Application campaign V modern Russia- the brainchild of the Soviet planned economy. However, this concept is known all over the world, because it is associated not so much with state capitalism (active state intervention in the economy), but rather with regulatory management generally. This approach has long been known far beyond the borders of the former socialist camp; certain elements of a planned economy very successfully accompany a market economy, and the application campaign is used by many large enterprises abroad. The task of such a campaign is to plan the production resource base. Any enterprise may require special documentation that calculates the necessary costs of raw materials for a certain period (usually a year), optimal for the goals and objectives that the enterprise sets for itself.

Typically, such a campaign precedes the procurement stage. Having in hand necessary documentation, supplies can be properly rationed and a certain frequency set for them.

Specifics of the application campaign

It should be understood that the same approach can bring profit and loss, depending on whether it is suitable for a particular enterprise here and now. The application campaign puts many processes “on track”, and if done correctly, will significantly relieve the time and energy of the enterprise; however, in a different situation, this may cause unnecessary risks.

High automation of the process makes it clumsy and independent of other processes. This can lead to the collapse of the entire production if automatic processes lose harmony with production itself, sales, and so on.

Benefits of the application campaign

• The application campaign is a fairly simple and inexpensive process; even small enterprises that do not have special management departments can afford it;
• It is possible to ration only part of the raw materials/products, and not the entire production. If the enterprise has a stable production history with low risks of emergency situations, then the introduction of application campaigns will only make the work easier;
• The application campaign can be used not only for further purchases, but also to calculate the general needs of the enterprise. In other words, there is no need to ration purchases if it is enough to just calculate the average production needs.

Disadvantages of the application campaign

• Although the results of an application campaign can relieve employees, running a campaign is much more expensive. Creating a product range, restructuring production - all this requires resources;
• Isolation from others production processes, and therefore – low maneuverability and the inability to change rationing “on the fly”. If it is necessary to make changes, there will be additional costs associated with changing items.

N. A. Pavlova, seniormanager CiG Business Consulting

A. A. Kotov, manager CiG Business Consulting

Application campaign and working capital indicators

One of the main disadvantages of the logistics system in almost any company is the formation of inventories. Moreover, not only suppliers are to blame for this: often stocks in central warehouses and workshops are formed because the ordered materials and spare parts are not selected within the current production programs and repairs.

Customers in production workshops form orders, unreasonably overestimating quantities, because subsequently they will report not for workshop inventories, but for the costs of the current period and the implementation of the production program.

However, this means a significant deterioration in the company’s working capital indicators, which is often measured in millions of ineffectively spent rubles. And efficiency issues are especially acute in the current difficult economic situation.

Our experience in implementing projects in the field of optimization of logistics processes shows that transformation should begin with an application campaign. The correct construction of this process, a clear definition of responsibility for the formation and approval of applications, the connection of the application campaign with the processes of budgeting and cost control allows us to avoid many serious economic problems in the future.

What are spending limits?

Cost limits are benchmarks that limit the cost of material and technical resources ordered by applicants (persons who generate requests for support of departments) when generating requests for support.

Cost limits correspond to the company's budget items for which material and technical resources are spent, and are formed in the context of cost locations.

Thus, when generating an application for security, the type of cost limit under which this application passes is indicated and a check is made to see whether the total amount of material and technical resources ordered at a given point of origin of costs falls within the established limit.

It is very important that we monitor compliance with the budget at the moment the need is formed, i.e. our applicants cannot order more than their specific budget. One of the most common explanations that one hears when analyzing the reasons for the formation of inventories at an enterprise is that the workshops ordered materials, but now they are not choosing them, since the budget does not allow them. Strict control of cost limits when generating collateral applications allows you to avoid this situation.

A common mistake when creating a system for monitoring purchasing activities at an enterprise is adjusting purchase volumes when creating a movement plan Money. At this stage it is almost impossible to adjust anything, because... The contract with the supplier has already been concluded and even the delivery, as a rule, has been completed. By monitoring the application for compliance with cost limits, we are able to adjust our needs in a timely manner.

How are cost limits formed to control collateral applications?

Cost items within which the expense occurs material resources, can be classified as both conditionally variable (raw materials and supplies for the production of main products) and conditionally constant (working clothes and personal protective equipment, auxiliary materials, spare parts and equipment for repairs various types equipment).

Material costs in part variable costs are clearly planned in accordance with standards depending on the approved production volumes, so it is not very difficult to control requests for collateral for these positions.

