Logistic supply chain. Supply Chain Management

What is it connected with? Who is a logistician and what functions does he perform? This will be discussed further.

Who is a logistician?

Delivering the right products from one point to another according to the appointed time is a very important task. It is even more important to keep the goods safe and sound. It is such a specialist as a logistician who manages supply chains and controls the efficient transportation and delivery of the desired products. It should be noted right away that any profession in the field of logistics is considered very complex and difficult. So, in order to become a quality specialist in the field of supply management, you must have a very developed mindset, know foreign languages, and have excellent organizational skills. Tracking a large number of different kinds of goods is not so easy, and doing it efficiently is even more so.

Where should a person study to get the opportunity to work as a logistics and supply chain management? What are the responsibilities of the specialists in question? This will be discussed further.

Required education for work

In the field of logistics, you can work with both higher and secondary education. However, the number of duties, rights, as well as remuneration in this case will differ significantly.

A person with a secondary vocational education can only work as a logistics assistant or manager. To carry out full-fledged management of people who have not graduated from a university, if it succeeds, then with great difficulty. It is also worth noting that not everywhere there are jobs for people who do not have higher education. Due to the narrow focus, as well as due to a number of other factors, it will not be so easy for a person with only a secondary education to get a job in question.

The situation is quite different with people who still have a higher education. Thus, people who graduated from economic universities in the relevant specialty have every right to get any free job. Perhaps it is worth highlighting the main educational institutions where you can get the necessary education. These are (in Moscow on Lubyanka), MIIT, MADI and the famous St. Petersburg State University. In any of these universities there is a specialty called "Logistics and Supply Chain Management".

What should a logistician know?

As mentioned above, a specialist in the field of logistics must have a very extensive knowledge base. What disciplines should the employee in question know qualitatively? Here are just a few of them:

• Fundamentals of economic and mathematical methods.
• Fundamentals of distribution, production, warehousing, etc.
• projects.
• Control over transportation, unloading and loading operations.
• Fundamentals of information systems and technologies.
• Fundamentals of Economics.
• Fundamentals of supply planning.
• Risk management in the field of logistics.
• Control over logistics systems and much more.

The specialist who manages the supply chain must really know a lot of things. Moreover, an employee in the field of logistics is also obliged to constantly improve himself and supplement his knowledge. This is due to the fact that technologies are constantly being upgraded, and therefore it is unlikely that a logistician will be able to work for several decades with only university knowledge.

Skills required for the job

Of course, knowledge alone will not be enough for a logistician to carry out his work functions. A specialist whose tasks include the logistics management of supply chains must also have certain skills, abilities and character traits.

What exactly can be highlighted here?

• Knowledge of several foreign languages. It is quite obvious that in the work related to transportation, it is impossible to do without negotiations with foreign citizens; especially if the company is foreign.
• Communication skills. Knowing several languages ​​is not enough, you also need to be able to correctly express your thoughts and requirements. This also applies to the native language. A high-quality specialist is simply obliged to have competent, clear and precise speech.
• Working with software. In the age of computer technology, it is simply impossible to do without the ability to competently handle programs. This is especially true for employees whose functions are logistics management, supply chain management, transportation, etc.

It is also worth noting that a high-quality specialist must also have such character traits as stress resistance, high efficiency, organizational functions, etc.

Responsibilities of a logistician

As already mentioned, the scope of logistics is incredibly vast. It employs a large number of employees performing a variety of functions. However, there is still an opportunity to single out the most generalized duties.

So, it is worth noting that in the considered professional environment, the following duties are assigned to employees:

• Working with different kinds of people. This includes customers, suppliers, operators, etc.
• Documentation work.
• Planning of orders and deliveries.
• Negotiations with customs.
• Inventory management in supply chains.
• Building routes and much more.

The logistician has a lot of functions. However, everything depends mainly on the available category and skill level.

Where can you work?

Almost no problems should arise for a graduate of an educational institution with a degree in Logistics and Supply Chain Management. Universities often offer the student options for vacancies. And due to the fact that the profession in question today is incredibly relevant and in demand, a person with a proper education will simply open up a lot of very different job opportunities.

And yet, where exactly can the specialist in question work? Can be distinguished:

• transport companies (Russian Railways, various airlines, etc.);
• cargo handling;
• customs services;
• industrial plants and many other places.

Supply chain management and logistics are needed in almost every manufacturing enterprise. And this is a huge advantage of this area: a person who wants to connect his life with the work in question will definitely not have problems with employment.

About the logistics career

What can be said about the career of the specialist in question? As in any other field of work, advanced training can only be earned by accumulating proper experience and improving work skills.

However, in the field of supply chain management, there is one important feature. In short, it lies in the fact that there are simply a lot of opportunities for so-called self-improvement. Thus, a specialist can intensively study new foreign languages, develop their own specialized programs, improve their communication skills, make work with documentation automatic, etc. Thanks to all this, almost any specialist, even without a higher education and working as an assistant, will be able to achieve professional heights.

On the rights and responsibilities of a logistician

A specialist in the field of logistics, like any other employee, has certain professional rights. What exactly can be highlighted here? Here is what the special job description of the employee fixes:

• the right to all social guarantees and benefits established by the state;
• the right to timely payment of salaries;
• the right to demand from the authorities all the necessary documentation for work;
• the right to offer management ideas and suggestions for improving the work of the organization;
• the right to refuse to perform work in case of obvious violations resulting in the lack of optimal working conditions;
• the right to improve their qualifications;
• the right to involve specialists from other professional areas to provide the necessary assistance (but subject to agreement with the authorities).

Thus, a fairly wide range of rights is assigned to a specialist who has the responsibility of supply chain management. At the enterprise, however, logisticians also have a large share of responsibility for all actions taken. In particular, it is worth highlighting that the employee is responsible for:

• for offenses or crimes committed in the workplace;
• for the complete failure or incorrect performance of their own duties;
• for being at the workplace in a state of intoxication;
• for violating established safety rules.

Pros and cons of the profession

The profession of a logistician has both a number of advantages and a number of disadvantages. What are the benefits of working? These definitely include:

• Demand and relevance of the profession.
• High income.
• Opportunity to practice speaking in a foreign language.
• Constant self-improvement.

Perhaps the profession has other advantages. Above were named only the most basic advantages. And what are the shortcomings here?

The advantages of the profession, of course, are greater. And this is not at all surprising: logistics is a truly prestigious and important area.

There are many definitions of the concept of "logistics", which indicates the ignorance of all sides and depths of its concept. On the other hand, the simultaneous existence of several definitions provides a more complete understanding of the nature, content and importance of this field of activity. In this connection Let's take a look at the most used her concepts.

