Distribution logistics on the example of an enterprise. Organization of distribution logistics on the example of Sokotel LLC

Organization of logistics processes for the distribution of goods (on the example of OJSC "Polotsk Dairy Plant")

diploma

Logistics and transport

Subject of study: distribution logistics The purpose of the work: substantiation of the relevance of creating a distribution center for products of the Polotsk Dairy Plant in the city of Riga; substantiation of the relevance of using the services of a distributor in the city of Pskov and the relevance of implementing a logistics software at the enterprise and evaluation economic efficiency proposed activities. Research and development: the main aspects of the logistics processes of distribution of goods were studied, the organization of the logistics...

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Topic: Organization of distribution logistics on the example of Sokotel LLC

Introduction

1.5 Types of intermediaries in distribution channels

2.2 Analysis of the absolute indicators of the property of the enterprise Sokotel LLC

2.3 Calculation and analysis of relative indicators financial stability

2.4 Analysis of the liquidity of the company's balance sheet

2.5 Calculation and analysis of indicators of liquidity and solvency of the enterprise

2.6 Calculation and analysis of indicators business activity enterprises

2.7 Calculation and analysis of indicators of profitability (profitability) Enterprises

2.8 Forecast of bankruptcy of an enterprise according to the five-factor model Z2

1. Theoretical aspects distribution logistics

distribution logistics financial liquidity

1.1 Concept - distribution logistics

Distribution logistics is a complex of interrelated functions that are implemented during the distribution of the material flow with respect to different wholesale buyers, i.e. in the wholesale process, retail, i.e. customer service, not considered in logistics

The main object of distribution logistics are those material flows that are at the stage of distribution and implementation. finished products.

The term "distribution" itself is widely used in science and in practice.

In economics, the distribution process is a certain phase of the reproduction process. Initially, it is necessary to produce material goods, and only then distribute them. In this case, the distribution of ownership of the produced product of labor occurs.

In logistics, distribution means the process of physical, tangible, material content.

The main thing in this process is the rationalization of the process of physical distribution of the available stock of materials.

Thus, we can formulate the definition of distribution logistics.

Distribution in logistics refers to the tangible material content of this process.

The main subject in the process of studying distribution logistics is the rationalization of the process aimed at the physical distribution of the available stock of materials. How to pack products, which route to send, whether a network of warehouses is needed, whether intermediaries are needed in the process of work - approximately such tasks are solved by distribution logistics.

The very definition of distribution logistics is formed as follows:

Distribution logistics is a specific set of interrelated functions that are implemented through the distribution of the material flow according to different wholesale buyers, i.e. in the process of wholesale of goods

The object of study in distribution logistics is the material flow, which is at the stage of movement from the supplier to the consumer.

In order to meet the needs of the customer in terms of product quality, timeliness of deliveries and prices, the activities of the enterprise must be coordinated and, above all, consumer-oriented.

Products intended for consumption must be delivered in a timely manner, with minimal cost and without tangible damage to quality, it must be delivered in the required quantity and within the time that was agreed between the consumer and the customer, who showed demand for this type of product.

The functional area of logistics, which is directly related to the distribution of products, is called distribution logistics.

For the first time, the boundaries of distribution in domestic economic science were outlined by M.E. Zalmanova, who suggested that distribution should be understood as the packaging of products; forwarding; sales management; storage in the warehouse of the supplier's finished products

Therefore, if logistics is understood as the science associated with the management of economic flow systems, and distribution is a certain combination of commercial and physical distribution of finished products, then distribution logistics itself will then be considered the process of managing the commercial, physical distribution of finished products and services by satisfying consumer demand and extracting arrived.

Analysis of development trends modern economy shows the growing role of the sphere and circulation, in connection with this, the importance of distribution logistics will increase, which means the fact that manufacturers of commercial products, especially large enterprises tend to buy more and produce less on their own.

For example, according to one of the banking associations, which conducted a study of a number of firms in the engineering and metalworking industries, purchases from other enterprises account for about 35% of the total turnover of firms. This figure has a slight upward trend.

