity and should be placed in as accessible locations as possible.

Logistics is an extremely important science for doing business; knowledge of it is necessary for qualified personnel, and its application can significantly increase the efficiency of trading activities.

Let us consider the wholesale link of the distribution channel using the example of the KNO company. The KNO company was founded in 1829 in Leipzig. Constantly developing, it currently has a complex and branched structure. Its head office is located in Stuttgart. The activities of its main structures are described below.

KNO Barsortiment GmbH is a trading company that buys and sells books and other printed materials. The assortment includes 275 thousand book titles coming from three thousand publishing houses. Shipments are generated and shipped to 1,500 stores every day. At the same time, orders from 80% of stores are fulfilled the next day after the order is sent. This level of logistics service allows stores to serve customers at a high level. If the book the buyer needs is not currently available in the store’s sales area, then, at the customer’s request, it can be delivered to the store the next day (if it is one of the 275 thousand book titles available in the KNO warehouse) or in a week (if the book is not available at KNO warehouse and must be ordered from the publisher).

At the first stage of organizing the logistics process in a company, products are purchased from publishing houses. This is handled by the purchasing department, consisting of 20 people. They maintain contacts with publishing houses, select purchased goods and negotiate the size of trade discounts provided by publishing houses. As a rule, publishers provide the company with discounts of up to 50% from the retail price. The company sets a discount of 15 to 20% for its services, therefore, books are delivered to bookstores at a 30-35% discount.

Main competitive advantages of this company are:

1. Providing bookstores with the opportunity to order a large number of book titles in one place. In this case, the order can be made in small quantities (1-2 copies of each item) and almost daily, i.e. as orders are received from buyers.

2. A simple and economical way to submit purchase orders. A bookstore can order a book using any method convenient for it: by e-mail, by fax, by phone, or using the KNO terminal. The KNO terminal is a small device, the size of a calculator, that connects via a modem to the telephone network. The order is made by dialing the ISBN numbers required by the book store. The order placed in this way arrives at electronic system KNO is automatically processed there and sent to the warehouse for execution. As a rule, the books are delivered to the customer the next day, before the store opens.

3. Convenience and flexibility of transport services. The company takes care of transport services for stores. Delivery costs depend on the weight of the book shipment.

KNO Verlagsauslieferung GmbH is a wholesale company, but the nature of its activities differs from that discussed above. This division does not buy books from publishers, but provides them with warehousing and transportation services. At the same time, each publishing house conducts individual work. Each publishing house has a dedicated warehouse where its products are stored and orders are selected and dispatched.

Thus, this company provides the following services to publishing houses:

Reception of finished products and their storage;

Receiving orders for the shipment of goods, their processing, selection and packaging of shipments, forwarding them to customers;

Preparation of statistical data on sales, inventory, accounting of receivables of recipients;

Reception of defective products and their processing.

Publishers using the services of KNO Verlagsauslieferung GmbH receive the following competitive advantages:

No need to invest in the development of your own warehouse facilities;

Absence of risks in maintaining at a modern level and ensuring the functioning of warehouse technological equipment;

Modern level of computer processing of customer orders and means of communication with customers.

The presence of two main divisions carrying out different types logistics service, gives KNO stability, despite possible fluctuations in demand for services in the field of distribution logistics.

The third structural component of KNO is the publishing house K.F. Koehlek Verlag GmbH. This publishing house specializes in publishing a wide variety of bibliographic catalogs and advertising materials.

The catalogs are sold to booksellers for a very small fee, and this activity is practically unprofitable for KNO. Losses are covered by the core distribution logistics business. And this is quite justified, since the bibliographic service provided by the publishing house allows KNO to provide its clients with information services, without which its activities in the field of distribution logistics would not be so successful.

The interaction of the three divisions discussed above ensures the high standard of logistics service provided by KNO to retail bookstores.

Let's look at the retail book trade using the example of one of the stores of the Hugendubel bookselling chain. The first store of this chain appeared more than a hundred years ago. Since then, the company has successfully developed and now has 23 stores, 6 of which are located in Munich, where the central office is also located. The Frankfurt store is one of the largest. It occupies four floors and has an area of ​​4 thousand square meters. m. The store has a staff of 140 people: these are salespeople working on the sales floor. Administrative and service personnel practically none, since all services are located in the company’s central office. 10 thousand people visit the store every day, 80% of them leave with purchases. The store has self-service, and the buyer can freely walk around all floors with selected books and pay for the purchase only when leaving the store. The store is equipped with compartments with chairs and the necessary lighting where customers can sit, read, chat with friends and drink coffee.

Books are supplied to the chain stores by wholesalers KNO and Libri, which ensures prompt delivery and pre-sale preparation of goods. One of the elements of pre-sale preparation is to indicate on the sticker the code of the section where the publication should be located. Thus, the store clerk can only put the book on the shelf.

The store's assortment includes 150 thousand book titles, most of which are presented in 1-2 copies. At the same time, popular publications are published in large quantities and are accompanied by advertising materials.

In each department of the store there is an “information desk” where a visitor can independently use a computer to check the availability of the required book or ask for help from consultants.

In general, the book trade in Germany is characterized by clearly thought-out book flow processes, high technical equipment, and high optimization of all logistics processes.

Let's consider how distribution logistics is built for a small publishing house operating under the association educational institutions. The publishing house produces educational and pedagogical literature. Products are distributed mainly through retail bookstores in Moscow and St. Petersburg, as well as through the distribution channels of large publishing houses.