Logistics is the supply to a specific consumer of the required product of the appropriate quality in the required quantity at the specified place and at exactly the appointed time at an affordable price.

Logistics is an effective organization, planning, management and control over stocks of primary material resources (raw materials), semi-finished products, components, final finished products and spare parts for these finished products.

This definition focuses on the formation of inventories of material and technical resources.

Logistics is the process of planning, implementing and monitoring the efficiency of the flow and storage of inventory and inventory.

The emphasis, as we see, is on the movement and storage of resources. The movement requires the choice of modes of transport, methods of transportation, the direction of goods flows, including their own vehicles. Moreover, often the choice between one's own capabilities and hiring a transport is a very difficult task that requires taking into account various economic factors.

In turn, the organization of storage involves accounting for the number of goods, their size, volume, design, type. Accordingly, warehouses are created that have the necessary equipment and handling vehicles, taking into account the volume of orders for material resources and final finished products, the timing of orders and other circumstances.

These concepts of logistics refer to Western terminology. In our country, a slightly different interpretation of logistics has been adopted.

Logistics is the planning, control and management of transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to a manufacturing enterprise, in-plant processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with his interests and requirements, and as well as the transmission, storage and processing of relevant information.

Purpose of logistics: achieving the greatest efficiency of the company, increasing its competitiveness.

Main tasks: improvement of goods circulation management, creation of an integrated effective system of regulation and control of material and information flows, ensuring high quality of product delivery.

Object of study and management in logistics are the material flows that are the main ones. Accompanying flows are informational, financial and service.

Subject the study of logistics is the optimization of resources in a particular economic system while managing the main and associated flows.

Logistics includes: purchasing logistics associated with the provision of production with materials; production logistics; marketing logistics (marketing or distribution). Transport logistics and information logistics are associated with each of the listed logistics.

Objects of study

The main objects of research in logistics are:

• chain;
• system;
• function;
• information flow;

This is a separate set of actions aimed at transforming the material and information flow. Such an operation is specified by a set of initial conditions, environmental parameters, alternative strategies, characteristics of the objective function.

This is a linearly ordered set of individuals and legal entities (manufacturers, distributors, warehouse managers, etc.) that carry out logistics operations, including those with added value, to bring the material flow from the supplier to the consumer.

This is an adaptive feedback system that performs certain logistics operations and has developed links with the external environment. As its quality, physical objects are considered - industrial enterprises, territorial production complexes, trade enterprises, the infrastructure of the economy of a particular country. At the same time, a logistics system is distinguished with direct connections (material flow is brought to the consumer without the participation of intermediaries on the basis of long-term economic relations) and echeloned (multi-cascode, multi-level system in which the material flow on the way from the manufacturer to the consumer passes through at least one intermediary).

This is an enlarged group of operations, but directed towards the implementation of the goals of the logistics system, with the values ​​of indicators being its output variables. The logistics function includes: procurement, supply, production, marketing, distribution, transportation, warehousing, storage, inventory.

These are products subjected to various logistics operations - transportation, warehousing, storage, loading and unloading. The material flow has a dimension in the form of volume, quantity, mass and is characterized by rhythm, determinism and intensity.

This is a set of messages circulating in the logistics system, between it and the external environment, necessary for management and control. The information flow can exist in the form of a workflow or an electronic document and is characterized by the direction, frequency, volume and speed of transmission. In logistics, horizontal, vertical, external, internal, input and output information flows are distinguished.

These are the costs of performing logistics operations (warehousing, transportation, collection, storage and transfer of data on orders, stocks, deliveries). In terms of their economic content, such costs partially coincide with the costs of production, transportation, delivery of products, storage, costs of sending goods, packaging, etc.

Supply chain and service logistics

Based on the practice of industrial and economic activities of industrial enterprises and intermediary organizations, we can conclude that any company manufactures goods and at the same time provides various kinds of services. In this regard, a two-part definition of logistics has been adopted, reflecting the two main types of its activities - supply chain logistics and service logistics.

Supply chain logistics. This is a traditional process that reflects the organization of accumulation (warehousing, storage, stockpiling) and distribution (transportation, distribution channels, sales networks) of industrial and consumer goods.

It is the main organizational element in the production process and in the organization of product distribution. The classical supply chain can be represented as follows: source of primary material resources (raw materials) - transportation (loading and unloading) - production of products (industrial enterprises) - transportation (loading and unloading) - warehousing (storage) - sellers (distribution centers) - final consumers (organizations and individuals).

Service logistics. It is the process of coordinating the intangible activities necessary to carry out the service. Its effectiveness is determined by the level of satisfaction of the requirements of the buyer, the cost of it.

Service logistics is a decisive factor in the activities of organizations providing various kinds of services. A service infrastructure must be established to coordinate and meet customer requirements. In manufacturing industries, service logistics is a relatively minor factor that has a limited impact on profits and competitiveness.

Comparative characteristics of supply chain logistics and service logistics

The main thing that distinguishes services from tangible goods is that the service itself does not exist. Material resources in the form of raw materials, materials, semi-finished products can be consumed or be inactive. A service, on the other hand, needs an object as a source of work. It can be a person or a technical device. Services do not have technical characteristics, they are intangible, and their quality is assessed based on the results of the work performed.

At the same time, services are classified according to several criteria: the source of work - using technical means (various repairs) and the absence of labor tools (for example, consultations); relationship with the consumer - mandatory presence (for example, medical care) or absence (the same repair); type of consumer - organizations or individual consumers.

Distribution levels

Before considering global systems, let's dwell on the levels (positions) of distribution in logistics (on the example of consumer goods). These are suppliers of primary material resources (raw materials), manufacturers of semi-finished products, the final finished product, an information center, logistics platforms (warehouses), wholesalers or retailers, final individual consumers. Let's take a closer look at each level (position).

Suppliers supply various types of raw materials (mineral, artificial, agricultural), fuel and energy resources, a certain range of basic and auxiliary materials, i.e. processed or partially processed raw materials.

Manufacturers of semi-finished products produce basic and auxiliary materials, forgings, stampings, castings, components. Manufacturers of the final finished product manufacture, including assembly, goods for industrial or consumer purposes.

The data center is the only level in the distribution where there is no physical movement of resources and products. It processes customer orders for goods and conducts office work, collects reference information, monitors regulatory data governing logistics processes, analyzes operational information on the movement of products in the distribution system, and on the basis of this, goods movement processes are adjusted.

Logistic platforms are divided into intermediate (sorting), transport and warehouses at points of sale of goods. Wholesalers or retailers sell products through a chain of stores. The final individual consumer purchases finished products for home, family or personal consumption.

