The concept of integrated logistics. Analysis of the development of an integrated approach in procurement logistics related to material flow handling

The desire for integration in logistics arose from the belief that integrated execution produces results that exceed those that could be achieved by performing separate independent functions that exist in relative isolation. The problem is to recognize and act on the real interdependence of logistical elements. The orientation of systems towards logistics leads to the need for such recognition and requires the logistics manager to develop logistics strategies, properly developing them to support the achievement of enterprise goals. Such an approach should confirm the changing and contrasting goals of the various functions that are carried out in a single system (enterprise). Finance, as a necessary component of the system, may have the goal of reducing the amount of cash tied up in assets such as large equipment. An equipment manager, on the other hand, may prefer to have a significant amount of equipment that will allow them to quickly complete service requests.

The role of the integrated logistics manager is to resolve these types of conflicts. The manager's intervention should be aimed at compromise conflict resolution, in which the goals of functional units within the enterprise may have to be adjusted (optimized) for the benefit of the firm.

Integrated logistics combines the logistics of activities and the logistics of systems into an interconnected whole that maintains a balance between an acceptable level of efficiency and realistic financial expectations.

Action Logistics is a combination of two independent, but interconnected actions: logistical actions (operations) and logistical coordination. Logistics activities are related to the movement and storage of enterprise resources, while logistic coordination related to the definition of these resources.

The movement and storage of the necessary resources can be associated with the systemic concept of the firm. The firm's input component is responsible for acquiring the resources or raw materials that are needed for the process. The acquisition of these materials must be preceded by the selection of their source or sources. The selection criteria for this are:

A. The ability of the source to meet the requirements of the firm.

B. Location of the source relative to the firm.

C. Availability of suitable transport channels.

D. Reliability of the source.

The selection of the source must be accompanied by the movement of the material into the firm. Materials management should include ensuring that the material is stored from the time it is received until it is used in the process.

Material received at the entrance to the firm can now be used to produce finished products. As long as the input material is transformed into the final product, semi-finished products exist within the firm. These semi-finished products are controlled by the so-called intracompany transfer. This function also entails the need for storage, as partially finished products may need to be stored until they are needed in subsequent stages of production.

The end result of the technological process is the finished product. Created products, with the exception of rare types such as custom builds, require storage until requested by the customer. Once sold, the physical distribution of products becomes another logistics function. However, logistics does not end with the distribution of products to the customer. Consider, for example, a product sold under warranty. If the product is a car, then in case of a defect it must be repaired or taken back. This action is a reverse flow through the distribution channel.

Very closely related to logistical activities logistics coordination. While logistics activities are concerned with the movement and storage of items within the enterprise, through the enterprise, and outside the enterprise, logistics coordination is intended to determine the need for these logistics activities. As in logistical activities, determining the need for movement and storage is easily viewed through the firm's systems model.

The output component of the system model is set to product market forecasting, for a preliminary assessment of the demand for manufactured goods. Forecasting, or the process of predicting future events through the systematic analysis of current data, is designed to greatly expand on a simple forecast of the quantity of a commodity required over a given period of time (usually one year). Forecasts of future demand must also consider potential changes in that demand. For example, there is a relatively small but steady year-round demand for toys to celebrate birthdays, special occasions and simply give gifts. But it is known that there is a predictable increase in this demand before the Christmas holidays.

The input component also relies on product demand forecasting to identify material needs that can be converted to supply demand for finished products. The movement and storage of materials in the company delay the satisfaction of the need for the finished product for a certain time, approximately equal to the duration of their transformation. The material must, however, be requested by the firm in advance of the required date. The amount of this advance time is approximately equal to the time for transportation plus the time to place an order and the time to process the shipment. The corresponding activity during this time is often referred to as material requirements planning (MRP). (MRP can also be extended to cover the entire workflow. In this case, it is called production resource planning.) Hence the process "input - transformation - exit" of the company - an activity referred to as operational planning. Operational planning attempts to combine the capabilities of the firm with its desires.

The industrial capacity of any firm is limited and in the short term can only be expanded within tight limits (for example, through judicious use of overtime or extra shifts). The manager must recognize these limits and refrain from overexpending the firm's resources.

System logistics combines the elements of activity logistics (movement and storage of materials, work in progress, and finished goods) and extends the process to include logistics elements that provide support following product distribution. These logistics elements include reserves and spare parts, personnel and their training, technical instructions, test and support equipment and facilities.

