Logistics integration. Integrated logistics management of complex organizational and economic structures Warehousing, cargo handling and packaging

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Introduction

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

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

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

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

Conclusion

List of used literature

Introduction

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

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

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

Achieving the above goal determines the solution of the following tasks:

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

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

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

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

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

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

Subjectresearch determine the issues that arise in the implementation of integrated management of complex organizational and economic structures, taking into account the current conditions of economic development in our country, as well as identifying the features and trends in the development of such management.

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

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

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

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

1. Organizationintegratedlogisticmanagementcomplexstructures

The concept of logistics can be characterized from different positions. In this course work, we are interested in the definition of logistics from the point of view of the economics of the enterprise. Logistics is a combination of various activities in order to obtain at the lowest cost the required quantity of products at a specified time and in a specified place where there is a specific need for this product. In other words, from an economic point of view, logistics is a means of managing material flows in the areas of production and circulation.

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

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

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

In the logistics management of material flows within the framework of in-house logistics systems, two main methods are used: pushing and pulling.

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

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

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

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

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

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

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

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

During the second stage of the analysis, the structure of reserves is studied in terms of their types and main groups, and seasonal fluctuations in their sizes are revealed.

The third stage is to analyze the effectiveness of the use of various types and groups of stocks, as well as their volumes in general, which is characterized by indicators of their turnover and profitability.

2. Determination of the goals of the formation of stocks. Stocks of inventory items included in current assets can be created at the enterprise both in order to ensure current production activities (current stocks of raw materials and materials), ensure current marketing activities (current stocks of finished products), and for the purpose of accumulating seasonal stocks, ensuring the economic process in the coming period (seasonal stocks of raw materials, materials, finished products), etc.

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

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

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

a) the amount of costs for placing an order (including the costs of transporting and receiving goods);

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

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

where OZ rz - the sum of the total operating costs for placing orders, rubles;

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

RPP - the average size of one batch of supply of raw materials and materials, rub.;

С рз - the average cost of placing one order, rub.

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

where OZ xp - the amount of operating costs for storing stocks in a warehouse, rub.;

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

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

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

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

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

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

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

Stage 6 - building effective systems for monitoring the movement of stocks at the enterprise. The main task of such control systems, which are an integral part of the operational financial control of the enterprise, is the timely placement of orders for replenishment of stocks and the involvement in the operating turnover of their overly formed types. Pankov, V.V. Analysis of the content of some indicators of the financial condition of the business / V.V. Pankov // Economic Analysis: Theory and Practice. - 2007. - No. 1. - S. 2-9.

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

Summarizing all of the above, we note that stocks of various kinds play a crucial role in the functioning of any large economic system. No manufacturing enterprise can exist without inventories. The results of commercial activity of any enterprise largely depend on the volume of inventories. Inventory management is aimed at increasing the profitability and speed of circulation of invested capital. The warehouse complex performs the main functions of stock concentration and storage. The main tasks of warehousing at an industrial enterprise are to organize the normal supply of production with appropriate material resources and to minimize the costs associated with the implementation of warehouse operations. Volgin, V.V. Warehouse: management and analysis / V.V. Volgin. - M.: Dashkov i K o, 2007. S. 220-223.

2. Waysimplementationmeasuresonraisingefficiencysystemsintegratedmanagementcomplexorganizational and economicstructures

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

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

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

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

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

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

· Fourthly, the design of the most complex mechanism - the control mechanism - should be entrusted to specialists who own the methodology of forming organizational systems.

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

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

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

Proper organization of logistics management contributes to:

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

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

3) improve the use of the territories of enterprises;

4) reduction of downtime of vehicles and transportation costs;

5) the release of workers from unproductive loading and unloading and storage work for their use in the main production, etc.

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

As part of this monitoring, the enterprise needs to constantly determine the appropriate volumetric, spatial and temporal parameters of stocks, which will allow moving on to optimizing the placement of products in the warehouse, and, consequently, to minimizing costs. And the calculation of the normative characteristics of stocks (in physical terms) will allow, after budgeting (formation of procurement and storage budgets), to proceed to the optimization of costs associated with the formation and maintenance of stocks.