The need for logistical optimization of the distribution system of this publishing house is caused primarily by the fact that this enterprise is extremely limited in financial resources, and therefore its further development is only possible by increasing the efficiency of its activities and reducing unproductive expenses ( logistics concept"lean production")

The publishing house employs young specialists; there are only five full-time employees. In addition, student trainees are involved. Due to the small number of employees, in addition to their main functional responsibilities it is necessary to perform auxiliary operations (unloading vehicles with products, delivering documents, etc.).

The products are printed in a printing house near Moscow, which does not have modern equipment, providing high quality printing works. Finished products from the printing house are delivered to the publishing house's warehouse, which primarily performs storage functions.

The director of the publishing house is responsible for formulating the policy in the field of sales of finished products. As can be seen from the above, the publishing house does not use direct distribution channels (the publishing house is the final buyer). Products are first supplied to bookstores or other publishing houses, and with their help they reach consumers. With intermediaries who undertake the functions of selling finished products, the publishing house formalizes relations in the form of contracts.

It should be noted that the publishing house has not effectively built relationships with partners in the field of distribution. This is mainly due to the publisher’s insufficiently strict adherence to its obligations to partners. For example, in addition to the ordered book titles, the publishing house tries to impose its other publications on its partners when preparing shipments. This situation can lead to conflicts. In some cases, conflictual relationships arise due to non-compliance with the order and timing of financial settlements. All this worsens mutual understanding with partners and ultimately leads to the fact that it is increasingly difficult for a publishing house to establish stable and mutually beneficial relationships with bookselling structures.

Insufficiently effective ways of distributing products lead to a low speed of movement of goods to consumers, which ultimately causes a lack of cash working capital. The consequence of this is a lack of money for advertising and promotion of book products.

The analysis of the publishing house's distribution system allows us to offer some recommendations.

First of all, the management of the publishing house must realize the urgent need to reform its activities using modern logistics principles. Logistics teaches that without establishing good relationships with efficiently working partners, an enterprise cannot function normally. However, such relationships can be built only if the company adheres to the principles of strict compliance with contractual relations, supplies high-quality products, and treats partners with respect and care. In addition to changing the policy in the field of working with partners, the publishing house needs to develop a set of measures aimed at improving the quality of its products. At the same time, at first you should focus on activities that do not require large financial costs. Only after a certain time, when the measures taken give positive results and the publishing house receives some funds, can they be used to improve, first of all, personnel logistics, as well as to increase the technological equipment of editorial, publishing and distribution processes.

Close attention should be paid to improving the movement of information flows, which is very important for improving distribution logistics, as it allows you to speed up the movement of goods to consumers.

It is necessary to consider the distribution logistics system. Since the publishing house is small, it might be advisable for it to completely transfer the functions of distributing its products to specialized companies. As already noted, it is possible to interest such companies in cooperation only by offering high-quality products on favorable terms. At the same time, the main focus of the publishing house’s activities, the topics and types of publications produced require a fairly clearly defined array of consumers. In order to better understand the needs of its customers, it is advisable for the publishing house to conduct marketing research. Apparently, when forming a distribution logistics system, one should focus on the selective type of distribution.

Considering that one of the main consumer groups of this publishing house are university students, it is important to use modern means connections with this audience. To do this, you need to create a high-quality and maximally informative website on the Internet.

Thus, the publishing house must develop traditional areas of distribution logistics, combining them with the latest achievements in this area. Since logistics involves systems approach, then it should be remembered that it is impossible to achieve significant results by improving only one subsystem (distribution logistics). To effectively bring high-quality products to consumers, it is necessary to reform all areas of activity on the principles of logistics - purchasing, production, information, personnel, etc.

Let us consider a systematic approach to organizing material flow using the example of supplying bookstores with goods from the warehouse of a wholesale and retail company. The participants in the process of movement of goods at this stage are the following: warehouse, transport structures, bookstores.

Let's analyze two main options for organizing the commodity (material) flow: the first is traditional, when stores independently organize the transportation of goods from the warehouse of a wholesale enterprise; the second is the centralized delivery of goods carried out by the transport of a wholesale enterprise.

The first option has the following characteristics:

There is no single body providing rational use transport. Stores independently, in various ways, solve the issues of delivery of book goods. In warehouses, transport and stores, traditional technological processes are used that are not coordinated with each other. Of necessity, some coordination of actions occurs only at the moment of transition of the flow of goods from one enterprise to another;

Neither the wholesaler nor the stores have strict requirements for reducing transport costs. The main task for them is to deliver the goods;

There is no need to use a single cargo unit, i.e. strictly defined types of containers that reduce the labor intensity of work and speed up the operations of fulfilling store orders;

Most often, stores are not created normal conditions for unhindered access of transport, quick unloading and receipt of goods.

An analysis of the characteristic features of the traditional delivery scheme shows that the participants in the logistics process do not have a single goal - the rational organization of the movement of the total material flow. Each of them organizes its part of the flow only within the area of ​​its direct activity. It is this disunity and inconsistency that distinguishes the traditional, pre-logistic way of forming a system for the movement of economic flows. Indeed, we see that there are three independent subsystems at work here:

A subsystem that ensures the passage of material flow in the warehouses of the wholesale base;

A subsystem that ensures its processing and movement by a transport company;

A subsystem that ensures its processing in bookstores.