As an illustration of logistical support following production, consider the ever-increasing complexity (degree of integration) of the consumer market. Take, for example, the production of VCRs or personal computers. Would it be reasonable to assume that the enterprise's obligations end with the physical distribution of the finished product to the consumer? Of course not! The firm must (either itself or through independent intermediaries) provide support for the elements of the logistics system.

The main and significant difference between the logistics of activities and the logistics of systems is the predictability of the logistics of activities as opposed to the random nature of the logistics of systems. The demand for any given product can be predicted with reasonable accuracy through the application of sophisticated market forecasting techniques. The demand for a product is directly related to the demand for the materials used in the creation of that product. This same predictability is not, however, true for systems logistics. Finished goods failure is random and predictions within this region must be based on probability theory and statistics.

The main element of system logistics support is the spare part. Without spare parts to replace parts that are broken or suspected of breaking, the mechanism quickly becomes inoperative. Breakdowns create demand for parts, but breakdowns are random events. Thus, the resulting demand for spare parts is also random. The random nature of the backup process, however, does not eliminate the need for the provision and distribution of discrete values. How then will their required quantity be determined and how will they be distributed?

The number of spare parts required to maintain a given unit is determined by: (1) a statistical analysis of the expected failure rate, (2) the time to repair a broken unit, (3) the total number of units provided, and (4) the average time between requesting a spare part and receiving it. (transport or conveyor time plus time for preparation and handling of cargo). Analysis should be done before the need arises.

Another element of systems logistics is the technical instruction. Instructions must be developed by which the finished product can be maintained efficiently and effectively. Depending on the complexity of the product being serviced, instructions range from a one-page brochure to a multi-volume library of technical references. The content of the manual can range from a simple maintenance manual to detailed procedures for installation, fault detection and insulation failure and repair. Maintenance instructions shall include the identification of parts and the appropriate use of tools and test equipment. All instructions and procedural data must be within the capability of the user.

The main purpose of support is the installation, maintenance and repair of the unit. This action can be facilitated with test and reference equipment that is selected or designed to maintain the original parameters. The test and reference equipment can be, and often is, more complex than the unit being serviced. The combination of selection, quantity and timely delivery of this test and reference equipment is another element of system logistics.

Personnel is the most expensive element of logistics systems. This cost can, however, be minimized through careful selection and training of support personnel. The training process should be designed in accordance with the manufactured products, technical documentation, equipment spare parts, test and reference equipment.

The last element that makes up the logistics of systems is the means. The logistical resource package cannot be considered complete until the funds necessary to provide logistical support have been acquired. Funds may be new or modified structure. First, a survey of existing facilities is needed. The results of the survey are then compared with the requirements of logistical support. Any gap between what is available and what is needed must be made up through the efficient use of resources.

The concept of integrated logistics support has been applied relatively recently in the activities of the enterprise, despite the fact that logistics itself has been used for thousands of years. The recent leap in logistics has been driven by the need to improve efficiency at lower cost. This has been made possible by a massive array of technological advances. The application of managerial disciplines promises huge dividends for decades to come.

The logistics of existence touch upon the basic necessities of life. The logistics of action includes the logistics of existence and adds subtlety to life. Activity logistics has to do with the movement and storage of materials within the firm, semi-finished products through the firm, and finished goods out of the firm.

Systems logistics affects the logistics of activities and the elements required in providing support for the subsequent distribution of products, such as reserves and spares, personnel and training, technical instructions, test and support equipment and facilities.

Logistics management is the art of using logistics resources to ensure that logistics objectives are achieved economically and efficiently. Logistics goals can be defined as having the right quantity, the right unit, in the right place, at the right time. Logistics management can be facilitated by a systems approach in which the firm is seen as a system. The firm, when viewed as a system, includes an input, a transformation process, and an output. It consists of interconnected and interacting components and functions as a whole.

Thus, the appointment logistics is to develop such a logistics system that provides the desired fulfillment of logistics goals at the lowest possible cost. Within this context, the problem of logistics is to strike a balance between efficiency and cost, which optimizes the goals of the enterprise.

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

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

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

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

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

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

Organizational information integration of counterparties of the logistics system

The idea of ​​integrated logistics is based on the fact that enterprises that are part of the supply chain are increasingly understanding the need to follow the same goal - working towards a common end result associated with satisfying an identified need. To do this, they must mobilize their efforts and direct them towards coordination of actions.