Central planning in the enterprise should concern only the last link in the logistics chain, that is, the finished product warehouse. All other production and supply units receive orders directly from the link closer to the end of the supply chain. For example, a warehouse for finished products has given an order (which is equivalent to issuing a production task) for a certain number of products to the assembly shop of the plant, the assembly shop orders the production of subassemblies to the processing shops.

3. A placeAndrolesystemsintegratedmanagementcomplexorganizational and economicstructuresindevelopmenteconomyRussia.

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

At present, such an innovative system is being formed in foreign firms, which is formed by merging together the traditional areas of logistics. Highly skilled managers and senior managers successfully work in the logistics management of the enterprise and often act as cross-functional coordinators of various private activities both inside and outside their companies.

The world's leading economic companies successfully apply logistics systems and technologies in their activities, which allows them to optimize the resources associated with the management of commodity and information flows. Among these technologies, it should be noted, first of all, such as "Just-in-time" ("Just in time"), "Requirements / resource planning" ("Planning needs / resources"), "Demand - driven Logistics" ("Logistics demand-oriented), Time-based Logistics, Value-added Logistics, Integrated Supply Chain Management ”), “E-Logistics” (“Electronic Logistics”) and others. Stepanov, V.I. Logistics: textbook / V.I. Stepanov. - M.: Velby Prospekt, 2009. S. 324.

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

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

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

In this case, relying on the logistics requirements for accounting and minimizing total costs, there are more grounds for combining the use of different types of intra-company and external transport, coordinating warehouse, cargo processing and transport operations, transportation systems, stock management and sales of marketable products. Due to this, logistics approaches have influenced the strategy and tactics of intra-company management.

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

As for the logistics management in our country, there are some difficulties and contradictions. On the one hand, using the example of foreign countries in Russia, there is a growing interest in logistics management as something effective and modern, on the other hand, in modern Russian society there is an insufficient perception of the impact of logistics management on achieving certain goals set for the company. Many senior executives of companies ambiguously imagine the potential opportunities of logistics in terms of improving business, increasing the competitiveness of Russian firms, and solving macroeconomic and social problems. At the same time, the problem of “staff shortage” is acute in our country. there are not enough certified logistic managers and managers. In Russia, the demand for well-trained employees in the field of logistics significantly exceeds the supply, this is primarily due to the high level of professional requirements for the training of specialists, which is due to a large range of problems they solve.

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

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

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

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

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

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

In the Russian market, logistics concepts and business management systems are mainly distributed by foreign companies with a share of foreign capital. Despite the contradictions, a positive trend can be traced in the Russian market: forward-thinking managers of many companies, adopting the experience of foreign colleagues, are striving to introduce logistics concepts and systems into their production.

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

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

4. Requirements,presentedtosystemintegratedmanagementcomplexorganizational and economicstructures

The integrated management system in logistics requires the integration of various functional structures and their participants within a single LAN in order to optimize it. This approach extends both to the microeconomic level of the organization and to the business platform. It is important that, when solving 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:

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

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

* establishing and maintaining the connection of logistics with the corporate strategy;

* improvement of the organization of the movement of material flows;

* timely receipt of information and technology for its processing;

* effective management of labor resources;

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

* Accounting for profit from logistics in the system of financial indicators;

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

* Creation and development of logistics operations.

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

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

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

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

Using the required level of information support as one of the important conditions for achieving profit, companies began to actively invest capital in information management systems, respectively, reducing the costs of previously used, more familiar and traditional systems, which affects the results of firms. For example, by investing in the improvement of information processing systems that link administration, logistics departments, suppliers, companies achieve a sharp reduction in the level of raw material stocks (sometimes by 15-20 times).

4. Effective management of labor resources plays an important and decisive role in the mechanism of material flow management. In the presence of qualified personnel, the effective functioning of the logistics system becomes the most possible. The relevance and the most detailed approach to the selection of the workforce, its vocational education and training in recent years is already a standard practice.