Global Systems

American system

The basis of the American system is the relationship "resources - production." The opinion of the individual consumer about the product (quantity, quality, design, reasonable price) is clarified by the manufacturer of the finished product. He collects data by mail, telephone, questionnaires and observation at the point of sale. In this case, the information and production logistics chain looks like this: an individual consumer - a manufacturer of a finished product - a manufacturer of semi-finished products - a supplier of raw materials (feedback in the logistics chain). Further, a direct production connection is carried out: from the supplier of raw materials to the individual consumer.

The advantage of the American system is that an efficient balance is reached when the number of goods produced matches the number of potential consumers—supply and demand match. Another advantage is that the option of storing large stocks of finished products and, accordingly, stocks of intermediate products - semi-finished products and primary material resources - is excluded.

The disadvantage is that the manufacturer's forecast, despite the marketing research of potential consumers, may not be justified, since due to certain circumstances (changes in fashion, increased competition), the opinion of an individual consumer may change. Then the supply-demand balance is disturbed, and the produced goods may not find a consumer.

European system

Stocks are the backbone of the European system. Here the trader finds out the opinion of individual consumers about the product. Otherwise, the production procedure and information-production relations (both direct and reverse) are identical to the American system (the wholesaler and retailer acts as the initial position of the reverse logistics relationship, instead of the manufacturer of the finished product).

The advantage of the European system is that it allows the individual consumer to purchase the necessary goods (from the offered choice) in practically unlimited quantities, since the system is built on stocks of finished products in a wide range of each manufactured type.

The disadvantage of the European system is the presence of significant stocks of products, which leads to the cost of their storage (preservation and re-preservation, maintaining a strict regime of specified temperature values, compliance with humidity standards, various kinds of preventive maintenance), and hence additional storage costs. In this regard, it should be noted that experts have long come to the conclusion that the freezing of financial resources in material and technical resources is unprofitable.

To meet the various needs of intermediate and final consumers of products, the American system provides for the production of goods based on predicted demand. The European system is based on providing the consumer with a certain choice of products in the presence of significant storage volumes.

Japanese system

The Japanese system is fundamentally different from the American and European both in the approach to the problem of production and in its implementation. Its basis is the order. Neither the manufacturer nor the seller find out the opinion of the end consumer about the product. Thus, there is no relationship “manufacturer-seller”. The end consumer himself appears at the seller, and the order for the goods comes from him. In this case, the seller must satisfy the buyer's requests by providing him with exactly the goods that he requested.

It is noteworthy that in the Japanese system, the information and production chain of logistics “end consumer - supplier of raw materials” is completely opposite: “supplier of raw materials - end consumer”. Its distinguishing feature is that the manufacturer of the final finished product is constantly in a state of waiting for an order from the consumer. There is no production forecast in the system, and the manufacturer of the finished product is based on the opinion of the end user expressed in the order.

The advantage of the Japanese logistics system is maximum flexibility both when ordering a finished product, and when ordering semi-finished products and primary material resources. The end consumer does not choose a product from the proposed range, but orders an individual product in accordance with his taste and requirements.

The disadvantage of the Japanese system is that the manufacturer is constantly waiting for an order for the manufacture of a specific product and, having received it, proceeds to its implementation, which takes a certain time. If in the USA and Europe the end consumer does not expect the product, but quickly acquires it (although not always the one that is required by the individual buyer), then in Japan he expects an order, moreover, he additionally pays for the urgency of execution. Nevertheless, Western experts believe that the future of logistics is in the Japanese system.

Main tasks

Merchandising is complicated by the choice of means of transport. Marine vessels of significant displacement, road, rail, aviation, and pipeline transport are used. The choice of options for warehousing and storage of material and technical resources in ports, at regional bases and points of sale, systems for distributing goods to small shops, organizing sales, managing merchandise distribution, the ratio of optimal stocks of raw materials, semi-finished products, components, finished products and spare parts depends on the transport used. parts in warehouses of various levels. All this poses certain tasks for commodity producers and transport companies.

Ultimately, all operations for the transportation, warehousing and storage of products and raw materials should be reduced from the standpoint of logistics to minimizing costs at each of these stages. Cost minimization involves taking into account the entire complex of information flows (normative, reference, operational and analytical data) that provide the solution of specific problems with the help of computerization.

The infrastructure in the economic sphere, which is developing at a fairly significant pace, in turn gives rise to new tasks and problems that need to be solved at minimal cost at all levels of commodity circulation. Therefore, a whole scientific direction of logistics has arisen, including macrologistics (optimization of goods movement on the scale of the regional, international and other markets) and micrologistics (organization of goods movement at a separate enterprise).

Logistics in this sense is considered as mathematical logic, which has a number of applied areas that implement tasks in certain areas of the economy, technology, management and marketing.

Logistics, developing methods of minimization and optimization in each of its links in the overall chain, forms specific provisions, programs and standards for production, transportation, shipment, warehousing and storage, distribution. These developments are prepared for each distribution system: manufacturer, intermediary, various service providers, retailers and wholesalers.

It can be said that logistics currently acts both as a science and as a practice covering all areas of activity in the production, distribution, distribution and consumption of products. The main goal of logistics is the uninterrupted provision of the growing needs of the population at minimal cost.

Industrial enterprises producing goods for industrial and consumer purposes, and enterprises providing services, as a rule, solve the following main tasks in the field of logistics that ensure their business: formation of a goal (goals); planning and forecasting; formation of capacities and stocks; acceptance of orders and responsibility for its implementation; equipment operation and inventory turnover, optimal use of the distribution network to comply with the law.

Successful management of logistics in an enterprise requires careful coordination of the movement and storage of material resources, an interest in the development and industrial packaging of materials. These two areas deserve special attention. The processing of material resources prior to warehousing and storage operations requires not only special equipment, but also significant financial costs. For example, deep freezing of foodstuffs, a special mode of their storage are associated with high energy costs. Accordingly, strategic stocks of material and technical resources are needed, the shelf life of which is calculated in years, as well as funds for their preservation and conservation.

Industrial packaging of materials, as well as their processing, also requires significant material (packaging materials), technical (special equipment), labor and financial costs. In addition, the type and type of packaging (containers, refrigerators) have a significant impact on further transportation and storage operations, loading and unloading. Depending on the type of packaging, the area and height of storage facilities, as well as storage equipment, etc. are used to the maximum.

