Rice. 6.1

2. Current system(pull system), in which objects of labor are supplied to the technological site as needed. It helps reduce inventory while increasing production flexibility (Fig. 6.2.).

Rice. 6.2

This system involves receiving products from the previous site as needed. The central control system does not interfere with the exchange of material flows between different sections of the enterprise and does not set current production targets for them. In industrial enterprises, only the final assembly line has a plan, and from here information about the need to produce the necessary parts is sent to previous sections through special cards. The site plan is formed every day, which ensures the flexibility of the system.

Special attention production logistics is given principles of organizing the production process, namely:
1) ensuring rhythmic coordinated work of all production levels according to a single schedule and uniform release products. Rhythmic work involves the organization in time and space of individual, partial and private processes into a single continuous production process, ensuring the timely release of each specific product in established volumes with minimal expenditure of production resources;
2) ensuring maximum continuity of production processes. Continuity lies in the movement of objects of labor and the loading of jobs. The general optimization criterion is that the minimum cost of production resources in non-line production conditions can be ensured by organizing the continuous loading of jobs, whereas in in-line production– choosing an option with minimal time for inter-operational tracking of parts;
3) ensuring maximum reliability of planned calculations and minimal labor intensity of planned work. The following problems need to be resolved:

· deficit production capacity;

· suboptimal production schedules;

· long production cycle times;

· ineffective inventory management;

· low equipment efficiency;

· deviations from production technology;

· sufficient flexibility and maneuverability in achieving the goal in the event of various deviations from the plan;

· continuity of planned management;

· compliance of the operational production management system with the type and nature of a specific production;

· straightness;

· proportionality, i.e. fulfillment of ensuring equal bandwidth different workplaces of the same process, as well as proportional provision of workplaces with information, material resources, etc.;

· parallelism;

· concentration of homogeneous objects of labor in one place.

11.Features of the stages of logistics development and the functions that they performed during this period of their development.

The first stage (60s of the XX century) is characterized by the use of a logistics approach in managing material flows in the sphere of circulation. During this period, two key provisions are formed:

1) existing, as if separately, flows of materials in production, storage and transportation can be interconnected unified system management;

2) integration of individual functions of physical distribution of materials can provide a significant economic effect.

Problems of optimizing physical distribution have been solved before. For example, optimizing the frequency and size of delivered batches, optimizing the placement and operation of warehouses, optimizing transport routes, schedules, etc. However, traditionally these tasks were solved separately, which could not provide the appropriate systemic effect.

The specificity of the logistics approach is the joint solution of problems of managing material flows, for example, the joint solution of problems of organizing the work of a warehouse and associated transport.

At the first stage of development of logistics, transport and warehouse, previously connected only by loading and unloading operations, become closely connected. They begin to work towards one economic result according to a single schedule and a single agreed technology. The container in which the cargo is sent is selected taking into account the specifics of the transport, in turn, the characteristics of the transported cargo determine the selection of transport. Other tasks related to organizing the transport and warehouse process are also solved jointly.

The second stage (80s) is characterized by the expansion of the integration basis of logistics. Logistics began to cover the production process. During this period the following happens:

– rapid increase in the cost of physical distribution;

– growth in the professionalism of managers who manage logistics processes;

– long-term planning in the field of logistics;

– widespread use of computers to collect information and control logistics processes;

– centralization of physical distribution;

– clear definition of actual distribution costs;

– identification and implementation of measures to reduce the cost of moving material flow to the final consumer.

Production planning is beginning to connect to the interaction between warehousing and transportation, which has made it possible to reduce inventories, improve the quality of customer service through timely fulfillment of orders, and improve the use of equipment.

The third stage relates to modern times and can be characterized as follows:

– fundamental changes are emerging in the organization and management of market processes in the global economy;

– modern communication technologies that ensure rapid passage of material and information flows, allow monitoring of all phases of product movement from the primary source to the final consumer;

– industries that provide logistics services are developing;

– logistics concept, key position which is the need for integration is beginning to be recognized by most participants in the supply, production and distribution chain;

– the set of material-conducting entities acquires a holistic character.

12.Describe the basic principles of logistics.

The basic rules of logistics can be formulated as follows: the right product of the required quality in the right volume is delivered at a certain time and place with minimal costs.

1. The principle of rationality. A characteristic feature of the development of an enterprise’s logistics system is the choice of the most suitable logistics system option. Management decisions are selected that are optimal based on a set of indicators for the given conditions. The goal is not to find a better solution than the existing one, but to find the best solution possible. The decision is always made in such a way that, thanks to the chosen option, i.e. Thanks to the chosen ratio of costs and achieved results, the set goals were achieved rationally.

2. The principle of emergence. The larger the logistics system of an enterprise, and the greater the difference in size between the part and the whole, the higher the likelihood that the properties of the whole may differ greatly from the properties of the parts. There may be a discrepancy between the local optima of the goals of individual parts and the global optimum of the goal of the enterprise’s logistics system. The sum of optimal decisions made by employees of individual departments does not guarantee optimization of the logistics system of the enterprise as a whole. Emergence (integrity) is the property of a logistics system to perform a given target function, implemented only by the system as a whole, and not by its individual elements

3. Systematic principle. It assumes an approach to the logistics system as an object represented by a set of interconnected private elements, the implementation of which ensures the achievement of the desired effect in the required time frame, with the necessary labor, financial and material costs. The systematic principle presupposes research logistics facility, on the one hand, as a single whole, and on the other hand, as part of a larger system in which the analyzed object is in certain relationships with other systems. Thus, the principle of systematicity covers all aspects of an object and subject in space and time.

4. The principle of hierarchy. Hierarchy is the order of subordination of lower elements to higher ones according to strictly defined steps and the transition from the lowest to the highest level. At lower levels, more detailed and specific information is used, covering only certain aspects of the functioning of the logistics system. Higher levels receive generalized information characterizing the operating conditions of the entire logistics system; at these levels decisions are made regarding the logistics system as a whole.

5. The principle of integration. Integration is the combination of any parts or properties into a whole. The principle is aimed at studying the integrative properties and patterns in logistics systems. Integrative properties manifest themselves as a result of combining elements into a whole, combining functions in time and space. A logistics system, as an ordered set of elements with certain connections, has special system properties that are not inherent in individual elements and allow for a synergistic effect. A synergistic connection is a connection that, through the joint actions of independent elements of the logistics system, provides a total effect that exceeds the sum of the effects of these elements acting independently, i.e. strengthening the connection between system elements.

· specifics: clear definition of a specific result as the goal of moving the flow in accordance with technical, economic and other requirements; implementation of movement with the lowest costs of all types of resources; management of logistics by accounting and costing departments or structural bodies, the results of which are measured by the profit received;

· constructiveness: flow dispatching, continuous monitoring of the movement and changes of each flow object and prompt adjustment of its movement; thorough identification of the details of all logistics operations and transportation of goods;

· reliability: ensuring reliability and safety of traffic, redundancy of communications and technical means to change the flow path if necessary; widespread use of modern technical means of movement and traffic control; high speeds and the quality of information received and the technology for processing it;

· options: the ability of the company to respond flexibly to fluctuations in demand and other disturbing influences of the external environment; targeted creation of reserve capacities, the loading of which is carried out in accordance with the company’s previously developed reserve plans.

13. Describe the basic principles of building an information logistics system.

In accordance with the principles of the systems approach, any system must first be studied in relation to the external environment, and only then within its structure. This principle, the principle of consistent progression through the stages of creating a system, must also be observed when designing logistics information systems.

From the perspective of a systems approach, three levels are distinguished in logistics processes.

First level- workplace, on which a logistics operation with a material flow is carried out, i.e. a cargo unit, part or any other element of the material flow is moved, unloaded, packaged, etc.

Second level area, workshop, warehouse where cargo transportation processes take place and workplaces are located.

Third level- a transportation and movement system as a whole, covering a chain of events, the beginning of which can be taken as the moment of shipment of raw materials by the supplier. This chain ends when finished products enter final consumption.

In planned information systems, problems are solved that connect the logistics system with the total material flow. At the same time, end-to-end planning is carried out in the “sales-production-supply” chain, which makes it possible to create an effective production organization system built on market requirements, with the issuance of the necessary requirements to the logistics system of the enterprise. In this way, planned systems seem to “link” the logistics system into the external environment, into the total material flow.

Dispositional and executive systems detail planned plans and ensure their implementation at individual production sites, warehouses, as well as at specific workplaces.

In accordance with the concept of logistics, information systems belonging to various groups are integrated into a single information system. There are vertical and horizontal integration.

Vertical integration The connection between the planned, dispositive and executive systems through vertical information flows is considered.

Horizontal integration the connection between individual sets of tasks in slide and executive systems through horizontal information flows.

In general, the advantages of integrated information systems are as follows:

o the speed of information exchange increases,

o the number of errors in accounting is reduced,

o the amount of unproductive, “paper” work is reduced,

o previously separate information blocks are combined.

When building computer-based logistics information systems, certain principles must be observed.

1. The principle of using hardware and software modules. A hardware module is understood as a unified functional unit of radio-electronic equipment, made in the form of an independent product. A software module can be considered a unified, to a certain extent independent, software element that performs a specific function in the general software. Compliance with the principle of using software and hardware modules will allow:

o ensure compatibility of computer technology and software at different levels of management;

o increase the efficiency of logistics information systems;

o reduce their cost;

o speed up their construction.

2. The principle of possibility phased creation systems.

Logistics information systems built on a computer, like other automated control systems, are constantly evolving systems. This means that when designing them, it is necessary to provide for the possibility of constantly increasing the number of automation objects, the possibility of expanding the composition of functions implemented by the information system and the number of tasks to be solved. It should be borne in mind that the determination of the stages of creating a system, i.e., the selection of priority tasks, has a great influence on the subsequent development of the logistics information system and on the efficiency of its functioning.