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

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

* the enterprise has different, often conflicting goals;

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

* communication deteriorates and the flow of information between individual structural divisions of the enterprise becomes more difficult, which, in turn, hinders coordination between them and leads to lower

efficiency, higher costs and ultimately worse customer service;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Intercompany integrated logistics embodies two essential rules:

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

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

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

* the ability to exchange information and resources between enterprises;

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

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

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

* better customer service associated with reduced lead times, faster delivery, and better tailored to individual customer needs;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Firms Achieving Strategic Advantages
thanks to competence in logistics, determine
the nature of competition in their industries?

D. BAUERSOX, D. KLOSS

The modern Russian economy is increasingly turning towards systemic structural transformations focused on logistics. The prospects for the new economy are characterized by the effect of integration, caused by a significant reduction in costs and the quality of customer service.

The real need for integration is becoming inherent in all commercial enterprises, regardless of industry, just like a public sector organization. Today's conditions for the development of the Russian economy urgently require the creation of conditions for the unification of industrial, commercial enterprises and companies serving the market infrastructure into integrated logistics systems. It is they who are able to quickly, timely and at minimal cost deliver products to the consumer.

The main trend of modernity, including processes in the global economy, is the acquisition of new factors of logistics efficiency, the merging of its traditional areas of application and the formation of a qualitatively new strategic innovation system - integrated logistics.

This is most clearly manifested not only in inter-functional coordination within the company, but also in overcoming inter-company, inter-industry boundaries in effective integrated supply chains.

The prerequisites for an integrated logistics approach are:

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

The dynamics of market relations, the globalization of international business and resource constraints lead to a significant increase in the speed of material, financial and information flows, a reduction in the number of intermediaries in logistics chains, and a decrease in the stability and reliability of their functioning. Therefore, the achievement of the strategic goals of enterprises becomes possible when the existing logistics systems are transformed into integrated logistics networks. The work of enterprises as part of logistics networks determines a number of advantages associated with the combination of independent risks, i.e. a decrease in the number of "fluctuations" in the system, as well as a significant reduction in costs and an increase in the quality of the functioning of the entire system. The main reason for their creation lies in the fact that the success of the company depends not only on the availability of its own resources, but also on the ability to attract resources and the competitive capabilities of other participants. Integrated logistics is characterized by the features of the movement of economic resources that ensure the functioning of any business enterprise. On fig. Figure 1 shows an enterprise logistics scheme that provides the operation of various streaming processes that require integration.

A - financial flow serving the supply (suppliers)
B - supply of components, materials
C - promotion of the commodity flow
D - revenue from the sale of products and services

Integrated logistics allows you to most effectively achieve the goals of business and the state. Profit maximization will be influenced by factors such as competitive positioning (positioning), competitive price, low costs, and industry structure. Integral responsibility for the level of costs is connected in this case not only with intra-company costs. It also includes responsibility for the efficiency and timeliness of deliveries, the choice between manufacturing products and purchasing them from suppliers. Management is based on the method of involving individual interrelated elements in an integrated process (integrated logistics) in order to prevent irrational losses of material and other resources. However, most Russian enterprises are managed on the basis of traditional methods and are not adapted to extracting additional benefits from logistics. Thus, enterprise logistics can be viewed as an integrated process to ensure the creation of use value at the lowest cost. Until recently, market orientation was considered the main success factor. However, to ensure stable profitability, enterprises must correctly select and combine resources. The concept of resource orientation, which was formed in the 80s in economically developed countries, inevitably leads us to rethink the role of integrated logistics. From this point of view, integrated logistics has the following features that have a direct impact on efficiency:

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

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

• communication with suppliers;
• communication with consumers · technological processes within one unit;
• logistics processes between departments within the enterprise;
• logistics links between enterprises in the supply chain.