These subsystems are interconnected to a large extent mechanically. The operation of a traditional system that ensures the movement of flows in the chain “wholesale enterprise - transport - store” is associated with high costs caused by inconsistency in the actions of participants in the distribution of goods.

The second option is characterized by the following provisions:

Participants in the logistics chain create a single body whose goal is to optimize the movement of material flows. Such a structure could be the logistics department of a wholesale enterprise. The department’s tasks include organizing uninterrupted centralized delivery at the lowest cost for all companies participating in the logistics chain. This department plans, organizes and controls the movement of all types of flows at the stage “wholesale enterprise - bookstores”;

Traditionally established technological processes at enterprises participating in the logistics chain are adjusted in order to coordinate and coordinate actions aimed at optimizing the movement of the total material flow;

Schemes for the delivery of goods to stores are being developed, while optimal routes, rational sizes of consignments of goods and the frequency of delivery of goods to stores are calculated;

A fleet of specialized vehicles is being created, a single cargo unit (box, box) is being introduced, and a number of other measures are being taken to reduce costs and speed up the movement of goods and information flows.

Analysis of the second option, built on the principles of logistics, shows that centralized delivery of goods can significantly reduce transport costs, while improving the process of supplying stores:

The capabilities of wholesale, transport and retail enterprises are used more efficiently;

Inventories of all participants in the book production movement are optimized;

The quality and level of logistics service provided by the wholesale enterprise and transport structure to stores is increasing, which, in turn, creates the prerequisites for increasing the service provided retail businesses end book buyers;

The sizes of transported consignments of goods are optimized;

Transport and storage costs are optimized.

We looked at an example of using logistics achievements to design harmonious, coordinated commodity distribution systems. The Novosibirsk enterprise Top-Kniga follows this path in its activities.

The publisher’s choice of distribution channels for its products depends on many factors, which include: the characteristics of the distributed publications, buyers, including their territorial location, the volume of demand, the capacity of the publishing house itself, etc.

You can sell books in different ways and in different places. When choosing distribution channels, it is important to find the best ones for the particular publisher operating in the particular circumstances. From an economic point of view, it is beneficial when the entire circulation is purchased by one or several wholesale buyers. However, in this case, there is a high risk of the publishing house becoming dependent on wholesale buyers and losing control over the situation developing on the book market. A more reasonable solution is to use regulated competition between wholesale buyers of the publisher's products, when, along with independent wholesalers, there is a powerful distribution channel controlled by the publisher. This channel allows the publisher to encourage wholesale firms to compete for the purchase of his books, since the right to choose with whom to enter into a sales contract is in his hands.

Another method of forming a distribution logistics system that allows one to avoid the dictates of wholesale bookselling firms is the active work of the publishing house’s sales service in the targeted selection, analysis and evaluation of the results of intermediaries, and the creation of long-term and mutually beneficial relationships with the most profitable partners.

A properly constructed book product distribution system allows the publishing house to pursue its policy in the market. One of the activities of the publishing house, which allows it to pursue its policy within the framework of the established distribution system, is the creation of advantages for topics wholesale enterprises who are the most profitable partners for him. Such advantages may be price benefits, granting the right to exclusive distribution of publications in a certain territory (traditionally, this sales method is used in small cities and towns where the sales market does not have a large capacity), etc.

AST Publishing House is the largest Russian manufacturer of book products of various topics and types. Like many other publishing houses, its distribution logistics system is based on two main components - wholesale and retail bookselling enterprises.

AST's main partners in the sale of book products are large bookselling enterprises in Russia, neighboring countries (Ukraine, Belarus, Kazakhstan, etc.) and foreign countries (USA, Germany, Israel, etc.). Improving distribution logistics, the publishing house built and put into operation a highly mechanized book warehouse located in the near Moscow region (Vidnoye).

When choosing distribution partners, publishers first of all pay attention to the reliability of their activities and financial position. Well-proven regular partners are provided with a system of loans and deferred payments. Work with new partners begins on the terms of prepayment for the products purchased by them.

In addition to wholesale and retail intermediaries, to promote products to customers, the publishing house uses such a channel as a network of its company stores. These stores not only provide a certain share of the sale of book goods to the population, but also provide a rich marketing information, including the demand for AST books by end buyers. Thus, through company stores, the publishing house maintains a direct, stable and prompt connection with its customers.

Retail and wholesale booksellers can choose one of the following options for working with ACT. The publishing house manager comes to these enterprises and informs them about new publications; the booksellers themselves visit the publishing house and select the books they need; information about books is transmitted to the client by fax or email. Regular customers receive preliminary information about upcoming publications, which gives them the opportunity to organize advertising and study demand in advance.

Another distribution channel used by AST Publishing House is the “Book Club”, through which publications are sold that are intended for sale only to club members, i.e. they are not sold through other logistics channels. There is such a modern distribution channel as selling via the Internet.

Thus, almost all types of distribution channels existing in the modern book business operate in AST, which corresponds to the development strategy of the publishing house. As already noted, AST seeks not only to maintain, but also to develop its role as a leader in the book market in terms of production and sales of book goods. However, this strategy also has its negative aspects - a possible decrease in the quality of publication and promotion of publications. In our opinion, the publishing house should pay attention to a more thorough formation of the publishing portfolio, for example, to eliminate the duplication of publication of books on similar topics by different editors. In the latter case, there is competition within the enterprise itself and, as a consequence, a decrease in profits for the publishing house as a whole.