3. The principle of clearly establishing the junction points.“At the junction, the material and information flow crosses the boundaries of authority and responsibility of individual divisions of the enterprise or across the boundaries of independent organizations. Ensuring smooth crossing of junctions is one of the important tasks of logistics.”

4. The principle of system flexibility in terms of the specific requirements of a particular application.

5. The principle of acceptability of the system for the human dialogue user-car".

Integration logistics

Logistics presupposes the presence of stable economic ties between participants in the distribution of goods. Only regular business partners have the necessary transparency of cost accounting systems, and it becomes possible to develop and apply coordinated technologies for processing cargo and information.

At the end of the 90s. The centrifugal sentiments generated by the privatization strategy are beginning to give way to a conscious desire to integrate the economic activities of various trading structures within the framework of common organizational forms.

Highlight external and internal factors development of integration in the industry.

^ Factors external to trade, stimulating the development of integration processes in the industry:

Market uncertainty; - falling demand for various reasons; - aggravation of the problem of sales of goods; - numerous complications on the way of movement of goods to consumers caused by the underdevelopment of the trading infrastructure.

^ Internal factor integration in trade, i.e. The main intra-industry motive is increased competition, even in its undeveloped forms.

Taking into account the analysis of global trade practice, it is assumed that integration processes in trade will take place against the background of the emergence of such types of associations as: - chain trade organizations; - cooperative associations of trade structures; - voluntary wholesale and retail chains.

From an organizational and economic point of view, the development of various forms of integration of trading enterprises will make it possible to: - reduce overhead costs through the introduction of centralized management services, centralization of supply transport and accounting functions; - make purchases in large quantities on favorable terms of payment and delivery;

Use the latest information technologies to manage the network and create information data banks on the range of products sold; - support domestic manufacturers by giving them priority deliveries, etc.

The increasing complexity of market relations and increased competition in the book business have led to a decrease in the stability of enterprise development. The rate of change in consumer demand for book goods is growing, their range is increasing, and the life cycle of goods is shortening, i.e. The business environment is becoming increasingly uncertain and difficult to predict. One of the ways to operate effectively in such an environment is integration and coordination of actions with business partners.

Integration is one of the components of logistics methodology. The idea of ​​integration follows from the essence of the main object of logistics - economic flow. Organizing traffic according to the flow principle requires coordination of the actions of the participants in this movement, since optimization of one section of the movement may not give the expected results due to the fact that it is not consistent with the capabilities of other sections. Flows connect partners involved in organizing their movement and require joint coordinated actions that minimize losses that arise when flows cross the boundaries of logistics systems.

The need and possibility of integration processes in the book market are also determined by the rapid development of computer information systems.

Thus, there are the following areas of integration:

· coordination of flows at all stages of their promotion to the final consumer based on the requirements of final buyers;

· integration of economic flows different types;

· technology integration, used by participants in the process of movement of book products.

The success of integration processes is possible if the following requirements are met:

· information openness of business partners;

· strict compliance with the requirements imposed by each subsequent link in the logistics chain to the results of the work of the previous link;

· coordination of joint work planning;

· development of standards and other documents unifying requirements for work results.

The main circumstance preventing integration is the increased interdependence of firms, the fear of loss of independence, loss of control over those operations of the movement of goods in which they will participate or which are transferred to partners. This can only be countered by developing the information openness of firms, including by creating and improving an integrated information support of the entire movement of book products ( electronic databases data, electronic systems connections that allow, for example, tracking the route of transportation of goods in real time).

15 Supply chain and marketing channel

Supply Chain Management(English) Supply Chain Management, SCM) as a scientific discipline studies the resources of industrial, logistics and trading enterprises, as well as the decisions made by people regarding the processes of interorganizational interaction to transform, transform and use these resources along the entire length of the value chain from sources of raw materials to the final consumer. From a practical point of view, it is a systematic approach to the integrated planning and management of the entire flow of information, materials and services from the end consumer through factories and warehouses to suppliers of raw materials.

Supply Chain (Process Understanding)(English) Supply Chain) is a set of flows and corresponding cooperation and coordination processes between various participants in the value chain to meet consumer requirements for goods and services.

Supply chain (object understanding) is a set of organizations (manufacturers, warehouses, distributors, 3PL and 4PL providers, forwarders, wholesale and retail), interacting in material, financial and information flows, as well as service flows from sources of raw materials to the final consumer.

...the difference between the supply chain and the marketing channel is that the marketing channel focuses only on existing products, and the supply chain has the ability to redesign (production - Y.L.) products and processes (logistics - Y.L.) so that movement along the entire chain was more even and smooth.”

Marketing channel (sales channel) is a system of economic institutions and organizations that ensures the availability of the company’s product to consumers, i.e. a distribution system that ensures the availability of a product to the consumer during the selection process, physical receipt of the product by the consumer and payment for it. May also be called distribution channels, sales channels, distribution network, etc.
Marketing channels- This is the most stable element of the marketing mix. Their construction is a long-term and resource-intensive process, so any major change to them requires large investments and efforts. This makes them significantly different from any other element of the marketing mix, which can be manipulated much more quickly.

When building a system of marketing channels, the company's marketing must take into account many factors, the main ones being:

· characteristics of end consumers - their number, concentration, average one-time purchase, income level, etc.;

· the capabilities of the company itself - its financial position, competitiveness, main directions marketing strategy, scale of production;

· product characteristics - type, average price, seasonality of production and demand, maintenance requirements, shelf life, etc.;

· degree of competition and sales policy competitors - their number, concentration, sales strategy and tactics, relationships in the sales system;

· characteristics and features of the market - actual and potential capacity, customs and trade practice, customer distribution density.

16 Content of the concept of logistics and its application in business activities, goals and objectives of logistics

Logistics- a profession whose subject is the organization of a rational process of promoting goods and services from suppliers of raw materials to consumers, the functioning of the sphere of circulation of products, goods, services, management of inventory and provisions, and the creation of a distribution infrastructure. A broader definition of logistics interprets it as the study of planning, management and control of the movement of material, information and financial resources in various systems. From the perspective of organizational management, logistics can be considered as the strategic management of material flows in the process of purchasing, supplying, transporting, selling, and storing materials, parts and finished inventory (equipment, etc.). The concept also includes the management of relevant information flows, as well as financial flows. Logistics is aimed at optimizing costs and rationalizing the process of production, sales and related services both within one enterprise and for a group of enterprises.

Problems solved by logistics

1. choosing the type of vehicle;

2. determination of routes;

3. organization of cargo transportation;

4. packaging of goods in containers;

5. inventory management;

6. responsible storage in warehouse areas;

7. marking;

8. formation of group orders;

9. customs services

Logistics goal- providing the consumer with products at the right time and place with minimal costs for logistics operations and production resources used. Logistics manages physical distribution and material resources. Physical distribution management consists of reducing the costs associated with moving finished products from the place of production to the place of consumption and storing them in accordance with the required level of quality of customer service. Material resource management consists of effectively meeting the organization's needs for production resources. When managing a logistics system, three main concepts of a systems approach are used:

10. 1) concept of total costs;

11. 2) the concept of preventing sub-optimization;

12. 3) the concept of financial exchanges.

13. Four conditions that must be met

14. to achieve the main goal of logistics:

15. 1) supply of the required product of a certain quality in the required quantity;

16. 2) determined by agreement set time;

17. 3) specific place of delivery;

18. 4) minimizing total costs.

19. The object of study of logistics is material and accompanying material (information, financial, service) flows, without which material production is impossible.

20. Types of logistics flows:

21. 1) informational and material;

22. 2) transport and human;

23. 3) financial and energy, etc.

24. Logistics subject of study- optimization of material, information, financial, service flows that support the production and commercial process, carried out from the perspective of a single whole, i.e. minimizing costs throughout the entire logistics system, and not in each individual element (chain, block).

25. Logistics tasks determined depending on its application:

26. 1) reserves (planning, formation and provision of necessary material reserves);

27. 2) transportation of products (determining the type of transport, vehicle, choosing a forwarder, transportation route, planning delivery costs and monitoring);

28. 3) warehousing (planning warehouse space and placement of warehouses, their quantity, placement of products in them, management of warehouse logistics operations, processing, sorting, packaging, etc.);

29. 4) information support (collection of information on the movement of material and other flows).

When analyzing the integration approach, it is necessary to determine both the physical boundaries and the internal content of the integration process, i.e. correlate measures and proportions of quantitative (horizontal and vertical) and qualitative integration.

Vertical integration should develop from the lowest level of company management, engaged in operational and technological activities, to the organizational and functional level of middle managers and further to senior management involved in developing an enterprise development strategy. However, in reality, the laws of social ordering of economic actions interfere with the logic of such development, i.e. Such changes are possible only after the idea of ​​logistics is recognized at the highest level of the company's management as a modern competitive strategy, and the mission and overall strategy of the enterprise are determined taking this position into account. Only after such strategic recognition does the process of implementing a logistics approach to managing the company's resources begin.

The process of transition to a logistics organization for managing a company’s resources can proceed according to different scenarios and affect different aspects of its management:

• - levels of the company’s management structure (operational-technological, organizational-functional and strategic);
• - various types of resources that make up the resource potential of the enterprise;
• - organizational structure of company management;
• - external forms of organization of economic and business relations firms with subjects of the external environment.

The choice of a set of methods, algorithms and schemes used in the process of vertical integration is determined by: personal factors of decision makers, norms of behavior and interaction of company employees, rules of interaction between participants in economic relations. All these factors have a social origin, depend on the institutions accepted in society and are transformed along with institutional changes.