Enterprise systems built according to this type are aimed at significantly reducing costs by accelerating capital turnover, reducing order fulfillment time, and coordinating work with a network of suppliers. From the point of view of integrated logistics, the enterprise functioning model, built according to the B2B (business to business) criterion, will look like this:

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

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

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

Fig.3 Key competencies of integrated logistics

From Fig. 3 shows that logistics is aimed at achieving a high quality of customer service based on the integration of key competencies. This allows us to develop modern logistics management technologies and achieve a high level of competitiveness. Successes in each of these areas only make sense if they improve the overall efficiency of the integrated logistics system. Of particular note is the logistics information, which is the most important strategic resource of logistics. The use of electronics makes it possible to reduce logistics costs due to more efficient management of information flows, increasing their speed and coordination. The classics of integrated logistics D. Bowersox and D. Kloss rightly emphasize: - Firms with advanced logistics systems believe that it is cheaper to use information to look for optimal solutions than to carry out non-optimal stock movements? We present the information resources of integrated logistics in the form of a kind of "tree" consisting of 12 basic elements. (See Fig. 4)

Forlog Services SA manages the entire equipment supply chain

Forlog Services SA is one of the few companies operating in Russia capable of providing a full range of logistics management services for enterprises. Initially, the company was created as a control center for the supply of medical equipment to Russia, as part of an international project. Organizers: International Bank and Russian Healthcare Foundation. The International Bank put forward the following requirements for the project executor:

• mandatory availability of an advanced information system;
• delivery tracking should take place in real time;
• all stages of the workflow must be taken into account and controlled;
• at the request of the Russian Healthcare Foundation, reports of any form and complexity based on real operational information should be given.

The company controlled the entire supply chain of equipment, from the supplier to the final recipient. After unpacking at the regional warehouse, the equipment was delivered to the final recipient in a certain region of Russia.

The tasks set by the International Bank were solved by the Russian company IntegProg-Service, which carried out a set of works to create a logistics information system for controlling deliveries using the developments of the French company Data Dynamic Systems.

The control system developed on the basis of "Pro Shipper Data" allows you to fully track the sequence of control events due to the geographical movement of cargo and changes in its condition, starting from the dispatch of the entire shipment by the supplier and ending with the receipt of a separate batch of goods by the customer. In addition, the system allows you to track financial information on the product: not only the cost of the product is taken into account, but also the additional costs associated with it.

Exactly integrated logistics toolkit most fully ensures the stability of the enterprise in a market environment, providing an effective choice and combination of key competencies.

Thus, the achievement of the strategic goals of a modern enterprise is possible only with the integration of logistics functions.

The transfer of the Russian economy to market relations dictates the need to revise the principles of state management of the placement of supplies of products for federal state needs that existed under the planned-administrative system of management. When choosing the range of components and materials when creating complexes, systems, samples of equipment, the following tasks should be solved:

meeting the needs of all state customers in the process of operation, repair and maintenance of products with a smaller number of spare parts, components and materials;

• reducing the cost of purchasing products based on the development of competition among suppliers;
• support for domestic manufacturers and suppliers of products for state needs;
• reducing purchases of imported products and expanding exports of Russian products;
• optimal redistribution of stocks of supplies in warehouses between various government customers and regions.

One of the directions for reforming the Russian economy, primarily the military-industrial complex, lies in the plane of creating a mechanism that would flexibly and effectively ensure the interaction of the main elements of logistics: "deliveries-production-warehousing-transportation-sales" in the framework of solving these problems.

To achieve these goals, information integrated logistics support is of particular importance, which makes it possible to effectively manage the formation and fulfillment of orders at all stages of the product life cycle. In essence, we are talking about giving the country's industry and transport systems new qualities that are designed to ensure the integration of the work of the public and private sectors of the economy on the basis of intersectoral logistics coordination.

At the same time, we take into account the world experience in the use of integrated logistics. After the Second World War, logistics becomes a priority in the functioning of not only the military-industrial complex of the United States, Japan, Western European countries that are members of NATO, but also enterprises of the civilian sector of the economy. The most important innovations in industry and the military have been the shift from product-based or military-arms-based organizational management to function-based management. This trend was revolutionary in both industry and military planning.

A consequence of function orientation is a tendency towards greater centralization and coordination in a single centre. It is to this approach that we owe the rise of the modern “golden billion” economy. The business activity and competitiveness of enterprises has a significant impact functional diversification, which grows out of the introduction of technological innovations, which are so lacking, first of all, for Russian industrial enterprises. It takes the form of integration of enterprises engaged in the subsequent stages of manufacturing a particular product within the same industry, or between enterprises of related industries.

In this case, aviation industry enterprises will be interested not only in the manufacture of aviation equipment, its supply under leasing, but also in its efficient operation in airlines. The most significant feature of this approach is the elimination of traditional functional structures in civil and military departments, business enterprises and state unitary enterprises and replacing them with logistical functional diversification. The dynamics of possible changes in the application of horizontal, vertical and logistical integration is presented in Table 1.