Based on the concept of total quality management, the publisher should develop a program to improve the quality of publications. The requirements of the modern buyer for book products are constantly growing; he has the opportunity to choose book products from an increasingly wide range of publications available on the market.

As one of the directions for the development of distribution logistics, it would be possible to propose the formation for each specific publication of its own individual set of channels for bringing it to consumers. Using the same distribution scheme for all publications sometimes does not make it possible to effectively distribute those that have a specific consumer audience.

A project is proposed to create a large regional store with a universal assortment, located next to the Voykovskaya metro station. The choice of location is due to good transport accessibility. Important for the formation of customer flows is the presence of such large stores nearby as “Snow Queen”, “M-Video”, “Stroy Dvor”, etc. Three secondary schools are located within walking distance. The store can also count on a student audience, since trams run from the metro to the Academy of Management, Moscow State Unitary Enterprise, Timiryazev Academy and several colleges.

Thus, the target audience of the designed store is quite wide: from schoolchildren and students to office workers and visitors to shopping centers. In this regard, it is necessary to offer customers the largest and most varied assortment. The main components of consumer flows should be considered schoolchildren and visitors to shopping centers. Shopping center visitors visit a bookstore on their way to other stores, i.e. They do not plan their visits and book purchases in advance. When they enter a bookstore, they are most likely inclined to purchase books on topics that are in one way or another related to the purpose of their visit to shopping centers. This is due to the fact that people are planning to make (or have made) a more or less large purchase in shopping centers and are disposed to prepare for the use of the purchased item or justify its need. For example, visitors to the Stroy Dvor center will undoubtedly be interested in literature on home economics, apartment renovation, and homestead construction.

Taking into account this feature of consumer flows, it is advisable for the designed store to establish partnerships with shopping centers. For example, the Stroy Dvor store may advertise books on furnishing apartments and the possibility of purchasing them in the bookstore. In turn, the bookstore can inform its visitors about the services provided by Stroy Dvor.

An equally important component of the consumer flow are schoolchildren and students, therefore Special attention attention should be paid to the formation of a department of educational and pedagogical books. For example, this department may have an expanded range of textbooks and teaching aids for learning English, since it is studied in depth in one of the nearby schools. The assortment should include publications on those specialties that are studied at nearby universities and colleges.

To synchronize customer flows, the bookstore’s operating hours should be similar to those of shopping centers, namely from 10 a.m. to 8 p.m. without a lunch break.

Given the location of the bookstore described above, the following fluctuations in customer flows can be expected. In the morning, the main audience consists of pensioners and housewives who stop by the bookstore on their way to the grocery store. outlets. A certain part of the visitors may be young parents going with their children for a walk in the park. Next, it is planned to gradually increase the flow in the morning and reach increased intensity by 14:00, when school classes end and employees begin their lunch break. The flow will reach its maximum intensity at 19:00. At this time, the bulk of people coming to the bookstore will be visitors to shopping centers. It should be emphasized that good job Over time, a bookstore can help attract residents from other parts of the city, who will come here specifically to visit this particular enterprise. For this group, visiting nearby shopping centers will be an added convenience.

When designing a retail enterprise, it is necessary to take into account seasonal fluctuations in consumer flows, first of all, a significant decline in demand for educational literature in the spring and summer. During this period, it is necessary to make maximum use of the revival of demand and the increase in the number of buyers of the Stroy Dvor shopping center. A large influx of buyers is also typical for the Business Buket shopping center. These are people who take care of garden plots. Taking this circumstance into account, the bookstore should maximally expand the range of books on construction, repairs, and homesteading.

In autumn, the consumer flow is very intense, which is explained by the beginning of the school year in schools and other educational institutions. In addition, a revival of trade is also taking place in shopping centers. For example, “The Snow Queen” begins intensive advertising campaign. If the demand of students is quite easy to determine and reflect in the assortment, then the demand of visitors to The Snow Queen, who may also come to the bookstore, is more difficult to determine. Most likely, they may be interested in publications improved quality, gift books.

The season for giving books is, of course, New Year. The winter holidays bring another peak in shopping activity, and the bookstore must prepare for it in advance.

Taking into account the considered characteristics of consumer flows, books should be placed on the sales floor of a bookstore. Educational and pedagogical literature, books on home economics and gift editions should be allocated the largest and best part of the sales floor.

As the sales floor operates, it is necessary to conduct a thorough analysis of sales. Here you can apply the methods of ABC analysis and XYZ analysis. Those publications that use most in demand, must be presented in maximum quantity, appropriately placed and laid out on trade equipment. At the same time, the movement of customer flows inside the store must be constantly analyzed. The analysis must be carried out not only from the point of view of the most visited sections of the assortment, but also from the point of view of the ease of movement of customers, the ability to easily find the book they need, etc.

In conclusion, it should be noted that one of the most powerful factors that attracts traffic to a bookstore is the level of service provided by the retailer. A bookstore should not have a level of service lower than that of the surrounding shopping centers. An important component of bookselling service is qualified and friendly staff.

Let us note one more direction of possible development of the service based on the characteristics of the designed store. A number of benefits can be offered to student buyers by establishing contacts with schools. Or, by agreement, for example, with Business Bouquet, you can mutually provide small discounts to those who bought a book or gardening products.