Vertical integration is a process of enlargement and complication of management structures, occurring both at hierarchical levels (technological, operational-tactical and strategic) and in the organization of internal and external relationships of emerging logistics systems.

The logistics system, in its horizontal (along the flow) desire to expand boundaries, faces the problem of organizing management, which cannot be resolved within the framework of existing traditional, so-called market regulatory mechanisms. In general, the concepts of “management” and “system” are organically interconnected and interdependent categories. Integration of all management subsystems into a single whole, consideration of the management system as an integral phenomenon is an objective necessity, application of a systems approach at a higher level. Currently, there is a demand for the creation of such organizational and legal forms of management structures of logistics systems that could optimally combine the advantages of deterministic hierarchical structures with the legal isolation (market independence) of firms included in the logistics system.

The need for new forms of management of logistics systems, formed from legally independent entities, is the result of the joint action of two external processes occurring in the economy: differentiation, specialization (i.e. separation) and integration, interconnection (i.e. association).

Differentiation determines the trend towards an international division of labor and is manifested in the division of enterprises into specialized and highly specialized types of activities, in the divisional organizational structure of large companies. Integration is manifested in combining efforts in a certain activity in order to obtain an integral or systemic effect.

A significant disadvantage of the market mechanism is its focus on maximizing profits in short term and the lack of such clear goals in the long term. It can be eliminated by replacing traditional competitive relationships with various forms of cooperation. We are talking about the formation and structuring of new organizational and legal forms of associations of firms, the emergence of new norms, rules and forms of organizing economic and business relations. This institutionalization of economic forms and actions develops into a vertically integrated process that ensures the vital activity of logistics systems and its constituent structural elements.

This process is implemented in a contract model that defines the relationship between the parties regarding the exchange of values ​​(tangible and intangible) on a contractual basis. Within the framework of such interaction, there is a constant development and transformation of various forms and methods of constructing organizational structures and mechanisms, legal support, and ethical content of such activities.

We are not talking about the existence of a special logistics model for constructing management structures and interaction of subjects in the market, but the modern period of evolution of the contract economy can be called the period of logistics organization. The current state of economic science and the practice of competition are characterized by an expansion of the scope of application of the principles and methods of logistics, manifested primarily in the process of logistics integration. Enterprises' needs for new competitive advantages ah are implemented through the use of the integral potential (synergy) of logistics systems.

The search for adequate forms of management through the development of both administrative and contractual methods, through institutionalization, is one of the main tasks and a continuous process of development of logistics in modern stage.

Logistics integration touches on another aspect - the formation of a logistics flow. Its substantial composition includes material, information, and financial flows; the fourth flow, personnel, is beginning to be actively developed. As the research progresses, attempts are made to identify legal and service flows.

Thus, Logistics integration appears to be a multidimensional process of building logistics systems. This process occurs in different directions and not in an abstract market model entrepreneurial activity, but in the space of specific economic relations. There is always an initiator of building such a system - a company in which, at the strategic level of management, logistics is perceived as a competitive development strategy. Only under this condition can the search for options for using the logistics approach in building a company strategy begin. At the same time, a search begins for new forms of organizing relationships with all entities with which the company interacts in the value chain. When logistics management goes beyond the boundaries of a specific legally and territorially isolated company, the most difficult stage in building a logistics system begins.

The complexity of micrologistic integration is primarily related to the nature of man and human relationships. Whatever direction of functional activity the integration process takes place in the company, at a certain level of development there is an urgent need to modify the management structure (reorganization) of the company. In practice change organizational structure firms, attempts to introduce logistics management into management are faced with explicit or hidden

opposition, which follows from human nature and human relationships. Breaking old stereotypes of doing business, overcoming psychological inertia, changing established rules and norms of doing business, working style, and the usual hierarchy is a complex and painful process for enterprise employees. Relations beyond the boundaries of the company are affected by a significant number of probabilistic environmental factors that are difficult to analyze and predict, and are in a complex relationship and interdependence.

The semantic meaning of logistics integration is largely focused on the material component of the logistics flow and is defined as the unification of all participants in the value chain, from primary sources of raw materials through all stages of the reproduction process to the final consumer to create use value at the lowest total cost.

The fundamental idea of ​​logistics integration is the creation of a logistics system that realizes business goals, i.e. effective organization of the process of movement of inventory flow from the supplier to the end consumer. Building such a logistics system is, in fact, a goal that firms are trying to achieve by using various forms and methods of the integration process. However, the goal itself and its schematic representation do not provide an idea of ​​the process of such integration, nor of the difficulties and existing obstacles, nor of the actual spatial structure and interaction of participants (subjects) in such a system.

The difficulty of achieving an ideal representation of logistics integration in the form of building a macro-logistics system is explained by the following factors:

• - the complexity of the market structure (external environment), which influences and determines the functioning of the system;
• - a significant number and high variety of connections between the system and the external environment;
• - stochastic influence on the system of a large number of environmental factors;
• - a large number and heterogeneity of independent entities participating in the value chain that need to be combined into a system;
• - differences in the nature of the functioning processes of market entities, which are also systems, as well as the unevenness of their development;
• - the complexity of business relationships (on the one hand, interactions of an integrative plan: community, assistance, cooperation, partnership, and on the other - disintegrating and destructive interactions: competition, conflict, confrontation), which determine the unpredictability, randomness, paradoxicality, instability and irrationality of relations and connections between subjects;
• - types of interaction, which can be extremely diverse with a variety of interaction options;
• - discrepancies in the pace of performance of functions by elements of the logistics system;
• - the complexity of the functions performed by the logistics system, as well as the multifunctionality and constant complication of the process of its functioning;
• - the possibility of multivariate processes of functioning and development of the system;
• - the presence of complex management and structural features of managing a complex logistics system;
• - multidimensional (technical, economic, institutional, social, psychological) aspects of the process.

Due to the fact that in the process of logistics integration two models for constructing management structures are used - administrative and contractual, this process can occur in the following directions.

• 1. Expansion of the logistics system within the framework of any organizational and legal form of existence of the company(i.e. organization corporate business) and within the framework of such an expanded enterprise, the construction of an appropriate logistics (mesologistic) system (meso-level of integration). The organizational and legal forms of such companies may vary depending on the laws of the countries registering them. Most often these are joint stock companies (open or closed), limited liability companies, state organizations, concerns, consortia. In business practice, the following terms have taken root to designate such large enterprises with geographically dispersed structural units: company, corporation, concern, holding. The main system-forming factor in building a logistics system of such a structure is the administrative model of the management system, and the integration process begins from the highest level of strategic planning of the corporation. The reasons limiting the growth of the size of such a company (before building a macro-logistics system) are the increasing costs of intra-company transactions, as well as the trend of differentiation in business (international division of labor, specialization).
• 2. Specific contractual association of several legal entities into intercorporate structures, so-called business groups. The content of this aspect is determined by the formalization of relationships and the creation of associated structures. The basis for such organizational decisions is legislative norms providing for the right of enterprises to join unions and associations on the basis of freedom of choice specific form associations and organization of internal relationships. This kind of coordination of economic actions, which is not reduced to either ordinary contracts or relations within the intra-company executive vertical and occupies an intermediate position between market (contractual) and administrative forms, is sometimes called economic quasi-integration. A business group is understood as a set of enterprises and organizations whose coordination of actions goes beyond the scope of ordinary contracts in the markets for goods and borrowed capital, but occurs while maintaining the status of group partners as separate economic entities of legally or economically independent enterprises and organizations. The main organizational and economic forms of business groups in world practice include: large companies with a divisional structure; holding companies together with the enterprises they control; financial and industrial groups; network industrial organizations; strategic alliances and consortia. Among the many reasons why firms enter into such associations, a special place is given to the coordination of joint activities by regulating access to individual production resources and reducing costs through cooperation in logistics activities. To adequately solve these problems, a mesological system is being formed that unites the firms of the business group. The organization of management in such a system is an attempt to combine decentralization of management and concentration of resources. Management occurs with the allocation of a coordination center operating on a regular basis, using the control opportunity that ownership of the property titles of the merged companies provides it. This management mechanism is based on the voluntary centralization of a number of powers by group members. In recent years, the integration of enterprises is increasingly taking place without relying on shareholder ties and is caused by the increasing importance of innovation and information principles in economic development.
• 3. Interaction and targeted coordination of cooperation between legally separate enterprises and (or) groups of enterprises, consisting in certain contractual (legal and organizational) forms of business relations, which, in order to meet the needs of the emerging logistics system of the company, cannot rely only on the framework of market coordination. And although business relations are considered as a way of interaction between participants (subjects) regarding the exchange of values ​​(tangible and intangible), it is important to note that they are established and developed under the conditions of a certain legal environment, ethical and moral rules of interaction between market subjects. However, when forming a logistics system, various mutual expectations of the subjects of business relations come to the fore. These are, first of all, expectations associated with the evolution of the company's strategic goals. The short-term goal of maximizing profits is replaced by the goals of creating competitive advantages and long-term increase in competitiveness potential. Mutual expectations in such conditions relate to the expectation of the effect from the joint coordinated action of firms (synergetic effect), are based on the ideas, knowledge and experience of decision-making managers of firms and may not coincide, causing conflicts and misunderstandings. These personal factors are the most complex and intractable obstacles to expanding the logistics system beyond the boundaries of the company based on the contract model. They cannot be resolved by administrative procedures; only the path of the negotiation process of coordinating the interests, goals, intentions and will of the parties through mutual trust, mutual respect and mutual interest, based on full mutual awareness, is possible. Mutual expectations in the negotiation process are manifested in the formation of specific flows of mutual obligations and responsibilities that ensure the integrity of the logistics system. Under the influence of these conditions, in addition to traditional contracts (purchase and sale, supply, etc.), new, more effective contractual methods of carrying out commercial transactions have become widespread - such as an agreement on the exclusive sale of goods (commercial concession agreement), a franchise agreement, in which the need for integrated management and control over the functioning of the logistics system. A special place in the emerging new contractual relations is given to information interactions between subjects, the quality and quantity of mutual information. Attempts to form large logistics systems without isolating and building a common hierarchical management system led to the development of a new organizational form - a network one.