In this regard, the economic nature of distribution logistics should be explored more fully.

In order to define the boundaries of distribution logistics, first of all, it is necessary to consider a certain scheme of the process aimed at the perception of capital, which is due to three stages:

Figure 1 The process of capital reproduction and functional areas of logistics

Thus, as can be seen from Figure 1, material flows are the object of distribution logistics being at the stage of distribution and sale of finished products.

The main specificity of logistics is to combine the management of material flows in three areas, as well as with respect to each of them inside.

Distribution logistics studies the third stage, in conjunction with the previous two stages.

1.2 Essence, tasks, tasks and functions of distribution logistics

The main goal of distribution logistics is to bring the goods to the consumer, while providing for minimal costs.

Distribution logistics is the planning and control of the physical movement of materials and finished products from places of manufacture to places of consumption, which is associated with the movement of goods in the distribution area. At the same time, distribution is in close contact with another enterprise when their activities are related to the purchase of a certain type of product intended for sale.

The main tasks of distribution logistics are:

1. Maximization with full satisfaction of consumer demand, the profit of the enterprise.

2. Through optimal loading production capacity consumers effective use the production apparatus of the enterprise.

3. Due to changing market conditions rational behavior on the market.

In order to solve the listed tasks, it is necessary to adhere to certain rules, for which, first of all, an appropriate external environment And internal organization as well as knowledge of methods effective organization distribution logistics. These methods can be divided into two groups

Modeling method;

Method of motivation.

In distribution logistics, the modeling method has been most widely used due to the complexity of marketing activities and the certain need for its logical modeling.

Methods of motivation are aimed primarily at the development of performers who are interested in shaping activities through the achievement of personal goals and the goals of the organization. These methods of motivation can be combined into two groups: material and socio-moral. Motivation is a process aimed at inducing oneself and others to activity.

The result of distribution logistics is a process aimed at meeting the demand of buyers and extracting a certain profit by an enterprise that, first of all, depends on buyers. At the same time, distribution logistics cannot yet influence the buyer in the acquisition of a particular product. Therefore, resources and results exist only outside of distribution logistics.

In the process of promoting goods, in order to obtain results, it is necessary to assess market opportunities, it is necessary to make a decision in which areas of the marketing policy to concentrate the resources of the enterprise.

How to maximize its potential benefits. Thus, the results of distribution logistics can be achieved by exploiting opportunities, not by solving problems. Thus, resources should be directed to use the opportunities of the enterprise and the market

Taking into account the laws of the market and the needs of consumers through the establishment of genuine market leadership, it becomes possible to achieve high results in distribution logistics. At the same time, the main problem is considered to be the constant search for new market niches or new forms of organizing the promotion of goods on the market, since if certain additional efforts are not made, there may be a tendency for distribution logistics to self-destruct.

Distribution logistics, which is left to itself, in most cases does not function correctly. That's why main goal distribution logistics is a process aimed at bringing the goods to the consumer within the specified time frame while providing for minimal costs

Distribution logistics is the planning and control of the physical movement of materials and finished products from the places of manufacture to the places of consumption, while it is associated with the movement of goods in the distribution area. Since the distribution of one enterprise is in close interaction with the purchase at another enterprise.

Distribution logistics is responsible for the process of optimizing the distribution of stocks of finished products to the consumer based on his interests and requirements.

The main functions of distribution logistics are the following:

Planning, organization and management of moving processes in the logistics system;

Organization and management of inventory;

Obtaining the necessary orders for the supply of products with subsequent efficient processing;

Completion, packaging and execution of a certain number of other logical operations related to the preparation of commodity flows for generation;

Management of the delivery process and control over the implementation of transport-moving operations in logistics chains;

Planning, organization and management of logistics services

Distribution activities at the enterprise require significant costs. Most of the logistics costs are associated with the implementation of basic logistics operations: warehousing, processing, transportation. In terms of their economic content, logistics costs at some points coincide with the costs that arise in the production process, but in most cases are associated with transport and storage costs, as well as with the costs associated with the importation of goods and their dispatch to consumers, as well as with the issuance order information, etc.