And finally, the most important thing. It is important not only to attract the maximum number of visitors to the bookstore, it is important to ensure that the maximum number of visitors become customers, and even better - regular customers.

Distribution

Introduction 3

1. Basic provisions of the theory of distribution logistics. 6

2. Problems of distribution logistics 10

3. Logistics channels and distribution chains 12

4. Construction of a distribution system 16

Conclusion 22

List of used literature 24

Introduction

IN modern conditions The market imposes rather strict conditions on each subject of financial and economic activity, and problems in the Russian economy only aggravate the already difficult situation of many Russian enterprises. To survive and operate successfully in such conditions, it is no longer enough for an enterprise to simply produce products in the maximum possible volume, fulfilling its internal plans; it is also important to sell these products. In conditions of fierce competition, only the enterprise that can offer the market high-quality products at a lower price than its competitors survives.

In the current situation, it is not production for the sake of production that becomes relevant, but meeting consumer demand. Therefore, sales become a key point in the activity of the enterprise, and other areas of activity are subordinated to the goals of increasing the efficiency of the implementation of the functions of this subsystem. The important role of sales in enterprise management requires the search for new methods of improvement, one of which is the use of logistics methods when performing distribution functions.

For an industrial enterprise, optimization of supply and sales systems is more relevant than the production system, since they must be carried out in a changed situation of the transition to market regulation mechanisms and the development of marketing methods. Activities in the field of supply and sales are largely based on probabilistic models of changes in supply and demand, fluctuations in the price of goods, as well as the influence of other external and internal factors on the activities of the enterprise. Production is the most studied link with a fairly high degree of certainty of the processes occurring.

Based on this, in most enterprises the greatest attention has to be paid to the sales subsystem, since processes that are new to enterprises and require constant improvement in a dynamic external and internal environment prevail here. Effective management of the distribution subsystem is one of the most important conditions for the survival and successful functioning of the production system. This point of view is legitimate, since to ensure the effectiveness of all production activities in general, the need to be able to foresee the likely future state of the enterprise and the environment in which it exists, and to prevent possible failures and disruptions in work in time, is the most important condition.

Many scientific works are devoted to the problems of managing flow processes at industrial enterprises. The fundamental principles of logistics and the principles of functioning of logistics systems are presented in the works of foreign scientists: R. Ballou, J. Cole, D. Ericsson and others.

Among the domestic scientists whose works are devoted to the management of resource flows, we can highlight: A.U. Albekova, B.A. Anikina, A.M. Gadzhinsky, V.V. Ivanova, Yu.M. Nerusha, V.I. Sergeeva, V.V. Shcherbakova and others. Their works reflect the importance of developing resource flow management at industrial enterprises and propose specific measures for the use of management systems in the field of supply, production and sales.

Today, management personnel of enterprises are faced with the problem of insufficiently developed theoretical recommendations for optimizing the resource flow management system available to logistics managers. In practice, Russian enterprises do not make sufficient use of scientific developments in this area, since their small number and complexity of implementation require knowledge of the relevant sections of logistics, knowledge in the application of statistical methods of analysis, mathematical modeling, as well as attracting additional financial investments. Solving these problems is an important prerequisite for further research into improving the management system at industrial enterprises, taking into account the development of management functions in the distribution sector.

Purpose and objectives of the study. The purpose of this study is to study theoretical provisions and scientific and practical recommendations for the formation of an effective system for managing resource flows in the distribution activities of an enterprise.

In accordance with the goal, the following tasks were set and solved:

Identify and systematize the main provisions of the theory of distribution logistics, its tasks, principles,

Consider logistics channels and distribution chains, building a distribution system,

The object of the study is the resource flows of enterprises.

The subject of the study is the economic relations that arise in the process of managing resource flows, ensuring an increase in the efficiency of an industrial enterprise.

The theoretical and methodological basis of the dissertation research is an integrated systems approach to management, the theory of economic development, the works of domestic and foreign scientists devoted to the problem of improving the organization of distribution of products of industrial enterprises.

The study used general scientific methods of cognition: systemic-structural, abstract-theoretical, complex, comparative, statistical.

1. Basic provisions of the theory of distribution logistics.

In the context of the emergence of a market economy in Russia, a new scientific direction has emerged - logistics. In the modern economic dictionary, logistics is defined as the management of logistics and inventory. In logistics, distribution refers to the physical, tangible, material content of this process.

Logistics studies and carries out end-to-end management of material flows, so various distribution problems have to be solved at all stages:

Orders are distributed among various suppliers when purchasing goods;

Cargo is distributed to storage locations upon receipt at the enterprise;

Material reserves are distributed between various production areas;

Material flows are distributed during the sales process 1.

Logistics is defined as the science (activity) of end-to-end management of material flows, which includes: 1) bringing the material flow to production; 2) managing the flow process within production; 3) managing the process of bringing finished products to the consumer. The specificity of logistics lies in the unification of material flow management in these three areas, as well as within each of them. Distribution logistics studies the last stage not in isolation, but in a deep systemic relationship with the previous stages (Figure 1).