Cost limits for semi-fixed cost items should be formed on the basis of repair plans for fixed assets, standards related to labor protection, as well as established consumption standards.

We will talk about the distribution of responsibility for determining these standards below.

Price planning

One of the main problems when implementing control over the compliance of applications for provision with established cost limits is price planning. Indeed, in order to ensure this control, applications must be formed by applicants at prices pre-established for the planning period.

As a rule, there is no methodology for price planning at Russian enterprises. Very often, there is simply no division in the organizational structure whose responsibilities would include price planning and then control of deviations.

Directories of purchased material and technical resources for industrial enterprises are quite large - the total number of positions reaches 100-200 thousand, while several thousand positions are purchased monthly.

For group A (the most expensive items), price planning is carried out item by item. It should be noted that although this group makes up about 80% of the total consumption of material and technical resources in the company, the number of positions is small - no more than twenty, so for marketing specialists involved in specialized markets, planning prices for these positions is a completely solvable task .

Inside the middle price group(group B) nomenclature subgroups are determined for which planned values ​​of deflators are established. Accordingly, the planned price for the positions of a given group is determined by calculation, multiplying the price of the last receipt by the corresponding deflator established for the subgroup.

For the cheapest and most numerous items (group C), we recommend determining a general deflator (for example, equal to the official inflation rate of the Bank of Russia).

Which department of the company should be involved in price planning? Some companies, in order not to make changes to the existing organizational structure, enable this function in job responsibilities purchasing specialists. In our opinion, this is not entirely correct, since a purchasing specialist, as a rule, has information about the current state of the market and is not always interested in preparing a qualified forecast. In addition, he has many other responsibilities, so planning prices for collateral applications comes down to pricing applications at the last transaction price, which is not always correct.

We propose creating a specialized marketing unit for price planning, which is directly subordinate to the purchasing director. The job responsibilities of the employees of this division include not only price planning, but also researching the supplier market, adding new suppliers to the database, and at the end of the reporting period - analyzing the reasons for deviations of actual prices from planned ones and preparing appropriate reports for the company's management.

The independence of this department from direct purchasers is also of great importance to ensure subsequent objective analysis of deviations.

We recommend that production holdings create this division at the level management company- this allows you to centralize the management of this function and provide a uniform methodology for all business units, as well as reduce the costs of its organization.

Another option is to carry out price planning for strategically important resources (group A nomenclature) at the level of the management company, and leave price planning for other items in the supply system of business units.

Naturally, the price planning process must be automated in the information system. This procedure is quite labor-intensive and, as a rule, even if the enterprise has implemented large ERP systems (SAP, Oracle), in terms of price planning, modification of the standard functionality and a detailed statement of the task from the logistics system are required.

Organization of control over compliance of applications for provision with cost limits

The introduction of control over applications for compliance with cost limits requires changes to the job responsibilities of not only employees of the logistics system.

The departments responsible for the economy, i.e. planning and monitoring the implementation of cost budgets; functions appear for planning cost limits, entering them into the information system and adjusting them.

These functions are performed by financial responsibility centers - these are the same financial responsibility centers that are responsible for planning and monitoring relevant budget items.

Depending on the management structure of the economic services of the enterprise, the role of centers of financial responsibility can be performed by the services of shop economists, directorates in functional areas (repairs, safety precautions, social sphere etc.).

As our practice shows, identifying centers of financial responsibility is not an easy task, which is closely related to the development of the company's budgeting system. Therefore, solving the problem of allocating responsibility for the types of costs for which collateral requests are generated often leads to the identification of problems that lie outside the scope of the logistics support system.

One of these problems is adjusting collateral requests due to adjustments to the company's budget and production plans. Since the cost limits against which collateral requests are monitored are determined based on the budget, any budget adjustment requires the financial responsibility centers to adjust the corresponding cost limits. That is, the processes of formation, approval and adjustment of the budget must be clearly synchronized with the conduct of the application campaign, which is not always easy.

In addition, the correct formation of cost limits requires the introduction of an annual (or quarterly) procedure for protecting production needs, in which workshops, repair management services, production and economics, and suppliers take part.

Regulation of the process

The interaction of all participants in the process of generating and monitoring compliance of applications for provision with cost limits must be regulated. When implementing projects to optimize logistics processes, we describe this process in one of the sections of the regulations for conducting an application campaign.