The specificity of the logistics integration process outside the micrologistics system is the involvement in the structure of the system of specialized firms and organizations of the infrastructure complex offering services that can rightfully be called logistics services or logistics services. The inclusion of firms providing a variety of logistics services also occurs at all levels of logistics integration, therefore the emergence of specific service flows and their management is a task that arises in the integration process when going beyond the boundaries of the company.

Another feature of logistics integration can be called the emergence of flows of mutual obligations and responsibilities, which are generated by network methods of interaction between firms in the contractual model of management organization and ensure and maintain the integrity of the macro-logistics system. Logistics systems as economic and organizational systems must have a certain status, which can only be achieved in the institutional aspect, through the redistribution and delegation (and voluntary) of the powers of the owners.

These features are an expression of the institutionalization of economic forms and actions that form a vertically integrated process that ensures the functioning of logistics systems and its constituent structural elements and processes different levels. It is in the process of vertical integration that the institutional aspect of logistics manifests itself.

The expansion of logistics systems, their functioning at the macro level and the involvement of the infrastructural component of the economy in these systems lead to an increasing penetration of logistics into all spheres and levels of the economy, which indicates a tendency to expand the logistics organization of the economy. This is due to the fact that it is in the logistics complex at the present stage of economic development that all appropriate aspects of optimizing social and economic relations are focused.

As part of the integrated logistics flow, this level constitutes strategic logistics, which implements all long-term decisions related to logistics in general. Its real result is the creation of an effective integrated system of functional management of material and other flows, ensuring the effective implementation of the logistics process.

Strategic goals are decomposed into decisions at lower levels, and actions are taken to achieve them, which is carried out at the tactical and operational levels of management. The implementation of these decisions is associated with the implementation of specific algorithms, the difference is determined only by time frames, so we combine them in the classification plan into technological logistics.

At the level of technological logistics, what D. Waters calls “logistics tactics” and “logistics operations” is carried out. When moving to implement the strategy, efforts should be concentrated in the following areas:

• - customer service;
• - placement of infrastructure elements;
• - inventory management policy;
• - transport;
• - supply chain configuration;
• - presence of auxiliary processes;
• - strategic relationships;
• - organization of infrastructure;
• - use of information technology.

The subject of managerial compromises in the process of logistics integration of various entities will be a very significant number of alternatives. From a logistics organization's perspective, a product's supply chain consists of several layers of suppliers who provide the resources needed to perform basic operations from the original source, as well as several layers of customers who move materials to end users. The process of forming the logistics integration space is presented in Fig. 2.7.

If, outside the integration space, individual subjects of the business process focus their efforts mainly on the implementation of activities related to the management of internal costs, then in the space of logistics integration, the results of cost management are assessed from the point of view of the functioning of the logistics system as a whole. In this figure, Ml, M2, M3, M4 indicate the missions of the supplier, manufacturer, distributor and recipient, respectively. At the level of missions, competitive strategies and business strategies, enterprises retain complete independence. As for functional strategies, in Fig. 2.7 presents only one logistics one, since others (production, financial, etc.) are not the subject of our consideration. It is the strategic and technological levels of logistics that become the subject of compromises in the space of logistics integration.

At the stage of interaction between individual logistics strategies of a company, the need arises to form a common compromise logistics strategy for the participants - subjects of logistics integration, and on this basis - to create a common space for logistics integration. When forming an overall integrated logistics strategy, among the most important areas of mutual

Rice. 2.7. The formation of a space for logistics integration and interaction and cooperation between participants in the emerging logistics supply chain requires the solution of the following main issues:

• - determining the optimal level (degree) of logistics integration from trade partnerships to the formation of alliances as the highest degree of logistics integration and the creation of logistics centers;
• - standardization and design of goods, determination of its price at the final link of product distribution;
• - coordinated development of supply chain participants;
• - development of a system for measuring the total costs of integration participants;
• - logistics design as a continuation production design, denoting simplification of product designs, facilitating their production and assembly, development of packaging, methods and means of transportation, warehousing and storage;
• - global positioning of the location of logistics infrastructure;
• - a unified inventory management policy in order to minimize their total size throughout the entire logistics chain;
• - synchronization of costs by phases of the product life cycle, development of logistics recycling measures;
• - determination of an agreed degree of global information transparency and joint design of information systems and software products.

The logistics solution for the comprehensive provision of the company must meet the strategic goals of the company and implement the overall goal of the company’s logistics in creating an effective integrated functional management system that ensures high quality supplies. Implemented common goal only if the basic rules of logistics are followed. Thus, management decisions of the company’s logistics based on the company’s strategic goals (mission) are made at two levels: strategic and technological, which is schematically presented in Fig. 2.8.

At the strategic level- level of strategic logistics - the company’s policy is developed in the field of interaction with subjects of logistics integration, the general principles of building a logistics system (logistics supply chain) for a long period of time are determined; functional strategies and policies of firms that are mutually consistent and do not contradict each other.

At the technological level Algorithms for managing product distribution are being developed and organizational issues are being considered, the influence of which is limited in time. This is the technological implementation of algorithms for managing goods distribution operations, performing specific operations for packaging, labeling, loading, unloading, etc. Such operations include delivery of materials, warehousing and storage, packaging and aggregation, as well as transportation by any type of transport. This also includes related operations - route selection, development of traffic schedules and vehicle maintenance, the purpose of which is to eliminate the territorial gap between production and consumption. They ensure reliable delivery of goods from the place of production to the place of consumption at the right time and in the appropriate condition.

Based on this component of the functioning of the logistics flow, one can judge the adequacy of the tasks and problems facing the subjects of the logistics supply chain.

Thus, a comprehensive analysis of the functional and resource content of logistics integration allows us to define it not only as a system of organizational and functional activities of a technological nature, but also to establish that the economic content of this activity is the creation of additional value of a resource (product) through transformational transformations of the logistics flow.

Test No. 1

Computers, market globalization, growth of partnerships and strategic

Unions.

What is the fundamental novelty of the logistics approach to managing

Economic activity in modern conditions?

a) In the integration of all areas of economic activity into a single

resource-conducting system;

b) in new ways of selecting suppliers of raw materials and materials;

c) in the integrated use of modern computer technologies in

information flow management;

d) in the novelty of organizational forms and types of business.

Which of the following logistics problems is not local?

a) Maximum reduction of product storage time;

b) reduction of transportation time;

c) achieving high system flexibility;

d) quick response to customer requirements.

What is meant by micrologistics?

a) Micrologistics solves operational issues of the movement of information

flow in space;

b) micrologistics solves local issues of individual companies and

enterprises;

c) micrologistics solves issues related to market analysis

suppliers and consumers;

d) micrologistics solves issues related to the development of general

Purchasing and distribution concepts.

5. What issues does macrologistics solve?

a) Operational issues of the movement of material flow in space and

in time;

b) local issues of individual firms and enterprises;

c) issues related to market analysis of suppliers and consumers and

development of a general concept of procurement and distribution;

d) issues related to the development of a general concept of transformation

Material flow.

Test No. 2

1. Choose the definition that most accurately reflects the concept of logistics

suppliesｻ:

a) one of the functional subsystems of the organization’s logistics;

b ) management of material flows and services in the process of providing

organizations with material resources and services;

c) applied science of process materials management

logistics of production;

d) this is the management of the logistics of the enterprise.

What are the three main subsystems included in the logistics system?

Enterprises?

a ) Supply logistics, transport logistics;

b) information logistics, service logistics;

c) production logistics, warehouse Logistics;

d) sales logistics, financial logistics.

Answer: the first of a), c), d);

3. Which logistics system is based on the logistics conceptｫexactly in

termｻ?

a) KANBAN;

b) MRP I;

c) MRP II;

d) DRP I;

E) DRP II.

What is the integral logistics paradigm based on?

a) On the application of the JIT concept and the TQM concept in the management process

logistics system;

b) on the development of information and computer technologies and their

integral application in logistics process management;

c) considering logistics as a management tool,

integrated by material flow;

d) on the classical approach to logistics as a theoretical science.

What is the difficulty in achieving a perfect presentation?

Logistics integration in the form of building a macro-logistics system?

a) the complexity of the market structure (external environment) affecting

functioning of the system;

b) a significant number and high variety of connections between the system and

external environment;

c) the possibility of multivariate functioning processes and

system development;

d) there is no correct answer.

Test No. 3

1. List the main tasks solved by supply logistics:

b) coordination and alignment of supply and demand in supply and

distribution through the creation of insurance and seasonal reserves;

c) support and improvement of the quality of purchased material resources;

d) answers a, c are correct.

2. Determine the main criteria for choosing the best supplier:

a) cost of purchased products, quality of service, reliability

service quality;

b) image, established long-term economic relations, financial

owl condition;

c) low prices, short order fulfillment time, provision of technical

support;

d) all answers are correct.

3. Identify the main sources of information to determine the need

in material resources:

a) main schedule;

b) bill of materials;

c) materials usage schedule;

d) all answers are correct.

4. Choose the definition that most accurately reflects the concept of logistics

productionｻ:

a) science and practice of managing flow processes in organizational

economic systems;

b) one of the functional subsystems of the company’s logistics;

c ) regulation of the production process in space and time;

d) planning, organization of material and related flows and

Managing them.