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

6. Accounting for profit from logistics in the system of financial indicators. Based on practical experience, firms have come to the conclusion that such logistics operations as transportation, warehousing and others are best evaluated by accounting departments or other structural bodies that measure the results of activities by profit. This strategy has been successfully used by some American firms. One illustrative example is Xerox Corporation. By providing tailor-made services, the firm has made substantial sales profits. At the same time, the logistics structures of the company guarantee the level of service that the heads of production departments require.

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

Table 1 - Customer Service Program

8. The creation and development of logistics operations is one of the most important requirements for logistics, contributing to significant cost savings. In this development, major issues (eg entrepreneurship strategies) are linked to “small” issues. But this can be done only with the improvement of knowledge and the acquisition of extensive work experience by the entire management team of the company.

American specialists D. Bushehr and G. Tindall believe that the fulfillment of the above eight requirements by firms guarantees the relationship of logistics with marketing and production, provides not only high-quality performance of all logistics operations, but also the creation of an effective, low-cost service for buyers, and will promote growth return on assets in the area of activity under consideration, i.e. improving the competitiveness of firms.

Conclusion

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

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

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

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

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

system integrated management structure

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16. Dybskaya, V.V. Management of warehousing in supply chains / V.V. Dybskaya. - M.: Alfa-Press, 2009.

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

18. Kaplan, R.S., Norton, D.P. Strategy Oriented Organization: TRANS. from English. - M.: CJSC "Olimp-Business", 2003.

19. Lenshin I.A., Smolyakov Yu.I. Logistics. In 2 hours - M .: Marketing, 2010.

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

21. Logistics: a textbook for university students / M.N. Grigoriev, A.P. Dolgov, S.A. Uvarov. - M.: Gardariki, 2006.

22. Models and methods of the theory of logistics: Forecasting; Calculation of stocks; Solving the problems of optimizing cargo transportation: a textbook for universities / ed. V.S. Lukinsky. - St. Petersburg: Peter, 2007.

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

24. Pankov, V.V. Analysis of the content of some indicators of the financial condition of the business / V.V. Pankov // Economic Analysis: Theory and Practice. - 2007. - No. 1.

25. Sarkisov S.V. Logistics Management: Textbook. - M.: Delo, 2004.

26. Skvortsov, Yu.V., Nekrasov V.A. "Organization and planning of machine-building production (production management)". Ed. "Higher School" M.: 2005

27. Stepanov, V.I. Logistics: textbook / V.I. Stepanov. - M.: Velby Prospekt, 2009.

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Ministry of Education and Science of Ukraine

Report

on the topic "Logistics Integration"

Donetsk 2010

Logistic integration is determined by A.I. Semenenko as "... a method, a form of system formation in a semi-structured environment, which, in particular, includes production-complex (entrepreneurial), commercial, etc. Economic activity that allows you to synthesize logistics systems at all levels of the economy: micro-, meso-, macro".

We will consider logistics integration more broadly, extending it not only to logistics systems, but also to related business functions and types of entrepreneurial activities. Moreover, this can happen both within the framework of a single enterprise and outside it, i.e. with the participation of a number of interrelated enterprises and organizations. It is not entirely correct to correlate them only with logistics systems, since logistics integration does not always have clearly defined forms of organization.

Rice. 3.6. Integrated logistics system

Rice. 3.7. Graphical interpretation of logistic integration

The potential for logistics integration lies in logistics itself, the economic nature of which is expressed in a systematic approach to solving the problems of organizing the movement of economic flows. In particular, the authors of the book "Company Logistics" give the following detailed description of the integrating function of logistics:

* integration of the function of forming economic relations with the functions of determining the needs for transportation;

* coordination of the operational management of supplies and the process of transporting products;

* cooperation in managing the movement of goods through the integrated use of warehouses owned by various entities (supply and marketing, transport, manufacturing firms in various industries);

* optimization of the total cost of moving products through the economic interest of transport, commercial organizations and the firms they serve in increasing the processes of distribution and movement of products;

* the development of specific functions of managing the movement of goods in conjunction with the universal functions of the management process, their rational distribution among the subjects of management and concentration in the relevant structural units. The general model of the integrated logistics system is shown in fig. 3.6.