The logistics processes of resource support for the activities of an enterprise have a significant impact on its economy, taking into account the technology of order fulfillment and the formation of costs. At the same time, in the field of support, typical problems arise that need to be solved in any production, namely:

Make or buy? - Determine which components (components) of the final product will be manufactured at our own facilities, and which will be the subject of purchase;

How much to buy and how much to make? - The formation of an answer to this question requires the organization of procedures for forecasting market needs, planning the needs of materials, establishing the possibilities of manufacturing with our own facilities and the magnitude of the influence of internal and external factors;

Where can I buy? - The answer to this question requires the establishment of procurement sources and suppliers;

When to buy? - The answer to this question may be the result of the implementation of the appropriate procurement policy, which has developed in the conditions of the implementation of the inventory management system that is optimal for the current conditions.

The information base for the successful solution of these problems is the integration of the following data:

Parameters of the strategic development of the enterprise;

Market forecasts, production program and plan for the sale of products and their components;

Technical and technological documentation, consumption rates of materials, raw materials, components of the product, a list of typical and special parts of the product, etc.;

Catalogs of materials available on the market, price tags (price lists) for them, information guides, brochures, information from exhibitions, fairs, etc.;

List of suppliers (name, address, contact numbers) with information about them on prices, conditions for order fulfillment, quality of products, etc.;

Available transport and storage delivery technologies: cost, time information, potential, etc.

Taking into account the reasonable definition of supply logistics as the activity of managing and physically providing the necessary materials for the production phase up to the first workplace in accordance with the accepted logistics concept and logistics goals, we must recognize that the effectiveness of logistics decisions in the field of supply is significantly influenced by "post-phase" factors . Proof of this is the acquired experience of strategic management. There are at least two important issues that cannot be ranked because they are related at the same level, namely:

Strategy for the level of specialization of production;

Supplier relationship strategy.

So, logistics decisions regarding the choice of the optimal level of specialization and optimal relationships with the supplier are strategic decisions. Strategic decisions in supply logistics should also include the choice of quantity and hierarchy of sources and, to a certain extent, the content of transport and storage technologies for the choice of modes of transport and places for intermediate and final storage of supply materials and parts, the content of inventory management models in supply, etc.

The adoption of a strategic logistics decision regarding the optimal level of production specialization (manufacturing depth) lies in the plane of the classical MOU problem (English) Make or Buy - "make or buy"). Graphically, the essence of this problem can be interpreted as shown in Fig. 5.1.

Rice. 5.1. Graphical interpretation of the MOU task ("make or buy")

In a simplified version, the figure illustrates the direct dependence of the purchase costs on the quantity (value) of the purchase of materials in the absence of a fixed cost component, the direct dependence of production costs, taking into account the fixed costs component AT n but their balancing at the intersection point A, which corresponds to the critical (“indifferent”) level of the amount of purchased / produced materials for the corresponding period of time M kr: if the annual requirement for materials (parts) exceeds this value, it is advisable to organize own production of components, and if necessary, will not exceed this value, their purchase from a third-party producer looks profitable.

At the same time, obtaining a first cost estimate in each individual case may not always mean final decisions. Criteria are often required, as shown in the algorithm below (Figure 5.2).

Rice. 5.2. Decision procedure to use externally sourced supply chain

Source: Yakimishin

Already from this hypothetical example, it is clear how important in the strategic dimension is the reliability of forecast estimates of requirements for materials and parts. However, no less important in optimizing the specialization of production are internal and external factors. The first of them is clearly available production potential, capacity, level of competence, qualifications of personnel. The second is the prospects for relationships with potential suppliers - strategic partners or ordinary producers / intermediaries.

In particular, the complexity and weak structure of decision-making on the purchase of materials that make up the product can be concluded based on the presented semantic model (Fig. 5.3).

Rice. 5.3. Semantic model for the development of the procurement policy of a machine-building enterprise

Source: Kostyuk

Over the past 20 years, there has been a steady increase in the share of purchased parts, materials, raw materials in the sales value. In many industries, this share reaches 70 %.

It is obvious that supply problems in these conditions should be solved at a strategic level in conjunction with other functional strategies - marketing, production and financial. In general, the supply strategy can be implemented in two ways: confrontational, that is, conducting a competitive struggle with the supplier, or cooperative. The choice of competition or cooperative supply strategy depends primarily on the general strategy of competition. Tsesielskaya illustrated this approach in choosing a strategy in the following two examples:

1) "Phar-Mor" - a large chain of cheap stores, is growing rapidly in the United States. One day a customer may buy a product made by one firm, and the next day he is offered products from another firm. What is always there is low prices. The firm appeals to customers who tend to drive 30 minutes to buy a cheap bar of Camay soap. The company's strategy is based on a firm, aggressive purchasing policy ("We push people to where they squeak" - "We push people to where they squeak"). The principle is the purchase of large quantities, extortion of large discounts, up to the exhaustion of all possible concessions from outside supplier and the constant search for “opportunities.” Obviously, this is a confrontational strategy in relations with suppliers.

2) "Bumper Work" - a small (100 people) company in Denville (Illinois), became the sole supplier of bumpers for "Toyota" in the USA (for factories that supplement cars made in Japan with parts made in America) . Toyota has done a lot to get the supplier to make bumpers cheaper, better and faster. Technicians and managers from "Bumper Works" were invited to Japan to get acquainted with the production systems of "Toyota". A Japanese expert visited Danville and assisted in reducing the "extrusion" operation on the press from 90 minutes to 22 minutes. Toyota then dispatched two consultants to improve the organization of the production space, train staff, monitor production levels, improve quality, and control inventory. As a result, production increased by 60% in a year, and the number of complaints decreased by 80%. The cost of scrap metal per bumper has dropped from $1.28 to $0.73. Obviously, this is a cooperative strategy in relations with suppliers.

So, in the confrontational supply strategy, there are no mechanisms for the exchange and provision of information, except for the price. On the other hand, the cooperative supply strategy, pursuing the goal of obtaining a synergistic effect, requires active mechanisms for integrating efforts, resources, information and is implemented in the following forms:

Marketing approach to delivery;

Joint operational activities;

Conceptual partnership.

A broad understanding of procurement strategy options can be represented in the matrix below (Figure 5.4).

Rice .

Source: Kostoyuk

Following the solution of strategic and conceptual tasks, the stage of identification and adoption of logistics decisions, limited only to the supply sector, is next. Generalized objects of logistics management in deliveries can be traced in the diagram of fig. 5.5.

From this diagram, it can be seen that the organization of the supply process covers three sub-processes:

Order process - from whom, when, how much, how and the like;

Procurement and delivery process - from where, mode of transport, transport technology, route, etc.;

Rice. 5.5. Procurement Process Diagram

Source:

In addition to structuring the supply process, the presented scheme considers the following elements as regulatory factors:

Organization of logistics - who forms the order (marketing department, supply department, logistics department, etc.);

Suppliers - selection of suppliers;

Intermediaries - choice of carriers;

Warehouse units - selection of a warehouse "vertical";

Own warehouse - storage level, inventory policy.