Which of the following methods is most often used in

Information systems of the MRP and ERP class?

a) Volumetric;

b) volume-calendar;

c) calendar;

d) volume-dynamic.

6. Which planning method allows you to take advantage of the systems

ｫpushｻ type?

a) MRP II;

b) ERP;

c) KANBAN;

7. K30 determines:

a) specialization coefficient;

b) the ratio of the durations of procurement and processing

operations;

c) equipment utilization level;

d) number of completed technological operations.

What stage of the product life cycle does sales logistics belong to?

a) Consumption or operation and disposal of products;

b) manufacturing of products;

c) circulation of products;

d) product research and design.

What is the difference between dealers and distributors?

a) The dealer conducts transactions on his own behalf and at his own expense, the distributor - from

on behalf of the manufacturers and at your own expense;

b) the dealer conducts transactions on behalf of the manufacturers and at his own expense,

distributor - on his own behalf and at his own expense;

c) the dealer conducts transactions on his own behalf and at his own expense, the distributor - from

own name and at the expense of the manufacturer;

d) the dealer conducts transactions on his own behalf and at the expense of the manufacturer,

Distributor - on his own behalf and at his own expense.

10. Distribution channel is:

a) a structure that combines internal divisions of the organization with

External agents and dealers, wholesalers and retailers,

through which goods, products or services are sold;

b) the physical environment of interaction between retailers and wholesalers;

c) a set of departments of the organization involved in logistics

activities;

d) the most rational way to sell finished products to the final

To the consumer.

11. Inventory management in the logistics system occurs:

a) at the production supply stage;

b) in the main production;

c) at the stage of distribution of finished products;

d ) throughout the supply chain.

12. Indicate the costs arising from inventory shortages:

a) due to failure to fulfill an order;

b) due to loss of sales;

c) due to the loss of a customer;

d) in connection with damage and theft.

13. Classification of inventories using ABC distribution is carried out according to:

a) the cost of inventories;

b) the natural volume of reserves;

c) the area occupied by this type of product in the warehouse;

d) nature of consumption.

14. Define the concept of “warehousing logistics”:

a) warehousing logistics is one of the functional subsystems

logistics of the organization;

b) warehousing logistics is the management of the movement of material

resources on the territory of the warehouse;

c) warehousing logistics is a complex of interrelated operations,

related to cargo processing of material flow;

d) warehousing logistics – regulation of in-warehouse

International trade.

EDI systems?

a) Communication standards define the reception characteristics,

signal conversion and data transfer rate. Information

Test No. 4

Procurement.

By electronic means.

By electronic means

5. The main tasks of optimizing resources in the logistics system:

a) establishing a reliable and continuous material flow for

ensuring the smooth functioning of the organization;

b) maintaining reserves of material resources at the standard level

warehouse;

c) search for competent suppliers, close cooperation with them and

formation of profitable relationships;

d) answers a and b are correct;

e) all answers are correct.

Test No. 5

Logistics strategy?

a) What type of company are we representing now?

b) What type of company do we want to represent in the future?

c) Who are our consumers (buyers)?

d) What is the nature and characteristics of our business?

e) answers a and b are correct;

f) all answers are correct.

Test No. 6

E) there is no correct answer.

5. Typical functions of integrated logistics managers:

a) establishing long-term goals and objectives of logistics management;

b) coordination of logistics marketing and production strategy

firms;

c) development of a strategic logistics plan and coordination with

production schedule;

d) transportation management.

Test No. 7

Russia?

a) legislation in the field of logistics is practically absent;

b) Russian legislation is not sufficiently consistent with

international legislation in the field international trade;

c) Russian legislation does not sufficiently correspond with

E) there is no correct answer.

3. List the scientific and theoretical prerequisites for development:

a) systematization of theoretical, methodological and

E) there is no correct answer.

4. List the scientific and technical prerequisites for development:

a) there are facilities of a powerful warehouse system and

commodity distribution systems;

b) large automated transport systems operate

complexes, transport hubs and cargo terminals;

c) enterprises of various types of transport and communications operate;

d) computing and information control rooms operate

centers;

E) there is no correct answer.

5. Factors and trends in the development of logistics during the period of globalization:

a) an increase in the number of transnational corporations positioning

themselves in the international market as global companies;

b) the increasing role of ports in attracting cargo flows;

c) penetration into national markets transport services large

foreign companies;

d ) expanding the list and increasing quality requirements

provided logistics services;

e) all answers are correct.

Test No. 1

What were the prerequisites for the emergence of integrated logistics?

a) Development of the theory and practice of military logistics;

b) changes in consumer demand patterns and attitudes;

c) changes in inventory strategies, cost pressures on

production, widespread dissemination of the TQM philosophy;

d) revolution in information technology and implementation of personal

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Introduction

1. Organization of integrated logistics management of complex organizational and economic structures

2. Ways to implement measures to improve the efficiency of integrated management systems of complex organizational and economic structures

3. The place and role of integrated management systems for complex organizational and economic structures in the development of the Russian economy

4. Requirements for the system of integrated management of complex organizational and economic structures

Conclusion

List of used literature

Introduction

RelevanceTopicsresearch. In modern society, integrated management of complex organizational and economic structures plays an important role in economic activity both countries as a whole and organizations.

The effectiveness of integrated management systems for complex organizational and economic structures is associated with many factors and problems of their functioning. The restructuring of enterprises, the formation and functioning of complex organizational and economic structures is faced with insufficient legal regulation of their activities, the need to increase the efficiency of using investments and the resource potential of enterprises and organizations. This requires research to study the problems that arise during the functioning of large enterprises and complex organizational and economic structures in a dynamically developing market environment, under the influence of the existing contradictions of market relations with established administrative methods of management. Any enterprise faces the need to effectively manage the development of production through the development of a strategy and development plan for the corresponding area of ​​the organization’s activities, including the effective use of resource potential for successful economic development, taking into account industry characteristics and environmental factors that combine tax, socio-cultural, financial and credit , investment, information, legal and other components. At the same time, the efficiency of an enterprise depends on the level of integration and corporate governance, which necessitates the identification of certain requirements for the system of integrated management of complex organizational and economic structures and the study of the problems of their functioning and development.

Purposegivencoursework is the analysis and development of basic requirements, scientific and methodological foundations for the development of integrated management systems for complex organizational and economic structures in Russian Federation, as well as developing recommendations to improve the efficiency of the integrated management system at Russian enterprises in comparison with foreign ones.

Achieving the above goal requires solving the following tasks:

1. Analyze the state and prospects for the development of a system of integrated management of complex organizational and economic structures, its place and role in the modernization of the economy, the expansion of interethnic cooperation.

2. Identify the main requirements in the system of integrated management of complex organizational and economic structures, analyze management methods, tasks and functions.

3. Define and analyze the basic concepts included in the definition of integrated management of complex organizational and economic structures, as well as identify the main stages of integrated management of complex organizational and economic structures and identify their features.

4. Determine the strategic goals and objectives for the implementation of which integrated management of complex organizational and economic structures at enterprises is carried out.

5. Assess the economic efficiency of the formation and functioning of a system of integrated management of complex organizational and economic structures in our country.

Objectresearch is a system of integrated management of complex organizational and economic structures and its components.

Itemresearch identify issues that arise when implementing integrated management of complex organizational and economic structures, taking into account modern conditions economic development in our country, as well as identifying features and trends in the development of such management.

TheoreticalAndmethodologicalbasisgivencoursework consists of works, works, achievements of scientific thought of domestic and foreign scientists in the field of economics, business planning, project management, system and cause-and-effect analysis, management of organizations and processes, and the study of the fundamentals and applied problems of increasing the efficiency of integrated management systems of complex organizational and economic structures.

During the research, methods of analysis and synthesis, system analysis and other general scientific methods were used.

When writing this course work, the author used various methods: analysis, synthesis, the philosophical method of historicism, which involves consideration of phenomena in connection with specific historical conditions, the principle of determinism, which determines the relationship of all phenomena of reality, and a comparative analysis of integrated management systems for complex organizational and economic structures throughout the diversity of their manifestations and functioning, and other general scientific methods.

Along with general scientific methods (generalization and comparison), special methods were used at various stages of work: direct observation, descriptive method using techniques of comparison, generalization and classification, contextual, component, comparative, pragmatic analysis.

1. Organizationintegratedlogisticsmanagementcomplexstructures

The concept of logistics can be characterized from different positions. In this course work we are interested in the definition of logistics from the point of view of enterprise economics. Logistics is a combination of various types of activities with the aim of obtaining at the lowest cost the required quantity of products at a specified time and in a specified place in which there is a specific need for these products. In other words, logistics from an economic point of view acts as a means of managing material flows in the spheres of production and circulation.

The main feature of logistics management at an enterprise is a systematic consideration of the totality of all links in the production process from the perspective of a single material production chain, which is called the “logistics system”. A logistics system (LS) is a complex organizationally complete (structured) economic system, which consists of element-links (subsystems) interconnected in a single process of managing material and related flows, and the tasks of functioning of these links are united by the internal goals of the business organization and (or) external goals. Mezdrikov, Yu.V. Analytical support for inventory management / Yu.V. Mezdrikov // Economics and management. - 2008. - No. 5. pp. 3-8.

In the logistics management of complex organizational and economic systems, the main elements of the logistics system are the material flows of the enterprise, its information and financial flows, as well as the organization’s material reserves.

Material flows are formed as a result of transportation, storage and other material operations with raw materials, semi-finished products and finished products - from the primary source of raw materials to the final consumer in a certain period of time. Glazev, S.V. Organization of warehouse activities: reference manual / S.V. Glazev. - M.: Business and Service, 2007. - P. 14-16.