The basic principles of building integrated logistics systems, formulated by V.M. Purlicom:

1) coordination of all processes of commodity circulation, starting from the purchase of the necessary raw materials and materials (supply) and ending with the delivery of finished products to final consumption (a logistics approach to managing material resources and their flows);

2) the need to implement an integrated management and control system for the movement and use of the entire range of products entering production, as well as finished products delivered for consumption, arising from the logistics approach;

3) in this system of integrated management and control - the rejection of the division of the material flow into several functional blocks (supply, production, marketing) and the management of all material flows as a whole according to criteria common to the entire system;

4) the high ability of this entire system to adapt, its orientation towards constant restructuring in accordance with the development of the internal environment of the company and in connection with changes in the external environment, with the consistent, as a rule, nature of this restructuring;

5) clear interaction and consistency of all functional elements of the logistics system;

6) the continuity of providing the system with reliable information on the movement of products, guaranteed by the use of information service technology for material flows based on "documentless" information carriers in the integrated management and control system;

7) rational construction of a specialized structural unit of the company responsible for optimizing material flows.

Within an enterprise, it is appropriate to explore horizontal and vertical logistics integration. The first is, as it were, functional integration, involving the creation of an integrated logistics system based on procurement, production and distribution logistics. The second is built according to the management hierarchy, covering the strategic, operational and operational levels of enterprise logistics. Graphical interpretation of logistic integration is presented in fig. 3.7.

Designations:

Logistics management strategy

MTO logistics, production, distribution logistics, etc.

Logistics integration allows:

* improve the choice of strategic and tactical goals and, accordingly, improve the forms and methods of achieving them;

* increase the efficiency of developing alternative options, solving management problems, planning the production and economic activities of enterprises;

* improve the efficiency of using the criteria for evaluating the management tasks to be solved in order to select the best option;

* apply methods that provide deeper and more reliable forecasting;

* improve the efficiency of analysis and control over activities, covering all parts of the material and cash flows.

If the problems of horizontal integration of logistics have been studied quite fully, then vertical integration is studied much less frequently. A rather successful example of illustrating the latter can be recognized as a planning model within the micrologistics system of a commercial intermediary enterprise (MSKP), developed by A.G. Belousov (see Fig. 3.8).

In the model shown in fig. 3.8 shows three levels of planning. The first level - strategic planning - includes:

* determination of the prospects for the logistics of commercial mediation based on the mission of the company in the market;

* development of a logistics strategy for a commercial mediation enterprise as an integral part of the overall development strategy of the company;

* setting logistics priorities in the investment policy of the company;

* formation of the company's resource policy in accordance with the logistics strategy of commercial mediation;

* taking into account the development of the human resources potential of the logistics departments of the company within the framework of the personnel policy of the enterprise.

Operational planning includes:

* planning the purchase of goods on the market, including the development of a stock management system;

* planning the work of warehouses (transport and warehouse complexes), including the development of a management system for equipment, transport, warehouse workers and other resources of the company;

* planning the supply of goods and the provision of services to consumers, including the development of a comprehensive customer service system.

Rice. 3.8. Simplified planning model under ISCO

Regulation, as the third level of planning, includes:

* organizing the purchase of goods, taking into account the optimization of economic relations with suppliers (commodity producers) and minimizing transport and procurement costs;

* organization of the work of warehouses (transport and storage complexes) of the company, taking into account the optimization of the level of commodity stocks and minimization of the cost of their storage;

* organization of sales (deliveries) of goods to consumers (buyers), taking into account the maximum possible satisfaction of demand for goods and services at the maximum allowable cost of the company.

The integrating role of logistics planning is more fully manifested in logistics management, where strategic logistics planning is one of the functions of managing the company's economic flows. We can agree that "logistics management in a company is a synergy of the main management functions (organization, planning, regulation, coordination, control, accounting and analysis) with elementary and complex logistics functions to achieve the goals of the logistics system." An illustration of this is the proprietary full value chain developed by M. Porter (see Figure 3.9).