The foregoing defines a specific list of typical supply logistics objects for which it is advisable to make appropriate decisions. These typical solutions include:

Planning of material needs;

realization of material needs by sources, that is, the choice of suppliers;

Realization of material needs in the plane of space-time transformation, that is, the choice of technologies for moving materials;

Regulation of the parameters of the material flow from the source of supply to the first workplace in the field of production, that is, the choice of a stock management system, the conditions for their replenishment, and the like.

A common prerequisite for making these typical logistics decisions is the formation of complete reliable information about raw materials, materials, parts, semi-finished products, both independent of the source of origin and dependent on the source of origin, transport technologies. The first step in the formation of such a database is a structural analysis of real (if the enterprise exists) or projected reserves of resources in supplies according to the assortment, quantity and cost in the final product, the predictability of needs for them, and the like. One of the main ways to obtain such information is a quantitative-cost analysis, according to which the classification of materials is carried out. This is the so-called ABC analysis.

The ABC analysis method is a modification of the Pareto rule (80:20 rule), the essence of which is that there is always a small part of the whole that has a decisive influence on it. Classic examples of the 80:20 rule would be:

20% of customers consume 80% of the goods sold;

20% of academic disciplines are the source of 80 % students' knowledge;

20% of city residents responsible for 80 % crimes;

20% of the components of the finished product make up 80% of its value;

20% of assortment items create 80 % profits from the sale and the like.

The modified Pareto rule, ABC analysis provide for the separation of materials not into two groups (20 % "causes" that form up to 80% of the "consequences", and 80% of the "causes" - only 20% of the "consequences") - important and unimportant, and three: very important, significant as intermediate and unimportant. Let's apply the ABC analysis of material classification.

The graphical representation of the ABC analysis of the assortment of materials (Fig. 5.6) is based on the following limitations:

Group A includes those materials, the assortment number of which (up to 20%) is approximately 80 % cost in the supply structure;

Group C includes those materials, the assortment quantity of which (about 50%) is only 5% of the cost in the supply structure;

Group B has an intermediate position: the assortment quantity is 30%, the cost is only 15%.

Assortment group A, characterized by a high share of the purchase cost (consumption in production) for the lowest quantitative share, requires exceptional attention and the implementation of special requirements planning, ordering, and inventory management procedures. According to group C, and within certain limits, group B, does not require the implementation of strict approaches characteristic of group A, and provides some freedom in planning the needs of materials, the urgency of order fulfillment, and choosing a stock management system.

Rice. 5.6. Graphical interpretation of the ABC analysis of the range of materials

The procedure for dividing the supply range according to the quantitative-cost method of ABC analysis is as follows:

Calculation of the cost (consumption costs) of each position of stocks in the range of supplies;

Ranking of the assortment according to the criterion of participation in the cost of costs (stocks, turnover) in decreasing order;

Calculation of the percentage of each position in the cost of the costs;

Creation of a cumulative sequence of materials;

Study of cumulative order;

Dividing the delivery assortment into ABC groups according to the accepted splitting criteria.

Note that ABC-analysis is successfully used in problems of optimizing the level of specialization of production (see Section 5.2), product policy (assortment policy), sales policy, stocks of finished products, and the like.

Planning the material needs of an industrial enterprise basically consists of two parts:

Planning of the main (basic) materials necessary for the manufacture of the final product;

Planning needs for auxiliary materials, such as equipment, fuel, spare parts for machines, operating materials.

The subject of our research is the main materials, raw materials, components, directly form the final product. In general, the needs for such materials can be:

Independent, arising from external demand, such as the sale of replacement parts;

Depending on both internal needs for raw materials, materials, parts for the production of final products.

Material requirements planning is based on the forecast for the sale of final products, which can be carried out by various methods: classified, for example, as normative, factorial and parametric, or as a determinant. mined, stochastic and heuristic. The technology of forming a sales forecast is a subject of the disciplines of the marketing cycle, therefore, it is not considered here. However, it is possible to give, for example, a short-term forecast of demand for beer using the one-factor Brovn model, based on the alignment of forecast and actual indicators. The calculation of the forecast for November according to this model looks like this:

where - respectively, the forecast and actual demand for beer in October of the current year;

α - equalization factor.

Such a model is extremely easy to use and only requires fixing the previous forecast, although there are some difficulties in establishing the equalization factor, which can be calculated by iterative calculations, assuming α = 0.1; 0.2; ...; 0.9 - error (standard deviation) for the previous period (month).

Traditionally, in the material requirements planning system, only final products (including spare parts, semi-finished products) are subject to forecasting, which are sent to the market, and the material requirements that arise from their constituent elements are calculated directly. This calculation is based on the design of the product, the required calculation period, the time of execution of the order for the supply of materials, the level of stocks of materials. Schematically, this can be represented as follows: a- real example, b- a hypothetical example (Fig. 5.7).

Rice. 5.7. Structuring the product to calculate the requirements of materials: a - the material structure of the table; b - structural structure of product A

In the diagram, rectangles indicate the components of various levels (D, D, I), consisting of elements of lower levels; circles - simple elements that are the object of the purchase (b, c, f, e, f, h, k, l).

The expediency of standardization and unification of material requirements planning due to computerization has led to the emergence of a class of so-called MRP-systems of material requirements planning, built on two elements:

Plan for the production of finished products;

Structural structure of the final product.

Schematically the functioning of the MRP system is shown in fig. 5.8.

Rice. 5.8. Material requirements planning: MRP system

Material requirements planning system ( English MRP- Material Requirement Planning), depending on the structure of products, the rates of expenditure and demand for these products, calculates (in the case of the so-called dependent demand) in accordance with the previously created production plan, the need for raw materials, materials and constituent elements. This method translates the operational plan of production into "net requirements" in the accepted time distribution. In the established unit period of time, we will use the equation of the state of stocks:

A + B - C \u003d X, (5.2)

where BUT- the amount of stock in the warehouse;

AT- the size of open (accepted, but not yet implemented) orders;

C - the size of the net needs;

X- dispatching reserves (for future use). Using the MRP system requires:

Clearly defined identification of all inventory items;

Access to data on the status and level of each inventory item;

Carefully processed information about the components of products;

Knowledge of the cycles of all inventory items;

Acceptance and issuance of each item through the warehousing;

Independence of the production processes of elements produced at the enterprise.

The basis for the functioning of the MRP system is a plan for the production of final products and their structural ordering into separate modules, submodules, their elementary parts. The master production plan is drawn up on the basis of orders submitted by customers and the delivery dates determined by them, as well as available sales forecasts. The material constructive ordering of the product is the division of the final product into its individual components, parts. they are again divided into the constituent parts necessary for their manufacture. Thus, a multilevel picture of the product structure emerges. An example of such a structure would be an ordinary table produced by a factory (Fig. 5.4, a).