To develop regulations in this part, a working group is being created, which includes representatives from the supply system, economics and finance, and various directorates in areas that may be centers of financial responsibility.

The regulations clearly define the timing and responsibility for carrying out the adjustment procedure. In addition, a separate procedure is being developed for processing applications generated in emergency situations in order, on the one hand, not to lose control over the budget, and, on the other hand, to ensure that such applications enter the logistics system as quickly as possible.

Process automation

The idea of ​​automating the process of monitoring applications for compliance with cost limits is extremely simple. Financial responsibility centers create limits in the system by types of costs, and then applicants generate collateral requests, which indicate the corresponding cost code, and the information system, when approving the application, checks whether the application at cost in planned prices fits into the established limit. If not, then the request cannot be approved and does not enter the supply system.

However, in practice, automation of this process is not so simple, and there are not many examples of Russian companies where this process is implemented in an information system.

The procedure for conducting an application campaign is not included in the standard functionality of ERP systems at all and is an improvement that is carried out according to internal procedures Russian enterprises. If the company has implemented the main modules of an integrated information system, then control over the compliance of the generated need with the budget can be carried out within the framework of these modules, and the need for material and technical resources will flow directly into the material and technical support system.

However, our businesses tend to operate differently. Applicants create requests for collateral manually in the information system, and it is these requests that are monitored for compliance with established cost limits. That is, to automate this process, a separate statement of the problem is required.

Here it is worth noting another problem that all our enterprises face when automating any logistics processes - this is the quality of the directory of material and technical resources.

Since different services are involved in the process of controlling cost limits, directory classifiers must take into account the needs of the following services:

§ economists to make it possible to monitor the compliance of ordered items with budget items;

§ planners to make it possible to formulate requests for support based on the production plan and established standards;

§ buyers, who must clearly identify the declared position and send proposals to make offers to various suppliers.

For example, the formation of requests for collateral within the framework of conditionally variable budget items should not seem to create great difficulties, since the need for collateral is clearly related to the production plan through standards. However, in most enterprises, production planning is carried out in special programs, and the formation of applications in the corporate information system is done manually. One of the reasons is the lack of correspondence between approved production standards and the nomenclature reference book. Taking into account that the specificity of Russian enterprises is numerous adjustments to the production plan, one can imagine the labor costs this leads to.

Implementation

But despite all the difficulties described, we emphasize that it is necessary to implement a procedure for monitoring applications to ensure cost limits using an information system. Moreover, the results obtained will significantly exceed the efforts expended.

We recommend working as follows - first define the main goals and general approaches- i.e. the concept of transformation and coordinate it with management; further make proposals for changes to the organizational structure.

Then, involving specialists from interested services, develop detailed regulations (or make changes to the existing regulations of the application campaign). Based on the developed regulations, make changes to the job responsibilities of participants in the new process.

After the regulatory documents have been agreed upon by all interested services, prepare a statement of the task for automation and work together with information technology services on implementation.

You can first test the developed system at one of the workshops. We estimate that implementation of this process may take approximately 6-8 months.

Perhaps the introduction of monitoring the compliance of applications for provision with cost limits will identify other problems in related processes, for example, in production planning, and will push the company to carry out further transformations. However, even solving this local problem within the framework of an application campaign will allow achieving good results in improving the company’s performance indicators.

Question

How to write correctly: company or campaign? Both spellings appear, including on your website.

Company And campaign - homonyms. More precisely - Homophones. Because of the akanya, their sound coincided, but not their spelling.

Company –

1. society, a group of people spending time together;
2. commercial or industrial enterprise, commercial and industrial association of entrepreneurs.

Campaign –

1. a set of military operations united by a common strategic plan and carried out at a certain stage of the war in one theater of military operations;
2. period of navigation or military operations of the fleet (obsolete);
3. a set of measures to implement the next important socio-political or economic task.

The origins of these words differ radically. Our consultant N.I. Bereznikova wrote to us about this:

COMPANY – from Latin company. Console com-corresponds to the Russian prefix "s(o)-" Root pani- from panis – « bread". Initially– a group of dining companions, and this is in ancient world meant a lot– Those who broke bread became friends, almost brothers.
CAMPAIGN - lat. campania from campus – « field". Including« battlefield". Further, in general, it is clear. In French campagne – hike, work (in the field).
You can remember this: the company runs a campaign, but not vice versa.

Distinguish

Company And campaign

Search results by Keyword "Application Campaign"

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