The full value chain involves dividing the business into key and supporting functions of the firm, highlighting the corresponding costs and identifying potential sources of product differentiation. In this chain, logistics, both internal (in production) and external (in supply and marketing), play a key role. In addition to logistics, the key business functions also include production, marketing, sales organization and service, which creates the prerequisites for their integration in achieving company-wide goals.

The authors of the textbook "Logistics Management in Construction" include the following management functions directly to logistics management: 1) analytical and research, including analysis of the company's resource capabilities and market research; 2) organizational and planning, including the organization of market transactions and the planning of measures to optimize the economic flows of the company; 3) communication-stimulating (formation of a reliable system of external and internal communications and stimulation of the rational use of company resources); 4) control and regulation (carrying out logistical audit and control, as well as logistical regulation of the company's activities).

Rice. 3.9. Branded chain (pyramid) of full value

The organizational design of these functions and logistics integration within the company as a whole can be represented as a typical logistics management scheme (see Figure 3.10).

Rice. 3.10. Scheme of a typical organization of the company's logistics management

Logistics Integration Merchandising Supply

It is assumed that the functions of managing the material flows of the company are concentrated in the hands of the director of logistics, who is the deputy general director of the company. For a fairly large manufacturing company, the following functional differentiation of services subordinate to the logistics director can be recommended:

1) a material resource manager who ensures the material and technical supply of production, including the organization of procurement of MPs, their delivery to the company, storage in the warehouses of the company, management of production inventories, preparation of MPs for production consumption, supply of workshops and other divisions of the MP firm;

2) the manager of the transport and storage facilities of the company, which ensures the organization of the work of warehouses, transport, external and intra-company transportation, as well as the collection and disposal of production waste;

3) the product distribution manager ensures the choice of distribution and product distribution channels, the organization of the supply of finished products to consumers, logistics services, storage of finished products in the company's warehouses, branded trade, etc. The logistical integration of a company can take the form of production and commercial logistics, which should be understood as "... managing the economic flows of the company's commercial and production activities with the aim of their end-to-end optimization and rationalization, from the purchase of material and technical resources to the sale of finished products." At the same time, the synthesis of production and commercial logistics systems is provided by:

* unity of leadership, when the functions of the overall management of the production and commercial logistics system are assumed by the top manager of the company (general director) or delegate these powers to his first deputy;

* the unity of planning, especially when developing a company's development strategy, when the objects of planning are the through economic flows of the company;

* the commonality of goals and the conjugation of interests of all divisions of the company, when the optimization and rationalization of economic flows are subject to company-wide goals and they themselves acquire a company-wide status;

* the unity of logistics goals, when the conjugation of equipment and technology of the material flow is achieved from the purchase of material and technical resources to the supply of finished products to consumers;

* the unity of the economic results of the functioning of all subsystems that are associated with the final results of the company.

The formation of an integrated system of production and commercial logistics of the company creates the conditions for the transformation of relatively autonomous functions of marketing and logistics into an integrated function of marketing logistics (see Table 3.6).

Table 3.6. The genesis of marketing logistics in the field of commodity exchange

Attribute complex	Theoretical approach
	Marketing	Logistics	Marketing logistics
goal setting	Profit maximization	Minimization of total costs	Exchange optimization
Theoretical and applied content	Change in demand	Demand Satisfaction	Demand generation
Control object	Target market	economic flow	Commodity circulation
The nature of management	Market	Systemic	Combined
Organizational form	Marketing system	Logistics system	Integrated system

As can be seen from Table. 3.6, marketing logistics is characterized by:

* target orientation on the optimization of commodity exchange based on the market orientation of production and optimization of the economic flows of the company;

* active formation of demand for goods and services of the company through the development and implementation of marketing plans, as well as the development of a logistics service system;

* object transformation of the target market in marketing and the economic flow in logistics into an integrated commodity circulation as the main object of marketing and logistics efforts;

* management organization of a predominantly combined type, combining market-oriented production and systemic organization of the company's economic flows;

* Creation of an integrated marketing logistics system that combines the advantages of marketing management and the firm's micro-logistics system.