In the logistics management of material flows within intra-production logistics systems, two main methods are used: push and pull.

The push method in logistics management is a production organization system in which objects of labor arriving at a production site are not ordered directly by this site from the previous technological link. The material flow is “pushed” to the recipient according to a command received by the transmitting link from the central production management system.

The pull system in logistics management is a production organization system in which parts and semi-finished products are supplied to the subsequent technological operation from the previous one as needed.

In addition to material flows, with integrated logistics management of complex organizational and economic structures, information and financial flows interact. The information flow is a flow of messages in speech, document (paper and electronic) and other forms, generated by the initial material flow in the logistics system, between this system and the external environment and intended for the implementation of control functions.

Financial flow is understood as directed movement financial resources, circulating within the logistics system, between the system and the external environment, necessary to ensure the effective movement of a certain material flow.

In practice, there is no synchronicity between material, information and financial flows in time of occurrence or direction; they do not interact with each other.

The main goal of the system of integrated logistics management of false organizational and economic structures is to prevent production shortages. To this end, the company needs to develop a specific inventory management policy. The inventory management policy consists of several main stages.

1. Analysis of inventory inventories in the previous period, consisting of several stages.

The first stage of the analysis is to consider the indicators of the total amount of inventories, namely specific gravity current assets, rates of development dynamics, etc.

When carrying out the second stage of the analysis, the structure of reserves is studied in the context of their types and main groups, and seasonal fluctuations in their sizes are identified.

The third stage consists of analyzing the efficiency of using various types and groups of inventories, as well as their volumes as a whole, which is characterized by indicators of their turnover and profitability.

2. Determining the goals of stock formation. Inventory inventories included in current assets can be created at the enterprise both for the purpose of ensuring current production activities (current stocks of raw materials and materials), ensuring current sales activities (current stocks of finished products), and for the purpose of accumulating seasonal stocks, ensuring the economic process in the coming period (seasonal stocks of raw materials, materials, finished products), etc.

3. Optimization of the size of the main groups of current inventories.

To achieve this goal when optimizing the size of current inventories, a number of models are used, among which the most widely used is the “Economically Justified Order Quantity Model - EOQ”. It can be used to optimize the size of both production inventories and finished goods inventories. Novitsky, N.I. Organization, planning and production management: educational method. manual / ed. N.I. Novitsky. - M.: 2009. P. 120.

The calculation mechanism of the EOQ model is based on minimizing the total operating costs for the purchase and storage of inventories at the enterprise. These operating costs are pre-divided into 2 groups:

a) the amount of costs for placing an order (including costs for transportation and acceptance of goods);

b) the amount of costs for storing goods in a warehouse.

The amount of total operating costs for placing orders is determined by the following formula:

where OZ rz is the sum of total operating costs for placing orders, rub.;

OPP - volume of production consumption of raw materials and supplies in the period under review, rub.;

RPP - average size of one shipment of raw materials and materials, rub.;

Срз - average cost of placing one order, rub.

The amount of operating costs for storing inventory in a warehouse can be determined using the following formula:

where OZ xr is the amount of operating costs for storing inventories in a warehouse, rub.;

Схр - cost of storing a unit of goods in the period under review, rub.

When analyzing this formula, we can come to the conclusion that, with a constant cost of storing a unit of goods in the period under review, the total amount of operating costs for storing inventory in a warehouse is minimized by reducing the average size of one shipment of goods.

The average size of one supply of raw materials and materials is determined by the formula:

Accordingly, the optimal average size of production inventory is determined by the following formula:

where PZ is the optimal average size of production inventory (raw materials, supplies), rub.

Stage 4 - ensuring high turnover and efficient forms of inventory movement. These processes are managed by optimizing material flows of all types of inventory. Optimization of material flows is the process of selecting the best forms of their organization at an enterprise, taking into account the conditions and features of the technological cycle of its operating activities.

Stage 5 - justification of the accounting policy for inventory valuation. For all types and varieties of reserves that have the same purpose and the same conditions of use, only one of the valuation methods can be used.

Stage 6 - building effective systems for monitoring the movement of inventories at the enterprise. The main task of such control systems, which are an integral part of the operational financial control of an enterprise, is the timely placement of orders for replenishment of inventories and the involvement of over-formed types into operational turnover. Pankov, V.V. Analysis of the content of some indicators financial condition business / V.V. Pankov // Economic analysis: theory and practice. - 2007. - No. 1. - P. 2-9.

As noted above, the objects of logistics management are moving material and information flows and product inventories. The movement of any material flows is impossible without the concentration in certain places of the necessary reserves, for the storage of which infrastructure facilities called warehouses are intended. In this regard, warehouses are an integral part of any logistics system. Dontsova, L.V. Analysis of financial statements: textbook / L.V. Dontsova, N.A. Nikiforova. - 4th ed., revised. and additional - M.: Business and Service, 2006. P. 16

Summarizing all of the above, we note that reserves of various kinds play a vital role in the functioning of any large economic system. No manufacturing enterprise can exist without inventories. The results of commercial activities of any enterprise largely depend on the volume of inventories. Inventory management is aimed at increasing profitability and the speed of circulation of invested capital. The main functions of concentrating stocks and storing them are performed by the warehouse complex. The main tasks of warehouse management at an industrial enterprise are to organize the normal supply of production with appropriate material resources and to minimize the costs associated with the implementation of warehouse operations. Volgin, V.V. Warehouse: management and analysis / V.V. Volgin. - M.: Dashkov and Co., 2007. P. 220-223.

2. PathsimplementationmeasuresByincreaseefficiencysystemsintegratedmanagementcomplexorganizational and economicstructures

Modern production at large industrial enterprises in the specific conditions of a dynamically developing market environment in Russian realities is constantly acquiring the property of continuous changes, thereby the importance of effective management of production development through the development of a strategy and development plan for this area of ​​the organization’s activity comes to the fore.

One of the main ways to increase the production efficiency of any enterprise is proper organization systems for integrated management of complex organizational and economic structures through increasing the level of integration and developing an effective corporate governance system at a given enterprise.

The correct organization of integrated management systems for complex organizational and economic structures determines the need in new conditions to widely use the principles and methods of designing a management organization based on a systems approach. Without the development of methods for designing management structures, it is difficult to further improve management and increase production efficiency, since:

· Firstly, in new conditions, in a number of cases, it is impossible to operate with old organizational forms that do not meet the requirements of market relations and create the danger of deformation of the management tasks themselves;

· Secondly, in the field of economic management of technical systems, an integrated approach to improving the organizational mechanism was previously largely replaced by work on implementation and use automated systems management.

· Thirdly, the creation of a management system should be based not only on experience, analogy, familiar patterns and intuition, but also on scientific methods organizational design;

· Fourthly, the design of a highly complex mechanism - a management mechanism - should be entrusted to specialists who are proficient in the methodology for the formation of organizational systems.

Since the purpose of an integrated management system is to ensure the achievement of the organization's objectives, the design of the system should be based on the strategic plans of the organization. The integrated management system in an organization should be such as to ensure the implementation of its strategy. Changing external conditions may lead to the need to change the strategy of the enterprise, then to a change in its organizational characteristics and, ultimately, to a transformation of the organizational structure. Kaplan, R.S., Norton D.P. Strategy-oriented organization: Trans. from English - M.: ZAO "Olymp-Business", 2003. P. 416.

Redistribution of tasks, rights and responsibilities, and information flows increases the efficiency of the organization by increasing productivity and, at least temporarily, curbs the growth of costs and increases profitability. Improving organizational forms often contributes to the development of new and better strategic decisions.

One of the main tools for increasing the production efficiency of any enterprise is the correct organization of logistics management, through the development of an effective inventory and warehouse management system.

Proper organization of logistics management contributes to:

1) maintaining the quality of products, materials, raw materials;

2) increasing the rhythm and organization of production and transport;

3)improving the use of enterprise territories;

4) reducing vehicle downtime and transportation costs;

5) freeing workers from unproductive loading, unloading and warehouse work for their use in main production, etc.

As mentioned earlier in this work, inventories represent the material basis production assets enterprises. Therefore, large organizational and economic systems need to constantly monitor the state of inventories, which should ensure a continuous comparison of standard parameters with actual ones, that is, work as a monitoring system.

As part of this monitoring, the enterprise needs to constantly determine the appropriate volumetric, spatial and temporal parameters of inventories, which will allow us to move on to optimizing the placement of products in the warehouse, and, consequently, to minimizing costs. And the calculation regulatory characteristics inventory (in physical terms) will allow, after setting up budgeting (formation of procurement and storage budgets), to move on to optimizing the costs associated with the formation and maintenance of inventories.

Centralized planning at an enterprise should concern only the last link of the logistics chain, that is, the finished product warehouse. All other production and supply units receive orders directly from the unit located near the end of the supply chain. For example, a warehouse of finished products submitted an application (which is equivalent to issuing a production task) for a certain number of products to the assembly shop of a plant, the assembly shop gives orders for the production of subassemblies to the processing shops.

3. PlaceAndrolesystemsintegratedmanagementcomplexorganizational and economicstructuresVdevelopmenteconomyRussia.

Logistics is the effective management of material and related information and financial flows with optimal expenditure of all resources to fully meet consumer requirements. To achieve its goals, logistics management covers and combines into a single process such diverse activities as production, information exchange, transportation, procurement and inventory management, warehousing, cargo handling, packaging and others Sarkisov S.V. Logistics management: Textbook. - M.: Delo, 2004. P.368. .