During production preparation, initial resources are distributed in time and space, i.e. it is necessary not only to distribute resources between production lines, but also to leave some resources in reserve, the calculation of the optimal size of which is a function

Figure 1 – Contents of the main sections of concentration and distribution logistics 2

distribution logistics. After the production logistics stage, the enterprise is faced with the distribution of finished products. Some products (for paid orders) are sold immediately after release. The remaining products need to be distributed between warehouses for storing finished products, depending on the location of the main and potential (according to the results of marketing research) consumers. In addition, it is advisable to choose what is more profitable: storing products in the enterprise’s warehouse or transporting them to the consumer’s (intermediary) warehouse. In order to distinguish between these concepts, we divide distribution logistics into sales logistics, which ensures optimal sales of products, and distribution logistics, which deals with the distribution of resources and products within the enterprise (Table 1).

Table 1

Criteria for separating distribution logistics 3

With this approach, the functional structure of distribution logistics includes the logistics of distribution of production resources, inventory management of finished products and, directly, sales logistics (Fig. 2).

Based on the conditions described above for dividing distribution logistics into spheres, we can distinguish three main elements that require control actions:

1) management of warehouses of resources and finished products;

2) management of internal and external transport;

3) product distribution channel management.

Resource flows circulate both in the internal environment of the enterprise and between the enterprise and the external environment. External resource flows arise when: purchasing resources from suppliers; sales of finished products; settlements with financial and credit authorities and the state. External resource flows correspond to a certain movement of funds in cash or non-cash form. The effectiveness of external financial flows can be determined using financial accounting and reporting on the results of the enterprise's activities.

Fig.2. Logistics functional structure diagram 4

Internal resource flows arise in the process of converting raw materials into finished products. These flows correspond to a certain conditional cash flow, which is reflected in the document flow of the enterprise in value terms. Consequently, internal financial flows are reflected in the management accounting of the enterprise.

The traditional concept of logistics involves a sequential transition from one to another functional area (purchasing  production  distribution) of logistics. If we consider the term “distribution” not only as the sale of products, but also as the intra-company distribution of production resources and finished products, then the functional structure of logistics can be ensured by closer interaction of logistics subsystems 5 .

2. Problems of distribution logistics

Taking into account the specifics of the enterprise and the goals set, problems are solved at the enterprise and macro levels.

At the enterprise level, logistics solves the following problems:

planning the implementation process;

organization of receiving and processing orders;

organization of a network of warehouses;

choosing the type of packaging, deciding on packaging, as well as organizing other operations immediately preceding shipment;

organization of product shipment;

organization of delivery and control of transportation;

organization of after-sales service.

At the macro level, the tasks of distribution logistics include:

selection of material flow distribution scheme;

determining the optimal number of distribution centers (warehouses) in the serviced area;

determining the optimal location of the distribution center (warehouse) in the serviced area.

To solve problems of optimizing distribution, it is necessary to ensure control over all parts of the cargo movement system.

The main indicator of the company's successful activities is the profit received. The main activities for increasing profits are activities related to:

creation of a unified transport and warehouse system (fast delivery to the consumer);

economic unification of production and sales;

development of optimal storage and replenishment schemes.

When solving a certain problem, an enterprise may encounter a problem associated with a decrease in income, which arose due to not taking into account all the factors affecting the company’s income. To successfully run a business, an enterprise must resolve the following questions: to what extent the costs associated with reducing the time of product distribution are compensated by an increase in revenue from increased sales volume; can the enterprise tolerate a decrease in the level of customer service while simultaneously increasing the volume of supplies; how expedient it is to store goods at the place of production or directly at the sales market.

When choosing the optimal distribution scheme, an entrepreneur must take into account the entire chain of distribution to the final consumer. That is, it must take into account the minimum delivery time, the maximum level of service, the maximum level of profit, and the minimum costs.

Distribution logistics covers the entire range of tasks for managing material flow in the supplier-consumer area, starting from the moment the implementation task is set and ending with the moment the delivered product leaves the supplier’s sphere of attention. At the same time, the main share is occupied by the tasks of managing material flows, which are solved in the process of promoting finished products to the consumer.

The solution to emerging problems of distribution logistics at each level is different 6 .

3. Logistics channels and distribution chains

The movement of material flows can be considered as movement that comes from various sources - the source of raw materials, production or from a distribution center. In all cases, the final goal of the movement of material flow is to go directly to the consumer, who can be production or non-production.

Production consumption- this is the current use of the social product for production needs as means of labor and objects of labor.

Non-productive consumption- this is the current use of the social product for personal consumption and consumption of the population in institutions and enterprises of the non-productive sphere.

At all stages of the movement of material flow within logistics, its production consumption occurs. Only at the final stage, which completes the logistics chain, does the material flow enter the sphere of non-productive consumption.

The supplier and consumer of the material flow in the general case represent two micrologistics systems connected by the so-called logistics channel, or otherwise - the distribution channel.

Logistics channel - This is a partially ordered set of different intermediaries that carry out the transfer of material flow from a specific manufacturer to its consumers.

The set is partially ordered until the choice of specific participants in the process of promoting the material flow from supplier to consumer is made. After this, the logistics channel is transformed into logistics chain.

Making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer is the choice of a distribution channel. The choice of a specific agency company, a specific carrier, a specific insurer, and so on is the choice of a logistics chain.

Logistics chain - this is a linearly ordered set of participants in the logistics process who carry out logistics operations to bring external material flow from one logistics system to another 7.

At the macrologistics level, logistics channels and supply chains are connections between the subsystems of macrologistics systems. Depending on the type of macrologistics system, distribution channels have a different structure. In logistics systems with direct links, distribution channels do not contain any wholesale intermediary firms. In flexible and layered systems such intermediaries exist.