The MRP system requires the division of time into short (usually a week) segments and a clear definition of material needs by individual stages of production (at individual levels of detail of the product), which consists in a constant comparison (within the established time limits and at individual levels of detail of the product) of the needs for this component (raw materials) with the production plan, as well as with current stocks and deliveries "on the way". On this basis, it is possible to determine exactly when an order for certain raw materials and components for production will arrive. In addition, knowing the implementation, you can determine when ordering these materials. Generalized material requirements planning process can be presented in the following order:

1. Based on the production plan, determine the gross requirements for the final product (level 0).

2. To get the net requirements for the end product, it is necessary to subtract the number of end products in stock from the gross requirement. Set the start date for the production process in such a way as to meet the customer's net demand on time.

3. If there are levels of product development, then we will use the scheme of product development according to the materials of which it consists. Based on the net requirement that was at the first level, the gross requirement is calculated for the elements needed at this level.

If there are no next levels, go to step 5.

4. For each of the constituent elements in turn:

b) determine the moment of transfer of the order on the basis of the time of implementation of the delivery of this element, as well as other important conditions. Return to point 3.

5. If there are no further item breakdown levels, complete the creation of the material requirements plan.

MRP allows you to significantly limit inventory. This method requires the use of advanced and powerful computer and software.

A variation of the MRP system of the highest degree of technological development is the production resource planning system, which is defined as MRP II ( English Manufacturing Resources Planning, which uses the same operating rules, but covers a wider range of issues. It takes into account the use of production capacity and technical equipment of production while integrating all operations with financial planning. This is a very complex system that requires a large information base in the form of well-organized and carefully filled databases for its effective operation.

The MRP II system has the following features:

Financial data (accounts) comes exactly from trading transactions. Financial accounts is an extension of business accounts;

The possibility of modeling the situation in such a way that it is possible to virtually check the decisions made using appropriate methods is allowed;

The enterprise is considered as a single system that integrates all the most important elements in the planning and control processes: sales, production, stocks, planning, financial flows.

The technologies of the MRP II system are so universal and standard that today enterprises use them regardless of:

Their magnitude (the availability of relatively cheap equipment and its software made it possible to use them even in factories with a staff of only a few people);

Difficulties in production;

Type of production process;

Type of production (discrete, hardware, mixed).

Implementation of MRP II is not only in the implementation of an information system at the enterprise. It is primarily in the replacement at the enterprise informal production management system formal(that is, a system based on a single production planning).

It is thanks to this integration of funds in the MRP II system that the integration of functional strategies is simultaneously achieved, in particular, logistics, financial, production and marketing. So, thanks to the planning of means of production, it becomes possible to make optimal decisions on the purchase plan, that is, when to purchase and in what quantity.

However, in the process of realizing marketing needs, significant factors of the marketing environment must be taken into account. In particular, the policy of forming material purchases can be considered as a marketing tool (Fig. 5.10).

The next decision required to answer the question "where to buy?" is the choice of the source of supply, i.e. the supplier. The logistical concept of supplier selection involves the reasonable use of a multi-criteria evaluation system for a likely supplier. The use of such assessment tools lies in the plane with the coordinates "information level" - "reliability level", that is, it is more difficult to accurately assess, it requires more relevant information, and, therefore, more expensive, and vice versa. Section and 5.3 discuss some typical vendor selection techniques.

At the same time, it must be borne in mind that the nature of relations with suppliers can be quite different and consonant with the chosen procurement strategy (Fig. 5.9).

Rice. 5.9. Supplier Relationship Options Matrix

One extremely important variation should be noted. In foreign (and recently in domestic literature and logistics practice), along with the concept of "logistics system", the terms "logistics chain" and "supply chain" have become widely used. And if earlier, up to the time of integrated logistics, they were often used as synonyms, then at the present time, when an independent paradigm of supply chain management is being implemented (Supply Chain Management), the distinction between these terms is very important and timely.

Recall that by the logistics system we mean an ordered structure in which the planning and implementation of the movement and development of the total resource potential, organized in the form of a logistics flow, is carried out, starting with the alienation of resources from the environment up to the sale of final products. The logistics system, being the basic definition, reflects the functional content of the main logistics management structure, its content and the limits of competence.

A logistics chain is a linearly ordered set of individuals and (or) legal entities (suppliers, logistics intermediaries) directly involved in bringing the necessary materials and (or) finished products to a specific recipient (consumer). The logistics chain specifies the role setting for each logistics link, taking into account its status and organizational specifics.

Supply chain is defined as the integration of all types of business processes (design, production, sales, service, purchasing, distribution, resource management, supporting functions) necessary to satisfy the demand for a product or service - from the initial moment of receipt of raw materials or information to delivery to the final consumer. This definition emphasizes the integrativity inherent in the supply chain of the main functional logistics functions of the company (corporation) and its partners from the beginning of the emergence of the logistics flow or its components to the complete satisfaction of the end consumer. It is in the structure of the supply chain that complete logistics chains can be identified, including all the main links and stages of the reproduction process from sources of raw materials to end consumers. The input and output flows together make up the maximum supply chain.

J. R. Stock and D. M. Lambert not only unambiguously define the concept of "supply chain management", but also establish its content. By their definition "Supply Chain Management is the integration of key business processes that start at the end user and span all providers of goods, services and information that add value to consumers and other stakeholders." As you can see, such a definition is meaningful and defines the scope of competence of this department.

The definition of the European Logistics Association is functional in nature: Supply chain management (SCM) is an integral approach to business that reveals the fundamental principles of management in the supply chain, such as the formation of functional strategies, organizational structure, decision-making methods, resource management, implementation of supporting functions, systems and procedures. This approach allows us to conclude that scm, significantly exceeding the level of competence of "non-integrated" logistics, it really poses new challenges for the logistics management of the company. Their solution will require a new level of interaction between logistics management and other types of functional management of the company.

Of course, such innovations could not but affect the fundamental concepts and categories. Let us point out the transformation of the category "logistics".

In accordance with the classical interpretation, logistics is the science of planning, controlling and managing transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to a manufacturing enterprise, in-plant processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with with the interests and requirements of the latter, as well as the transfer, storage and processing of relevant information.

Considering the 5CM concept only as integrated logistics, carried out outside the focus company and including consumers, suppliers and counterparties, largely disavows the idea of ​​logistics as such and presents "non-integrated" logistics as just a set of transport and warehouse operations. It should be noted that such logistics remained for quite a long time. It took a situation at the end of the 20th century, when the task of total management of resource and commodity circulation within the framework of direct supply chains turned out to be practically unsolvable.