A product-oriented management approach hinders rapid technological progress. The strategic policy of companies will increasingly depend not on the high quality of the currently produced product, but on the introduction of innovations based on the mechanism of integrated logistics. The decisive issue for any enterprise in the industry will be the search for new areas of activity. This will necessarily lead to interaction with enterprises in other industries.

Currently, certain steps are being taken in Russia to introduce CALS technologies, which are considered as a tool for organizing and providing information support for the entire chain of participants in the creation, production and sale of products at all stages of the life cycle. This allows you to reduce production and operation costs, improve the level of service. The effective use of this toolkit is possible on the basis of integrated logistics support (ILS), which is the "core" of the concept of CALS technologies. With the help of the ILP, the following goals are achieved:

• ensuring influence on the development and subsequent optimal implementation of the project;
• planning and operational clarification of allocated resources;
• supply of resources;
• providing resources at minimal cost throughout the entire life cycle.

An integrated supply chain ensures the selection of components, coding of products and spare parts, planning

Thus, integrated logistics support (ILS) is information and organizational support for the post-production stages of the LCI: procurement, supply, commissioning, service, including the supply of spare parts. The purpose of the ILP is to continuously improve processes in all parts of the supply chain, reduce costs and keep the product (for example, an aircraft) in good condition. The US Department of Defense presented 14 new technology concept priorities at a seminar in Russia. Among them is the development of a unified logistics information system for the armed forces of the United States and NATO. The Government of the Russian Federation is implementing a set of measures to create a software and hardware base for the implementation of CALS technologies in various industries (aerospace, shipbuilding).

The Ministry of Industry, Science and Technology, together with the Ministry of Transport and other interested departments, in the context of restructuring government bodies, needs to develop effective mechanisms for managing the supply of aviation equipment, spare parts and the provision of services based on modern information technologies. We see the basis for building such a mechanism in the use of integrated logistics. At the same time, information and logistics centers should play a strategic role in the functioning of industries, turn into an analytical tool for managing and controlling "critical points" of intersectoral interaction.

Rice. 6.1

2. Current system (pull system), in which the objects of labor arrive at the technological site as needed. It contributes to the reduction of inventories while increasing the flexibility of production (Fig. 6.2.).

Rice. 6.2

This system involves the receipt of products from the previous site as needed. The central control system does not interfere in the exchange of material flows between different sections of the enterprise, does not set current production targets for them. At 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.

Particular attention is paid to production logistics principles of organization of the production process, namely:
1) ensuring the rhythmic coordinated work of all parts of production according to a single schedule and uniform output. Rhythmic work involves the organization in time and space of single, partial and private processes into a single continuous production process that ensures the timely release of each specific product in the prescribed volumes with minimal costs 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-flow production can be achieved by organizing a continuous loading of jobs, while in flow production it is the choice of an option with a minimum time for interoperational tracking of parts;
3) ensuring maximum reliability of planned calculations and minimum labor intensity of planned work. The following issues need to be resolved:

lack of production capacity;

suboptimality of production schedules;

long duration of production cycles;

inefficient inventory management;

· low efficiency of the equipment;

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 management system with the type and nature of a particular production;

straightness;

proportionality, i.e. implementation of ensuring equal throughput of different jobs of one process, as well as proportional provision of jobs with information, material resources, etc.;

· parallelism;

The concentration of homogeneous objects of labor in one place.

11. Features of the stages of development of logistics and the functions that they performed in a given period of their development.

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

1) the existing, as if separately, flows of materials in production, storage and transportation can be interconnected by a single control system;

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

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

The specificity of the logistics approach lies in the joint solution of the problems of managing material flows, for example, the joint solution of the problems of organizing the work of the warehouse and related transport.

At the first stage of the development of logistics, transport and warehouse, previously associated only with loading and unloading operations, receive close ties. They begin to work for 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 the organization of the transport and storage process are also jointly solved.

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 there is:

– rapid growth in the cost of physical distribution;

- the growth of 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;

– a clear definition of the actual costs of distribution;

- determination and implementation of measures to reduce the cost of promoting the material flow to the end consumer.

Production planning begins to connect to the interaction of warehousing and transportation, which made it possible to reduce stocks, improve the quality of customer service due to the timely fulfillment of orders, and improve the use of equipment.

The third stage refers to the present and can be characterized as follows:

– there are fundamental changes in the organization and management of market processes in the world economy;

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

- developing industries that provide services in the field of logistics;

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

- the totality of material-conducting subjects 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 cost.