At the stage of distribution logistics, operations such as subsorting, packaging, formation of cargo consignments, storage, and picking are carried out. The complex of these operations constitutes the production process in the sphere of circulation.

The supplier and consumer are connected by a distribution channel. After specific participants in the process of promoting products from supplier to consumer are selected from many different intermediaries, the distribution channel can be called a distribution chain.

For example, making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer is a choice of distribution channel. The choice of a specific agency company, a specific carrier, a specific insurer, etc. - This is the choice of distribution chain.

Distribution channels have different structures. In a logistics system with direct links, distribution channels do not contain any wholesale intermediary firms. Flexible and layered systems have such channels.

The ability to select a logistics distribution channel (Fig. 4) is a significant reserve for increasing the efficiency of logistics processes.

Rice. 4. Options. 8

When choosing a distribution channel, a choice is made of the form of product distribution - transit or warehouse. Selecting an effective distribution chain - choosing a specific distributor, carrier, insurer, forwarder, banker, etc. In this case, various methods of expert assessments, operations research methods, etc. can be used.

Let's consider the distribution channels through which from final production through a system of distribution centers they reach final consumption. Manufacturing can choose different distribution channels (Figure 5).

Rice. 5 9.Transit flow

The product can go directly to the end consumer. The initial cost of the goods, in this case, will be the lowest, because intermediaries will be excluded from the chain and the cost of the goods will increase only due to the costs of delivering the goods.

The distribution channel through a distribution center at the place of production is unacceptable for reasons caused by the purchase of goods in large quantities, which does not allow intermediaries to create a wide range.

A wide range is formed by a wholesaler specializing in this area and located in the place where consumption is concentrated. This intermediary specializes in providing maximum service to the end consumer. The distribution channel through two wholesalers (at the place of production and at the place of consumption) will provide the greatest service to the consumer, but at the same time the cost of the product will be the highest.

The most profitable distribution (for the consumer) is directly through the distribution center at the point of consumption.

4. Construction of a distribution system

When constructing a logistics distribution system, the following sequence for selecting the optimal distribution option is used:

Study of market conditions and determination of strategic goals of the distribution system.

Determination of the predicted amount of material flow passing through the distribution system.

Drawing up a forecast of the required amount of reserves for the system as a whole and in individual sections of the material supply chain.

Studying the transport network of the service region, drawing up a diagram of material flows within the distribution system.

Study of various distribution system movement options.

Estimation of logistics costs for each option.

Implementation of one of the developed options selected for implementation.

In order to select one from many options, it is necessary to establish a selection criterion, and then evaluate each of the options according to this criterion. Such a criterion, as a rule, is the criterion of minimum reduced costs, i.e. costs reduced to a single annual measurement.

The value of the given costs is determined by the following formula:

Zp=Se+St+K/T

Zp - reduced costs for the option;

Se - ready operating costs;

St - annual transportation costs;

K - total capital investments in the construction of distribution centers, given by the time factor - according to the discount rate;

T - payback period of option 10.

For implementation, the version of the distribution system that provides the minimum value of the reduced (annual) costs is adopted.

A necessary condition for the possibility of choosing a distribution channel, as well as optimizing the entire logistics process, is the presence on the market large quantity intermediaries.

The use of intermediary services for many enterprises is a necessary condition for the successful promotion of goods. Each enterprise must decide on its own what is more profitable in this case: using the services of intermediaries or reaching out to consumers independently. That is, it is necessary to take into account all the pros and cons of a particular distribution system.

The services of an intermediary are in demand if their cost is lower than the own costs of performing any work. Formally, this relationship can be represented as follows:

P - the amount of payment for intermediary services;

C is the volume of company costs (warehouse costs, independent organization of distribution and order placement).

The economic effect of using the services of an intermediary can also be determined by the difference between one’s own costs and the cost of the intermediary’s services:

Optimization of the distribution channel, and then the distribution chain, is possible only if there is a large number of enterprises on the product market that act as intermediaries.

When considering the concept of strategic cost management, there are three basic elements:

Value chains.

Strategic positioning.

Cost-generating factors.

At the stage of considering the value chain, it is necessary to identify the main areas of distribution. The process of organizing management accounting focuses its attention on the processes occurring within the enterprise: procurement, administrative expenses, material flow. The key point in the existing mechanism is to obtain maximum income by maximizing the difference between purchases and sales. An integrated logistics approach using value chains focuses on all participants in production and supply chains. From a strategic point of view of the distribution chain and corresponding cost accounting, five areas of interaction efficiency can be distinguished:

Communication with suppliers.

Communication with consumers.

Unity of technological connections within one division.

Connections between departments within the enterprise.

Connections between enterprises operating in a single logistics network.

The second basic element of the logistics system is strategic positioning. The role of analysis and focus of cost management will depend on which path the enterprise chooses. This could be cost leadership or product differentiation. As a rule, this problem is deeply and comprehensively considered within the framework of strategic management. We only note that the chosen strategy will significantly influence the formation of a logistics cost accounting system and the configuration of the information system.

When considering the third element, the cost-generating factor must be divided into strategic structural and functional factors.

Strategic structural factors:

scale of distribution: volumes of investment in various functional areas of the logistics system;

range: vertical and horizontal integration;

technologies used at each stage of the cost chain;

complexity: breadth of product range.