The positive reception - of the concept has led to a revision of the definition of logistics as such. According to the definition of the Logistics Management Council (USA), given in 1998, Logistics is defined as part of the supply chain process that plans, implements and controls the efficient and productive flow of goods, their stocks, services and related information from their point of origin to the point of absorption (consumption) in order to satisfy consumer requirements.

Thus, if in the early stages of the formation and development of supply chain management it could be interpreted as a stage in the development of logistics associated with integration in supply chains, and in a categorical aspect defined as an integral concept of the logistics paradigm, then in the previous definition, the dependence of logistics on chain management is stated. supplies as a category of a higher order.

It should be noted that integrated logistics involves the unification of logistics activities, while BSM requires the integration of not only logistics, but also other functional activities. These differences also lead to large-scale systemic changes. If direct supply chain management is possible within a micrologistics system, then the transition to an extended supply chain will require integration at the scale of mesological systems. Effective management of the maximum supply chain will require mandatory integration on the scale of the macrologistics system, while many problems will outgrow the logistics aspect itself and take on a macroeconomic character. Note another difference that is not often noticed - the nature of flow control.

If in classical logistics all logistics systems are divided into push and pull, then supply chain management, starting (in a causal aspect) from the end user and covering all suppliers of goods, services and information, assumes an exclusively pulling nature of the functioning of logistics systems.

Supply chain management includes the following key functions:

• 1) customer relationship management;
• 2) customer service management;
• 3) demand management;
• 4) order fulfillment management;
• 5) production flow management;
• 6) supply management;
• 7) product management;
• 8) management of return flows.

The implementation of these functions provides for a wide range of specific performers (in terms of the coordinated activities of various types of functional management): only logistics (clause 4); logistics and marketing (clauses 1 and 2), logistics and production management (clause 5), logistics marketing and production management (clause 6), only marketing (clause 3). Some functions (clauses 7 and 8) cannot be performed within the framework of the interaction of these types of functional management - interaction with business planning at the company level, project management, environmental management, etc. will be required.

Thus, "supply chain management" goes beyond the competence of not only classical, but also integrated logistics and involves the emergence of a new type of functional management.

It should be noted that logistics management is immanent in the idea of ​​the closedness of the process of circulation of resources, which we paid attention to more than ten years ago. This was expressed both in the definition of the scope of competence of logistics from the introduction of natural resources into circulation to the completion of the process of consumption of the final product, and in the importance of the environmental component of the competitive potential of the company. Supply Chain Management allows us to take this idea to its logical conclusion. To this end, we emphasize two points.

• 1. Supply chains can vary in length from a direct supply chain, covering, along with the focus company, its supplier and first-level consumer, to a maximum supply chain extending from the final consumer (including the focus company) to the initial supplier;
• 2. In the supply chain, return flows play an important role, including both the return of containers, vehicles, goods that have not survived the warranty period, and those containing waste from business processes that have secondary value.

We propose to consider a generalized view of the supply chain on an expanded scale (Fig. 1.5). As can be seen, classical logistics functioned in the direct supply chain, integrated logistics began to cover the extended supply chain and prepared the transition to supply chain management, which is implemented within the maximum supply chain. Our additions are shown in the diagram in the form of shaded contours and, as you can see, they are as follows. The emergence of logistical flows subject to management should be attributed not to the initial supplier (market entity), but to the very process of mining, the process of alienating resources from the environment (nature).

The nature of the formation of these flows largely determines the nature of their existence in the integrated supply chain. The end user does not end the process of managing the totality of these logistics flows. Obviously, return flows will not be able to ensure the closed nature of the cyclic functioning of these resources at all stages of reproduction, and therefore the substance that at a given level of technological development does not represent a secondary value for anyone should be prepared for return to the environment in such a way that, to the least extent possible, disturb the state of equilibrium of the environment.

Thus, we are talking about the formation of a complete supply chain, which largely removes the contradiction of social and

Rice. 1.5.

economic and environmental aspects of economic development.

We also note the possibility of organizing return flows not only between neighboring entities in the supply chain, but also any other participants in the complete supply chain, based on organizational expediency. At the same time before Supply Chain Management as not only functional management, but also economic goal-setting, multiple problems arise, among which the following should be noted as the most important.

International Russian-German program

Dear colleagues!

If among your professional concerns there are problems of a significant reduction in stocks of materials, raw materials, components in the supply system, inter-operational and inter-shop stocks in production, as well as stocks of finished products in the sales area; if the tasks of accelerating the turnover of capital and reducing the cost of production are urgent for you, then, most likely, you cannot do without the successful development of logistics in the practice of your company. If, along with this, you are concerned about establishing long-term business relationships, achieving high reliability of interaction with business partners in the areas of supply and marketing, then today it is impossible to do without a new area of ​​functional management - supply chain management - the purpose of which is the effective integration of business processes of the company and its partners to ensure the high quality of the supply of goods to the end consumer.
The Higher School of Economics of the St. Petersburg State University of Economics and Finance has been implementing the logistics direction in the field of professional retraining, advanced training and consulting for more than ten years. The professional experience, intellectual capital, and innovative solutions accumulated by us during this time can become yours and help in the implementation of a large-scale task - the modernization of your company. Studying on our Russian-German program "Logistics and Supply Chain Management" will help you master a set of tools and methods aimed at organizing and managing the movement of material, financial, information and other flows in production systems and promoting goods to consumers, analyzing and organizing the functioning of logistics systems and supply chains.

Many graduates of our program are currently vice presidents and directors of logistics and supply chain management, managers and specialists in the logistics departments of a number of companies in various sectors of the economy of St. Petersburg and Russia.
We are waiting for you on our program and will actively contribute to the effective implementation of your professional and human ambitions.

See you at the program, come - it will be interesting.

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Program Director "Logistics and Supply Chain Management"
Uvarov Sergey Alekseevich
doctor of economic sciences, professor.

General information about the program

The advanced training program "Logistics Management" with a volume of 100 hours, intended for heads of firms and companies, as well as personnel of commerce, sales, logistics, supply, sales organization, transport and warehousing services, was offered by the Higher School of Economics in the educational services market in 1999.
The next stage in the development of this educational area, due to the high demand for specialists in the field of logistics, since 2001, was the professional retraining program "Logistics Management" with a volume of more than 500 training hours.
Since 2005, the program has changed its status and positioned itself as an international Russian-German program "Logistics Management", and since 2007, taking into account the trends in the development of logistics abroad and in Russia, it has been transformed into an international Russian-German program "Logistics and Supply Chain Management" .