1. The principle of rationality. A characteristic feature of the development of the enterprise logistics system is the choice of the most appropriate variant of the logistics system. Such management decisions are chosen that are optimal in terms of a set of indicators for given conditions. The challenge is not to find a better solution than the current one, but to find the best possible solution. 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 the achieved result, the rational achievement of the set goals was carried out.

2. The principle of emergence. The larger the logistics system of the enterprise, and the greater the difference in size between the part and the whole, the more likely it is that the properties of the whole can differ greatly from the properties of the parts. It is possible that the local optima of the goals of individual parts do not coincide with 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 the optimization of the logistics system of the enterprise as a whole. Emergence (integrity) - 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. The principle of consistency. It involves an approach to the logistics system as an object, represented by a set of interrelated 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 principle of consistency involves the study of a logistical object, 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 consistency covers all aspects of the object and object 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 lower to the higher level. At the lower levels, more detailed and specific information is used, covering only certain aspects of the functioning of the logistics system. Generalized information characterizing the conditions for the functioning of the entire logistics system arrives at higher levels, and decisions are made at these levels regarding the logistics system as a whole.

5. The principle of integration. Integration is the unification of any parts or properties into a whole. The principle is aimed at studying the integrative properties and patterns in logistics systems. Integrative properties are manifested as a result of the combination of elements to the whole, the combination of functions in time and space. The logistics system, as an ordered set of elements with certain connections, has special system properties that are not inherent in individual elements and allow obtaining a synergistic effect. Synergistic connection - a connection that, with 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. reinforcing connection of the elements of the system.

· specifics: a 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 calculation units or structural bodies, the results of which are measured by the profit received;

· constructibility: flow dispatching, continuous tracking of the movement and change of each flow object and operational adjustment of its movement; careful identification of the details of all operations of logistics and transportation of goods;

· reliability: ensuring the reliability and safety of traffic, redundancy of communications and technical means to change, if necessary, the trajectory of the flow; widespread use of modern technical means of movement and traffic control; high speed and quality of information receipt and technology of its processing;

· variations: the possibility of a flexible response of the company to fluctuations in demand and other disturbing environmental influences; purposeful creation of reserve capacities, the loading of which is carried out in accordance with the previously developed reserve plans of the company.

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 progress through the stages of creating a system, must also be observed when designing logistics information systems.

From the standpoint of a systematic approach, three levels are distinguished in logistics processes.

First level- a workplace where 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, packed, etc.

Second level site, workshop, warehouse, where the processes of transportation of goods take place, jobs are located.

Third level- a system of transportation and movement 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, tasks 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 system for organizing production, built on market requirements, with the issuance of the necessary requirements to the logistics system of the enterprise. By this, planning systems, as it were, “tie” the logistics system into the external environment, into the total material flow.

Dispositive and executive systems detail the plans and ensure their implementation at individual production sites, in warehouses, as well as at specific workplaces.

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

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

Horizontal integration the connection between individual task complexes in transparencies and executive systems is considered 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 disparate 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 a common software. Compliance with the principle of using software and hardware modules will allow:

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

o increase the efficiency of the functioning of logistics information systems;

o reduce their cost;

o speed up their construction.

2. The principle of the possibility of a phased creation of the system.

Computer-based logistics information systems, like other automated control systems, are constantly evolving systems. This means that when designing them, it is necessary to provide for the possibility of a constant increase in the number of automation objects, the possibility of expanding the composition of the functions implemented by the information system and the number of tasks to be solved. It should be borne in mind that the definition of the stages of creating a system, i.e. the choice of priorities, has a great influence on the subsequent development of the logistics information system and on the effectiveness of its functioning.

3. The principle of a clear establishment of junction points.“At the junction, the material and information flow passes through the boundaries of the authority and responsibility of individual divisions of the enterprise or through the boundaries of independent organizations. Ensuring smooth crossing of junction points 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 user of the dialogue "human-a car".

Integration logistics

Logistics presupposes the existence of stable economic relations between the participants in the movement of goods. Only regular business partners get the necessary transparency of cost accounting systems, and it becomes possible to develop and apply consistent technologies for processing cargo and information.

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

Allocate 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; - exacerbation of the problem of selling goods; - Numerous complications on the way of movement of goods to consumers, caused by the underdevelopment of the infrastructure of trading activities.