Functional factors:

continuous improvement of processes and workforce;

integrated quality management (TQM);

effective plant planning;

efficiency of the project or calculation;

using relationships with suppliers or customers from a cost chain perspective

The activation of each of these factors or their groups can have the most significant impact on the magnitude and dynamics of costs.

A special and priority role belongs to one of the noted functional factors - quality.

Quality, as an essential element of strategic cost management, should be considered as an end-to-end function that covers not only the logistics of the enterprise, but also the entire value chain from supplier to consumer 11 .

3. Practical recommendations for increasing the efficiency of the enterprise distribution system

Setting up an effective sales system is necessary even if the enterprise operates stably. Recently, the influence of the external environment on the product sales system has been increasing, therefore, in order to increase the efficiency of commercial activities of enterprises, their main resource flows in the distribution sector should be considered and the following recommendations should be implemented:

Increasing attention to sales forecasting and maintaining close interaction with suppliers and consumers will reduce the number of technological changes in production and speed up the movement of material flow.

Following the crisis trend of personnel reduction and management levels, it is necessary to take into account changes in sales technologies and optimally distribute sales functions between the sales department and intermediaries.

When building an effective management structure, a description of the main resource flows will increase the reliability and accuracy of management tasks and increase the consistency of organizational structures.

Increasing requirements for product quality in a highly competitive environment requires the production of high-quality products. In these conditions, it is necessary to reduce the number of suppliers, which is due to high requirements for the quality of raw materials.

It is necessary to introduce new progressive management methods, one of which is the development of JIT technologies, i.e. just-in-time delivery. This type of technology has a multi-purpose nature, where the main thing is to reduce the cost of inventory.

Improving methods for managing raw materials inventories and determining the volume of the ordered batch will reduce warehouse costs and reduce the volumes of raw materials that do not meet current production needs. To choose the most effective method of warehouse operation, it is necessary to consider and calculate many options, which is recommended to be done using modeling.

It is necessary to develop information technologies for the use of mathematical modeling in management, as well as for the automation of enterprise departments. This creates a need for staff training and the involvement of IT specialists.

The consumer's negative attitude towards intermediaries should be changed. The use of intermediaries in the sale of instrumental products is beneficial for all channel participants. The end consumer often views the chain of intermediaries as a source of additional costs. Therefore, to enter new markets, an enterprise needs a competent network of dealers and distributors.

It is necessary to carry out a number of formal procedures, such as: developing internal standards for sales activities and documenting them; development of a set of organizational and regulatory documents regulating the sales activities of the enterprise in market conditions; development of formal procedures for controlling the sale of finished products to ensure compliance with the system internal control regulatory requirements for effective sales management.

Conclusion

Distribution logistics - ensuring the rationalization of the process of physical promotion of products to the consumer and the formation of an effective logistics service system.

Distribution logistics refers to the physical, tangible, material content of this process. The main direction in distribution logistics is the rationalization of the process of physical distribution of the existing stock of materials.

Distribution logistics is responsible for optimizing the process of distributing existing stocks of finished products to the consumer in accordance with his interests and requirements.

The most important functions of distribution logistics: planning, organization and management of transport and movement processes in the logistics system in the post-production period; inventory management; receiving orders for the supply of products and processing them efficiently; picking, packaging and performing a number of other logistics operations to prepare commodity flows for generation; organization of rational shipment; delivery management and control over the implementation of transport and movement operations in logistics chains; planning, organizing and managing logistics services.

Distribution activities at an enterprise require significant costs (costs) for their implementation. The main part of logistics costs is associated with the implementation of key logistics operations: warehousing, processing, transportation, forwarding, preparing products for production consumption, collecting, storing, processing and issuing information about orders, inventories, deliveries, etc.

Logistics costs in their economic content partially coincide with the costs arising in the production process, but are more associated with transport and warehouse costs, costs of packaging and containers, as well as costs associated with the importation of goods and their shipment to consumers, and other components of distribution costs .

As a rule, total logistics costs at the local level are determined (and planned) based on sales amounts, in value terms per unit mass of finished products intended for sale, or as a percentage of the cost of net products.

The fundamental difference between distribution logistics and traditional methods of marketing and selling is the following: subordination of the process of managing material and information flows to the goals and objectives of marketing; systemic relationship between the distribution process and production and procurement processes (in terms of material flow management); systemic interconnection of all functions within the distribution itself.

List of used literature

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1 Serbin V.D. Fundamentals of logistics. Textbook. Taganrog: TRTU Publishing House, 2004.p.45

2 Nikolaychuk V.E. Logistics in the field of distribution. - St. Petersburg: Peter, 2001. 120 p.

3 Umanskaya M.V. Product distribution process management / M.V. Umanskaya // Problems of modern economics: investments, innovations, logistics, labor: collection. scientific works based on materials from Vseros. scientific-practical conf. – Saratov: SSTU, 2006. - P.297-300.

4 Umanskaya M.V. Product distribution process management / M.V. Umanskaya // Problems of modern economics: investments, innovations, logistics, labor: collection. scientific works based on materials from Vseros. scientific-practical conf. – Saratov: SSTU, 2006. - P.297-300.

5 Serbin V.D. Fundamentals of logistics. Textbook. Taganrog: TRTU Publishing House, 2004.p.52

6 Nikolaychuk V.E. Logistics in the field of distribution. - St. Petersburg: Peter, 2001. 120 p.

Distribution logistics (3)Problem >> Logic

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