The program was developed and implemented jointly with the University of Bremen (Germany).

The introduction of modern logistics management into business practice will allow firms to significantly reduce stocks in supply, production and marketing; accelerate the turnover of capital; reduce the cost of production.

Supply chain management is aimed at ensuring the high quality of product delivery and services for the end user; taking advantage of logistics integration; sustainable development of the corporation and increasing competitiveness.

Program mission

Increasing the competitiveness of enterprises through the retraining of managers and specialists of supply, marketing, logistics and supply chain management services based on the acquisition of competence and the development of skills that allow the implementation of a resource-saving algorithm for entrepreneurial activity.

The target audience

• senior management personnel;
• functional managers;
• analysts and researchers of operations in the field of logistics.

Program Goals

• Mastering modern methods of logistics as a science and practice of managing the processes of goods movement.
• Obtaining a systematic understanding of advanced domestic and foreign approaches to the formation and operation of supply chains.
• Acquisition of effective management skills in the field of logistics management.

Key features of the program

♦ University theoretical base, based on fundamental general economic concepts and the modern management paradigm of logistics and supply chain management.

♦ Applied Orientation to ensure the functioning of enterprises of all organizational and legal forms for the rational organization of logistics activities, as well as the formation of a space for the logistics integration of key functions of managing integrated processes in supply chains.

♦ Interdisciplinary nature of training based on the formation of a compromise with other types of functional management.

♦ International aspect of the program secured by the participation of foreign partners.

Organization of the educational process

Teaching Staff

The leading lecturers-consultants of St. Petersburg State University of Economics, recognized leaders in the field of business training and consulting, as well as specialists from St. Petersburg enterprises take part in the educational process and methodological work. Leading lecturers from the University of Bremen take part in the program from Germany.

Students are provided with the necessary educational literature, a significant part of which was prepared by teachers participating in the educational process. A number of textbooks and teaching aids written by the teachers of the program have been widely distributed, as well as all-Russian and international recognition. Specially designed sets of teaching materials and teaching aids, computer programs, business games make the learning process more efficient.

The qualification acquired in the course of training allows you to work successfully in the field of economics, organization and management of business activities in a competitive environment.

Graduates of the Logistics and Supply Chain Management program receive vocational training diploma certifying the right (compliance with qualifications) to conduct a new type of professional activity and certificate University of Bremen (Germany).

Program Directorate

Knowledge control and certification work

During the training, examinations are held in the following disciplines:

• Management.
• Inventory management in logistics and supply chains
• Information systems and technologies in logistics and supply chains
• Economic-mathematical methods and models.

Tests are held for other disciplines. A comprehensive examination is conducted for each module of specialization.

The final stage of training is the defense of the attestation work. Each trainee prepares a paper on the problem proposed by his enterprise, or chooses a topic on his own.

Admission procedure for the program

Only persons with higher education can be students of the program.

According to the rules of admission, entrance testing is not provided. If you have questions about training and enrollment in the program, an individual interview with the director of the program is carried out.

Conclusion of a contract and payment for training

Before concluding a contract for studying on this program, future students must submit the following documents:

1. Application for admission of the student to the program "Logistics Management".
2. A copy of the work book.
3. Diploma and a copy of the diploma of higher education (certified upon receipt of documents).
4. Three 3x4 photos.

All of the above documents are submitted to the communications sector (room 233, tel. 310-38-62).

Payment for tuition can be made at a time or in stages (payment terms are considered individually when concluding a contract).

Alumni reviews

In the process of training, I managed to meet colleagues - interesting people and expand my circle of contacts. It is especially pleasant to note the competent support of the educational process with convenient and high-quality methodological materials and the opportunity to use the scientific library.

In my opinion, the study program at the Higher School of Economics is the optimal combination of such parameters as the brand of the educational institution, the duration of training, the quality of teaching, the amount and terms of payment.
In the process of training, I managed to meet colleagues - interesting people and expand my circle of contacts. It is especially pleasant to note the competent support of the educational process with convenient and high-quality methodological materials and the opportunity to use the scientific library. Business games and trainings, alternating with lectures, gave the training a dynamic character and, sometimes, caused sharp disputes between the audience, thereby emphasizing the interested attitude to the questions raised.
Many thanks to the teachers who courageously convey to us knowledge and new trends from the world of logistics. Unforgettable lectures by Uvarov S.A., Koroleva E.A., Kuleshov A.V., as well as other teachers of the program made it possible to structure the existing and acquired knowledge, as well as increase the efficiency of their use in practice.
After graduation, I changed jobs. Currently, I am the head of the logistics department of Profmekhanika LLC, a prominent player in the market for the supply of spare parts for imported road construction equipment. The company's head office is located in St. Petersburg, there are branches in Moscow, Tyumen, Irkutsk, as well as warehouses in Germany, Finland and St. Petersburg.
I hope that in 3-4 years there will be an opportunity to continue my studies and get an MBA degree in logistics.

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Yuri Drozdov Head of Logistics Department, Profmekhanika LLC Issue 2006

I got into the field of logistics absolutely by accident, my first education is philological. I comprehended the basics of procurement, so to speak, by immersion. But I felt that experience alone was not enough - knowledge was needed. I really liked the HES program on structural content, and I chose this business school. Now I can consciously say that I was not mistaken.

I got into the field of logistics absolutely by accident, my first education is philological. I comprehended the basics of procurement, so to speak, by immersion. But I felt that experience alone was not enough - knowledge was needed. I really liked the HES program on structural content, and I chose this business school. Now I can consciously say that I was not mistaken.
On the question of what the training gave, one can speak for a long time. For me, the most important thing is probably self-confidence. I often communicate with the directors and senior management of large companies, sometimes monopolies, and I feel at my best. I can always not only practically, but also theoretically substantiate my point of view or this or that decision and insist on my own.
During my studies, I worked at the Heineken company as a procurement specialist, providing raw materials for the plant in St. Petersburg. My responsibilities included the entire procurement process, from tendering to claim handling. Having gained new knowledge, I changed a lot in my work, which led to improved performance, and further career growth. At the moment, I work as a manager of the equipment supply department at the Timan project, JSC RUSAL.
Many thanks to the teachers and the entire staff of the Higher School of Economics.

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Tatiana Kiryanova Manager of the Department for the supply of equipment of the Supply Department of LLC "Timan-Engineering" Issue 2006

I evaluate the professional training program "Logistics Management" at the Higher School of Economics of St. Petersburg State University of Economics only positively. In accordance with my professional interests, I would like to note that I really liked the teachers in the subject "Trade Logistics" (in particular, practical classes), since a lot of interesting and useful things in the field of trade were told in these classes.