^ 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 world trade practice, it is assumed that integration processes in trade will take place against the backdrop of the emergence of such types of associations as: - chain trading 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 trade enterprises will allow: - to reduce overhead costs through the introduction of centralized management services, centralization of supply transport and accounting functions; - to carry out purchases in large quantities on favorable terms of payment and deliveries;

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

The complication of market relations and increased competition in the book business led to a decrease in the stability of the development of enterprises. The rate of change in consumer demand for book products is growing, their assortment is increasing, 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 work effectively in such an environment is integration, coordination of actions with business partners.

Integration is one of the components of the logistics methodology. The idea of ​​integration follows from the essence of the main object of logistics - the economic flow. The organization of traffic according to the flow principle requires the coordination of the actions of the participants in this movement, since the 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 participating in the organization of their movement, require joint coordinated actions that minimize losses that occur when flows cross the boundaries of logistics systems.

The necessity 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 directions of integration:

· flow coordination at all stages of their promotion to the end consumer based on the requirements of end customers;

· 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 fulfillment of the requirements set by each subsequent link in the logistics chain to the results of the work of the previous link;

Coordinating the planning of joint work;

development of standards and other documents that unify the requirements for the results of work.

The main circumstance hindering integration is the increased interdependence of firms, the fear of losing independence, losing 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 integrated information support for the entire movement of book products (electronic databases, electronic communication systems that allow, for example, tracking the path 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 trade enterprises, as well as decisions made by people regarding the processes of interorganizational interaction for the transformation, transformation and use of these resources throughout the value chain from sources of raw materials to the final consumer. From a practical point of view, this is a systematic approach to integrated planning and management of the entire flow of information, materials and services from the end user through enterprises and warehouses to raw material suppliers.

Supply chain (process understanding)(English) supply chain) is a set of flows and their corresponding cooperative and coordination processes between various participants in the value chain to meet consumer requirements for goods and services.

Supply chain (objective understanding) is a set of organizations (manufacturers, warehouses, distributors, 3PL and 4PL providers, freight forwarders, wholesale and retail trade) interacting in material, financial and information flows, as well as service flows from sources of raw materials to the end 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 - Yu.L.) products and processes (logistics - Yu.L.) in such a way that the movement along the entire chain was more even and smoother.

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 that the product is available to the consumer during the selection process, the physical receipt of the product by the consumer and payment for it. May also be called distribution channels, distribution channels, distribution network, etc.
Marketing channels It is the most stable element of the marketing mix. Their construction is a long-term and resource-intensive process, so any major change in them requires a lot of investment and effort. In this they are largely different from any other element of the marketing mix, which can be manipulated much more quickly.

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

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

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

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

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

· Characteristics and features of the market - actual and potential capacity, customs and trade practices, density of distribution of buyers.

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

Logistics- a profession, the subject of which 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 commodity stocks and provisions, and the creation of an infrastructure for the movement of goods. A broader definition of logistics interprets it as the doctrine of planning, managing and controlling the movement of material, informational and financial resources in various systems. From the perspective of the management of an organization, logistics can be considered as a 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 streamlining the process of production, marketing and related services both within the framework of one enterprise and for a group of enterprises.

Tasks solved by logistics

1. choice of the type of vehicle;

2. definition of routes;

3. organization of cargo transportation;

4. packaging of goods in containers;

5. stock management;

6. responsible storage in warehouse areas;

7. marking;

8. formation of prefabricated orders;

9. customs services

Purpose of logistics- providing the consumer with products at the right time and in a certain place with minimal costs for the implementation of logistics operations and the production resources used. Logistics manages physical distribution and material resources. Physical distribution management consists in 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 customer service quality. Material resource management is the effective satisfaction of the organization's needs for production resources. When managing a logistics system, three main concepts of a systems approach are used:

10. 1) the 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 desired product of a certain quality in the required quantity;

16. 2) the fixed time specified in the contract;

17. 3) a specific place of delivery;

18. 4) minimization of total costs.

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

20. Types of logistics flows:

21. 1) informational and material;

22. 2) transport and human;

23. 3) financial and energy, etc.

24. The subject of study of logistics- optimization of material, information, financial, service flows that ensure the production and commercial process, carried out from the standpoint of a single whole, i.e. minimization of costs in the entire logistics system, and not in each of its individual elements (chain, block).

25. Logistics tasks defined depending on its application:

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

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

28. 3) warehousing (planning of 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).