Logistic integration in economic flows external to the company is always associated with the conjugation of the economic interests of their participants. An example is the model of an integrated merchandising system described in the book "Logistics of merchandising": "The development of an integrated organization of merchandising is aimed at the flexible use of warehouse capacities and the coordination of goods flows through warehouse facilities. The main conditions for creating such a system are: the formation of intermediary organizations as subjects of logistics services ; rational use of the material and technical base of commercial intermediary organizations in the development of transport terminals and in structures integrated with them; integration of the functions of commercial intermediary organizations with the functions of warehouses for the clientele served and the creation by them of joint structures on this basis.

The main type of organizational design of such logistics integration is macro-logistics systems created on a regional, sectoral, national and international scale. Theoretical and methodological foundations for the creation of macrologistic systems have been studied in sufficient detail by domestic and foreign scientists.

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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:

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.
Real prospects and trends for the integration of participants in logistics chains among themselves, the development of new organizational forms - logistics networks.
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 division;
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 schemes allows us to identify the key areas of logistics competence that ensure the competitiveness of an enterprise or 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 World War II, 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.

With the development of logistics and the emergence of ideology SCM in business organizations, the level of integration of logistics activities has continuously increased. At the same time, integration in logistics also developed gradually: from infrastructural integration through organizational to informational.

Integration 1 is an extremely capacious and frequently used term in management and logistics. Integrated management, integrated services, integrated logistics manager, integrated information systems / technologies - this is not a complete list of set phrases currently used to describe logistics business processes in supply chains.

Infrastructure Integration was originally associated with the simple idea of combining the management of logistics infrastructure facilities - the company's transport departments and warehouses - into a single transport and warehouse complex subordinate to the logistics service. Such a merger gave significant advantages to the company in terms of better synchronization of transport and warehouse operations (business processes) and more rational use of the material and technical base and fixed assets (structures, rolling stock, handling and storage equipment, etc.). In the future, this integration also affected the information part of the logistics infrastructure - local information systems such as WMS, TMS etc. (in terms of technical equipment and software).

Organizational integration was associated with the evolution of the type of organizational structure of the logistics services of companies - from a linear-functional management structure to a matrix and process-oriented one. As you know, these types of management structures are characterized by the transition from managing individual operations to managing their totality - integrated business processes - in order to optimize the company's resources and meet the requirements of end users.

Finally, information integration was caused by the need to build a single information space for supply chain counterparties, which would provide the speed, completeness and accuracy necessary in modern conditions for obtaining the necessary data for the implementation of logistics business processes. Of particular importance were the development and implementation of integrated planning systems, inventory management in supply chains, electronic document management, supply chain monitoring systems, integrated corporate information systems, etc.

Creation of a single information space, i.e. environment for integrated planning and management of the entire supply chain 2 See paras. 218, 219.

rates, as well as coordination and communication of chain counterparties - the most important component SCM- concepts. The main goals of information integration for supply chain management are:

achieving the required level of information openness (transparency) in relation to needs, capacity utilization and stock levels in the supply chain;
operational forecasting of demand, planning of capacity utilization and the level of stocks in the chain;
monitoring of logistics business processes and timely identification of deviations and disruptions in the functioning of the supply chain. Information systems perform

the role of a functional technical infrastructure that ensures the integration of counterparties into the concepts SCM. The objectives of this infrastructure are the strategic configuration of the supply chain (Supply Chain Configuration), tactical and operational planning (Supply Chain Planning) and operational supply chain management (Supply Chain Execution). To solve these problems, a special type of information systems was developed - Advanced Planning Systems - An advanced planning system that supports a new planning logic that overcomes the shortcomings of traditional enterprise planning and management systems. BUT/^-systems can be used as an addition to traditional transactional ^ld-systems, while acting as independent planning systems that can eliminate the shortcomings of traditional systems. To build a holistic information space for supply chain management as part of an integrated information support, in addition to ERP- and LDZ’-systems should include Customer Relationship Management (CRM) - customer relationship management, Supplier Relationship Management (SRM) - supplier relationship management, Supply Chain Event Management (SCEM) - supply chain event management and E-Supply Chain Management (E-SCM).