Currently in foreign companies an innovative system is being formed that is formed by merging together the traditional spheres of logistics. Highly qualified managers and senior executives successfully work in the logistics management of an enterprise and often act as cross-functional coordinators of various private activities both inside and outside their companies.

The world's leading economic companies successfully use logistics systems and technologies in their activities, which allows them to optimize resources associated with managing commodity and information flows. Among these technologies, it is necessary to note, first of all, such as “Just-in-time”, “Requirements/resource planning”, “Demand-driven Logistics”. , demand-oriented"), "Time - based Logistics", "Value - added Logistics", "Integrated Supply Chain Management". "), "E-Logistics" and others. Stepanov, V.I. Logistics: textbook / V.I. Stepanov. - M.: Welby Prospect, 2009. P. 324.

Using the example of foreign countries, one can track how developed the logistics management industry is: in such countries, logistics associations, organizations and communities have been created and function effectively. In addition, there is a large amount periodicals on various aspects of logistics, for example, in the USA there are about twenty similar publications. Logistics has moved far beyond the national borders of states. Interstate and transnational macro-logistics systems are actively developing to facilitate the movement of information, goods, capital and people across borders. World logistics congresses are held periodically. Logistics has developed most intensively abroad over the past two decades. It was then that modern marketing and integral concepts of logistics emerged. Bolshakov, A.S. Modern management: theory and practice / A.S. Bolshakov, V.I. Mikhailov. - 2nd ed., rev. and additional - St. Petersburg: Peter, 2008. P. 215

Within the framework of the topic of this course work, one should dwell on such an important reason for the development and popularity of logistics management abroad as the improvement of planning and management both within firms and between firms.

The management of complex economic organizations has the opportunity to overcome the contradictions between the interests of transport managers to reduce transport costs, marketing departments seeking to increase inventories, and logistics departments to reduce the cost of maintaining product inventories.

In this case, based on the requirements of logistics for accounting and minimizing total costs, there are more reasons for combining the use of different types of internal and external transport, coordination of warehouse, cargo processing and transport operations, transportation systems, inventory regulation and sales of marketable products. Thanks to this, logistics approaches have influenced the strategy and tactics of intra-company management.

According to expert estimates, the use of such logistics methods can reduce inventory levels by 30-50% and reduce product movement time by 25-45%. According to the estimates of the American specialist H. Peters, the use of logistics management methods in the processes of production and commodity circulation gives the following results. Inventory volumes are reduced by 30-70%, labor productivity increases by 20-50%, production costs are reduced by approximately 30%, and costs in the field of commodity circulation are reduced by 20%. Pankov, V.V. Analysis of the content of some indicators of the financial condition of a business / V.V. Pankov // Economic analysis: theory and practice. - 2007. - No. 1. - P. 2-9.

As for logistics management in our country, there are some difficulties and contradictions. On the one hand, based on the example of foreign countries, there is a growing interest in logistics management in Russia as something effective and modern; on the other hand, in modern Russian society there is insufficient perception of the influence of logistics management on achieving certain goals set for the company. Many senior company executives have ambivalent ideas about the potential opportunities of logistics in terms of improving business, increasing the competitiveness of Russian companies, and solving macroeconomic and social problems. At the same time, in our country there is an acute problem of “staff shortage”, i.e. There is a shortage of certified logistics managers and managers. In Russia, the demand for high-quality trained employees in the field of logistics significantly exceeds supply, this is primarily due to the high level professional requirements to train specialists, which is due to the large complex of problems they solve.

Other factors also affect the development of logistics management in Russia, namely:

1) difficult general economic situation and social tension in all layers of society; social and economic crisis.

2) underestimation for a long time of the importance of the circulation sector (supply and sales), which occupies a key position in logistics abroad;

3) underdevelopment of the economy: irrational development of commodity distribution structures, weak level of development of modern electronic communications systems, backward transport infrastructure (primarily in the field of roads) and the technical and technological level of development of vehicles;

4) low level of development of the production, technical and technological base of warehousing, etc.

Thus, as we see, Russian economy is currently going through a difficult period; in such a situation, it is necessary to find ways out of the protracted crisis. One of these ways of development is to build a logistics management system in every large organizational and economic organization. For Russia, the formation and development of logistics production, trade, transport and information systems is of paramount importance, since through these processes the integration of our country into the global economic and information space occurs.

On Russian market Logistics concepts and business management systems are mainly distributed by foreign companies with equity participation of foreign capital. Despite the contradictions, there is a positive trend in the Russian market: forward-thinking managers of many companies, adopting the experience of foreign colleagues, are striving to introduce logistics concepts and systems into their production.

Thus, logistics in modern global and Russian business is of an optimization nature. The potential of logistics in domestic business makes it possible to increase the organizational and economic stability of a company in the market. This is due to the integral effect of logistics management, which makes it possible to combine various efforts in the end-to-end management of material and related flows.

Therefore, the introduction of modern logistics concepts and systems is one of the strategic ways to increase the competitiveness of domestic business organizations.

4. Requirements,presentedTosystemintegratedmanagementcomplexorganizational and economicstructures

An integrated management system in logistics requires the unification of various functional structures and their participants within a single LS in order to optimize it. This approach extends both to the microeconomic level of the organization and to the business platform. It is important that, when solving problems of optimizing management at the micro level, within the enterprise - the “owner” of the logistics process, managers proceed from the problem of optimizing the drug product as a whole. The desire to integrate supply, production and distribution is the only possible prospect in addressing the issues of achieving goals within the framework of the drug. This approach allows you to obtain accurate information about the condition and location of the product/service at any moment - from the “entry” at the source of raw materials to the “exit” - receipt of the goods by the end consumer, information about the production complex and the entire distribution network. The advantages of the integrated approach are indicated by the following arguments:

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

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

· requirements for the information system and management organization are of a uniform nature and apply to all types of logistics operations. The task of coordination is to optimally link at the operational level the various requirements arising in the LAN.

The integrated approach creates a real opportunity to combine functional areas of logistics by coordinating actions performed by independent parts of the logistics system that share common responsibility within the target function.

As a consequence of such requirements, it is necessary to create and maintain a database for deviation management and for the development of alternative optimization solutions. The controlling system connects accounting, planning, regulation, information support of business processes into a single self-organizing system, while it is aimed at eliminating bottlenecks in the functioning of the company, achieving positive business results in aspects of corporate strategy when used as the main tool for analyzing and regulating activities company's balanced scorecard system of its effectiveness Bogatin, Yu.V. Shvandar, V.A. Economic business management “Operational and production planning”, M.: “LESMA”, 2006. P. 95-98. .

The integrated management system in the field of logistics helps to increase the efficiency of the company, subject to the following requirements:

* establishing and maintaining the connection between logistics and corporate strategy;

* improvement of the organization of material flows;

* timely receipt of information and technology for its processing;

* effective labor management;

* establishing relationships and exchange of experience with other companies in the field of strategy development;

* accounting for profits from logistics in the system financial indicators;

* definition optimal levels quality of logistics services in order to increase profitability;

* creation and development of logistics operations.

When studying these requirements, it is necessary to give them a more detailed description.

1. The connection between logistics and corporate strategy. Logistics operations must be linked to strategic plan corporations or firms. This is one of the most important conditions for achieving high profits from the use of integrated logistics management systems. Managers who use logistics at their enterprises take a different approach to improving the management of material flows and the activities of the organization. In carrying out the assigned tasks, managers have a question: do logistics operations ensure the company's competitiveness in the market? The most generally accepted approach to leadership in market positions is considered by company management to be as close as possible to the consumer while ensuring proper quality of products and logistics operations. Logistics specialists have developed a management scheme that provides for the connection of logistics activities with corporate strategy.

2. Improving the organization of material flows. This requirement dictates an organization of logistics operations that would allow control of all functions related to the execution of tasks related to purchasing, transportation, warehousing, inventory storage and sales under the auspices of a single commercial unit. In other words, all logistics functions should be unified by the control of centralized and decentralized management, given that effective decisions can be more easily made if a special unit is responsible for all closely related logistics operations.

3. Timely receipt of information and technology for its processing. Fulfilling this requirement in an integrated management system allows firms to benefit. Therefore, successfully functioning logistics departments consider computerization as a special source of realizing the possible chances of logistics in increasing profits. Using electronic data exchange capabilities with consumers, for example, it is possible to increase competitiveness and market share. Using computer-based models, you can also improve the quality of customer service.

Using the required level of information support as one of the important conditions for achieving profit, companies have increasingly begun to invest capital in management information systems, accordingly reducing the costs of previously used, more familiar and traditional systems, which affects the performance of companies. For example, by investing in improving information processing systems connecting administration, logistics departments, suppliers, companies achieve a sharp reduction in the level of raw material inventories (sometimes by 15-20 times).

4. Effective management labor resources plays an important and decisive role in the mechanism of material flow management. With the availability of qualified personnel, the effective functioning of the logistics system becomes most possible. Relevance and the most detailed approach to selection work force, its vocational education and training has become standard practice in recent years.

5. Establishing relationships and exchanging experience with other companies in the field of strategy development is also one of the requirements for improving logistics. When implementing this requirement, companies establish coordinated and mutually beneficial cooperation with their business partners (brokers, suppliers, wholesalers, consumers, etc.). Important also has coordination of the activities of internal divisions of companies (production departments, sales departments, purchasing, marketing, etc.). Experience and practice confirm that greatest success those firms that have established strong connections with external and internal participants in commercial relations achieve increased profits.

6. Accounting for profits from logistics in the system of financial indicators. Based on practical experience, firms came to the conclusion that logistics operations such as transportation, warehousing and others are best assessed by accounting and costing departments or other structural bodies that measure the results of operations by the profit received. This strategy has been successfully used by some American firms. One illustrative example is the Xerox Corporation. By providing service for individual orders, this company received significant profits in the sale of products. At the same time, the company’s logistics structures guarantee the level of service required by the heads of production departments.