Development of information integration in the field of logistics and SCM is moving towards expanding the use of concepts/technologies such as СPRE (Collaborative

Planning, Replenishment and Forecasting) - joint planning, forecasting and replenishment of stocks, VMI (Vendor-Managed Inventory)- management of the supplier / seller of consumer stocks, SCMo (Supply Chain Monitoring)- supply chain monitoring, DCC (Demand and Capacity Collaboration) - interaction on demand and capacity management, CSRP (Customer Synchronized Resource Planning)- resource planning synchronized with the consumer, EVCM (Extended Value Chain Management) - advanced value chain management, ECR (Efficient Consumer Response)- effective response to customer requests, etc.

At present, in leading companies, functional business areas - supply, production, distribution, as well as logistics functions traditional in these business areas - transportation, inventory management, purchases and orders, warehousing, cargo handling, packaging - are integrated on the basis of a common information and computer platform, forming a strategic innovation system. The introduction of integrated logistics management methods into business practice allows companies to significantly reduce inventories, accelerate the turnover of working capital, reduce logistics costs, and ensure the most complete customer satisfaction in the field of product quality and related services.

In the concept of integrated logistics, the coordination between the different functional areas of logistics (supply logistics, production logistics and distribution logistics) is of particular importance in terms of total costs, delivery service and flexibility.

Requirements for logistics integration and its essence

An innovative integrated approach to logistics and SCM requires expanding areas of integration. Today, the efforts of many companies are aimed at increasing the degree of integration SupplyС/шш-activities between interacting companies and within them. In addition to the information technology improvement measures mentioned earlier, which should

lead to acceleration and qualitative improvement of information flows between counterparties of supply chains, measures of physical, organizational and social integration are applied. The physical measures of integration include the reorganization of the logistics network or the trend towards spatial convergence (consolidation) of logistics activities in technology parks and logistics centers.

Organizational integration measures are attempts to introduce process managers, i.e. Supply S/shh managers who are responsible for coordinating the entire supply chain. At many enterprises, for the same purpose, SupplyС/г г///?-teams and committees. As an organizational effort to increase the degree of integration, one can cite the search for new, closer forms of cooperation between the supplier and the manufacturer (system supplier). In addition, efforts are often made to strengthen social and interpersonal bonds between Supply Chain-managers, for example, between employees of the planning department and the purchasing department of manufacturing or trade enterprises, on the one hand, and employees of the sales and order fulfillment departments, on the other hand.

SCM- an important, perhaps even the most important, component of today's activities of top managers of many leading companies. As practice shows, 60-80% of personal resources, costs and a significant part of the company's success are determined by how well or poorly organized the interactions of counterparties in the supply chains are. Many enterprises, engaged in different activities or involved in many parallel supply chains, face the challenge of intelligently "horizontal" integration of such links into the value chain for customers. Horizontal integration is applicable where the synergy from the linking of processes gives better results than the isolated execution of activities within functional areas. For example, successful companies Siemens and 3 M have recognized the potentials of partial, carefully selected combinations of activities of various supply chains and are making great efforts to implement them. Companies that anticipate the subsequent requirements of day-to-day integration and coordination of activities in the supply chain already at the stage of product development and market selection will achieve better results than those that operate without harmonization of various levels of activity.

The term "integration" comes from the Latin. integer - whole, restored. In the dictionaries of foreign words of the Russian language, the concept of "integral" is defined as inextricably linked, integral, unified. In the generally accepted sense, integration means: 1) the state of connectedness of individual differentiated parts and functions of a system, an organism into one whole; 2) a process leading to a state of connectedness of individual parts and functions of the system. A detailed semantic analysis of the term "integration" in relation to logistics and management is given in the work: Sterligova A.N. Analysis of the meaning of the term "integration" in the context of organization management // Logistics and supply chain management. - 2005.- No. 6.