7. Determining optimal levels of quality of logistics services in order to increase profitability is one of the ways of strategic policy of companies. To identify the required level of service quality, additional income achieved from providing high-quality service is identified and the ratio of the profit received from it to the costs associated with maintaining such levels is measured. It is also necessary to develop a market-oriented program indicating the levels of logistics services, from which it is clear how it is planned to serve consumers of services in various classes (Table 1), established depending on their share in sales volume, as well as the order completion time.

Table 1 - Consumer service program

8. Creation and development of logistics operations is one of the most important requirements for logistics, contributing to significant cost savings. In the course of such development, major problems (for example, entrepreneurial strategies) are linked to “small” issues. But this can only be done by improving knowledge and acquiring extensive work experience by the entire management team of the company.

American specialists D. Busher and G. Tindall believe that compliance by firms with the above eight requirements guarantees the interconnection of logistics with marketing and production, ensures not only high-quality implementation of all logistics operations, but also the creation of an effective, low-cost service for customers, and will promote growth profit on assets in the field of activity under consideration, i.e. increasing the competitiveness of companies.

Conclusion

The efficiency of logistics in a company in accordance with the chosen logistics strategy described above is largely determined by the integrated system used, affecting all structural divisions.

The use of an integrated management system for complex organizational and economic structures in the field of logistics is functional in nature. An integrated management system requires the formation of a logistics infrastructure; establishing systems for collecting, processing and transmitting information; organization of transportation; stocking properly; Carrying out, as necessary, operations related to storing inventories in warehouses, cargo handling and packaging. The main efforts should be aimed at achieving the best results in each functional area without taking into account their mutual influence and interdependence. Logistics is a complex activity that includes a mass of individual operations, which determines the functional orientation. However, a high result in each of the functional areas of logistics is important, but only if this does not come to the detriment of overall integration.

Individual logistics functions in their combination form the three most basic areas of activity: physical distribution, logistics of production and supply. Internal integration of logistics requires coordination of the flow of inventory and information flow circulating between these areas. Integration requires the simultaneous achievement of common operational goals. These include responsiveness, minimal uncertainty, minimal inventory, freight consolidation, quality and life cycle support.

Integration of management in logistics systems with other functional departments of the company allows for the most complete consideration of temporal and spatial influences in the processes of optimizing the management of material, financial and information flows to achieve the strategic and tactical goals of the company in the market. Thus, interaction with sales managers makes it possible to make a more accurate forecast of consumer demand and, accordingly, reduce transportation costs and storage costs. Interaction with the technical department and senior management allows you to bring to market New Product at the right time and in the right quantity, expand the range according to the company’s marketing strategy in order to meet consumer demand and reduce production costs.

The system of integrated management of complex organizational and economic structures is just a tool in the hands of management, which, without the appropriate experience and highly qualified management personnel cannot guarantee the success of the enterprise.

system integrated management structure

Listusedliterature

1. Afanasyeva, N.V. Logistics systems and Russian reforms of St. Petersburg ISD-BO St. Petersburg University of Economics and Finance 2008.

2. Barilenko, V.I. Analysis of economic activity: textbook / V.I. Barilenko. - M.: Omega-L, 2009.

3. Bogatin, Yu.V. Shvandar, V.A. Economic business management “Operational and production planning”, M.: “LESMA”, 2006.

4. Bolshakov, A.S. Modern management: theory and practice / A.S. Bolshakov, V.I. Mikhailov. - 2nd ed., rev. and additional - St. Petersburg: Peter, 2008.

5. Bochkarev A.A. Planning and modeling of the supply chain: Textbook. allowance. - M.: Alfa-Press Publishing House, 2008.

6. Vasyukhin, O.V., Smirnov, S.B. “ Comprehensive assessment the current system of operational production planning at enterprises,” ed. Vasyukhina, O.V., Smirnova, S.B. SPb.: LDNTP, 2007

7. Volgin, V.V. Warehouse: management and analysis / V.V. Volgin. - M.: Dashkov and Co., 2007.

8. Gadzhinsky A.M. Fundamentals of Logistics Textbook. manual M. ICC “Marketing” 2009.

9. Gilyarovskaya, L.T. Complex economic analysis of economic activity / L.T. Gilyarovskaya, D.V. Lysenko, D.A. Endovitsky. - M.: Business and service, 2008.

10. Goncharov P.P. and other Basics of logistics. Textbook manual Orenburg, (OSAU Publishing Center), 2007.

11. Gladkov, I.S. Management: textbook / I.S. Gladkov. - M.: Dashkov and Co., 2007.

12. Glazev, S.V. Organization of warehouse activities: reference manual / S.V. Glazev. - M.: Business and service, 2007.

13. Glukhov, V.V. Management: textbook for universities / V.V. Glukhov. - 2nd ed., rev. and additional - St. Petersburg: Lan, 2006.

14. Dontsova, L.V. Analysis of financial statements: textbook / L.V. Dontsova, N.A. Nikiforova. - 4th ed., revised. and additional - M.: Business and Service, 2006.

15. Dybskaya, V.V. Basic provisions on conducting a detailed analysis when assessing the activities of warehouse facilities / V.V. Dybskaya // Logistics today. - 2007. - No. 6.

16. Dybskaya, V.V. Warehousing management in supply chains / V.V. Dybskaya. - M.: Alfa-Press, 2009.

17. Eleneva, Yu. “Economics and enterprise management”: Textbook. 2006.

18. Kaplan, R.S., Norton, D.P. Strategy-oriented organization: Trans. from English - M.: JSC "Olympus-Business", 2003.

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20. Logistics: textbook. allowance / B.A. Anikina [and others]. - M.: INFRA-M, 2008.

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22. Models and methods of logistics theory: Forecasting; Inventory calculation; Solving problems of optimization of cargo transportation: textbook for universities / ed. V.S. Lukinsky. - St. Petersburg: Peter, 2007.

23. Novitsky, N.I. Organization, planning and production management: educational method. manual / ed. N.I. Novitsky. - M.: 2009.

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Integrated logistics applies concepts TQM, JIT, KANBAN, LP, SCM and etc.

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

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

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

Essence of the system JIT comes down to refusing to produce products in large quantities. Instead, continuous-flow object production is being created. At the same time, the supply of production workshops and sites is carried out in such small batches that it essentially turns into a piecemeal supply. This system considers the presence of inventory as a fact that makes it difficult to solve many problems. Requiring significant maintenance costs, large inventories negatively affect the lack of financial resources, agility and competitiveness of the enterprise. From a practical point of view, the main goal of the system JIT are the elimination of any unnecessary expenses and the effective use of the production potential of the enterprise.

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

• 1) any remnants of inventories are evil, since they are dead (virtually useless) and require additional costs for their warehousing and storage;
• 2) breakdowns and downtime of production equipment should be kept to a minimum;
• 3) production must be stopped if defective or missing components are detected.

System JIT more linked to demand than the traditional "throwing products on the market" method. This system operates on the principle of producing products only when they are needed, and only in the quantities required by the buyer. Demand follows products through the entire production process. Each operation produces only what is required for the next. The production process does not begin until a signal is received from the downstream operation to begin production. Parts, assemblies and materials are delivered only at the time of their use in the production process.

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

Application of the principles JIT leads to better quality production, better service and better pricing.

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

First, its use results in lower inventory levels, which means less capital investment in inventory. Because this system requires a minimum amount of materials to be available for immediate use, overall inventory levels are significantly reduced.

Secondly, under the conditions of using the system JIT there is a reduction in the order fulfillment cycle and an increase in the reliability of its execution. Which in turn contributes to a significant reduction in the need for safety stock, which represents additional commodity units of inventory retained to avoid possible shortages. The production schedule within the planned production perspective is also reduced. This allows you to gain the time necessary to respond to changes in market conditions. Producing products in small batches also helps achieve greater flexibility.

Thirdly, when using this system, there is an improvement in production quality. When the quantity ordered is small, the source of quality problems is easily identified and adjustments made immediately. Under these conditions, employees of many companies have a greater understanding of the importance of quality, which leads to improved production quality in the workplace.

Other advantages of the system JIT may include: reduction of capital costs for maintaining warehouses for stocks of materials and finished products; reducing the risk of inventory obsolescence; reduction of losses from defects and reduction of rework costs; reducing the volume of documentation.

The use of the considered model in domestic organizations to meet the needs of managers in making effective management decisions about the type, price, cost, composition and distribution routes of products contributes to the further improvement of the organization’s production and commercial activities.

Many researchers note that the concept JIT is aimed at synchronizing the work of all price elements, at early identification of requirements for the shipment of goods to orders, and ensuring the strictest discipline in contractual relations. To prevent the accumulation of excessive inventories, on the one hand, and to optimize overall logistics costs, on the other, the task of searching for cargo consolidation receives priority. Instead of delivering small quantities from different suppliers at precise times, orders fulfilled by different suppliers should be combined into one delivery. To apply the technology JIT it is necessary to create the closest possible relationship between buyer and supplier in terms of information exchange and coordination of plans; Requirements for the quality of supplied materials and components are also increasing.

Rice. 4.3.

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

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

The main problem in the concept under consideration is to determine the client’s needs for logistics services and to include in the logistics process only those operations/functions that actually ensure the fulfillment of these needs with minimal expenditure of resources. This raises the problem of determining the basic level of customer service. Key consumers may be offered a level of service slightly higher than the basic one. At the same time, logistics services above the basic level are called “value-added logistics.” Such service is unique by definition and is provided to special (VIP) consumers in addition to the company's basic service programs.