As a rule, logistics costs are determined based on certain sales amounts per unit of mass of finished products that are intended for sale or as a percentage of the cost of net products.

The main stages of distribution logistics are:

Orders between suppliers when purchasing goods;

Distribution of goods directly to the places of their storage during the period of receipt by the enterprise;

Distribution of actual stocks between different areas of production.

The functions of distribution logistics are: profitable distribution, sale and sale, as well as determining consumer demand for products sold by the enterprise.

Physical distribution refers to transportation, storage, warehousing, processing, etc.

Thus, logistics is understood as the science of managing economic flows, and distribution is the totality of commercial, channel and physical distribution, then distribution logistics can be understood as a certain process of managing commercial, channel and physical distribution. At the same time, the main goals of distribution logistics can be considered:

1. Ensuring the process of readiness to expand the sales market for manufactured products by the enterprise.

2. Increasing the competitiveness of goods and services sold by the enterprise.

3. Finding a sales market for products,

4. A process aimed at improving the conditions of delivery, which plays an important role in the activities of the enterprise.

5. The need to establish reliable contacts with consumers of products sold by the enterprise.

6. Control over the execution of orders by potential buyers of the company's products.

7. Maintaining the required level of stocks of finished products to enter new markets.

8. An effective system for transporting finished products in compliance with the deadlines specified by the customer.

9. The presence of the required number of warehouses for storing finished products.

10. Formation of additional points for the sale of finished products.

11. Forming points after-sales service and advising clients.

The composition of the tasks of distribution logistics is diverse

The main issues addressed in distribution logistics are the choice of packaging, distribution channels, and the location of our own warehouse.

At the micro level, the issue of providing the necessary reports, conducting an analysis for the past period regarding the sale of products, the percentage of sales is being resolved. Profit and loss statement, with the adjustment of the necessary changes in the future for the sale of finished products by the enterprise.

At the macro level, the problems of choosing distribution channels, the location of warehouses, and the optimal location of distribution are solved.

Thus, distribution logistics represents a certain part of logistics, which, first of all, is integrated into the distribution sphere and it should be built as a set of strategic, organizational, financial and other measures that are closely related to each other in a flexible system for managing material, information and other flows. in the post-production period.

1.3 Logistics channels and supply chains

The material flow comes either from the source of raw materials, or from production or from the distribution center, and also goes to production, to the distribution center, or to the end consumer.

In all cases, the material flow enters consumption, which can be both production and non-production.

At all stages of the movement of the material flow of the conditioned limit of logistics, its production consumption takes place, and only at the final stage t, which completes the logistics chain, the material flow enters the sphere of non-productive consumption.

At the same time, production consumption is the current use of a social product for certain production needs as a means of labor, as well as objects of labor.

Non-productive consumption is the current use by society of a product for personal consumption, as well as for the consumption of the population in institutions and enterprises representing the non-productive sphere.

Also, the supply chain can end with production consumption.

At this level, such operations as sorting, packaging, formation of consignments are carried out, which constitutes a certain production process in the sphere of circulation[6,c.89]

At all stages regarding the movement of the material flow, the subject of labor is a participant in the logical process.

At the stage of movement of products for industrial purposes, it can be raw materials, semi-finished products at the stage of commodity flow of the material flow due to the movement of finished consumer goods.

The supplier and consumer of the material flow are two micrological systems that are associated with a logical channel or, in other words, with a distribution channel, which is a partially ordered set of different flows from a particular producer to its consumers.

The set can be partially ordered until a specific choice is made of the participants in the process of moving the material flow from the supplier to the consumer.

Subsequently, this logical channel is converted into a logical chain, which is a linearly ordered set of participants in a logical process, which is designed to carry out logical operations to bring the external material flow from one logical system to another.

At the level of macrologistics, logical channels and logical circuits are considered to be links with respect to subsystems of macrological systems, depending on the type of macrological systems.

Distribution channels have a different structure.

For example, in logical systems with direct links, the annals of distribution do not have any wholesale-intermediary firms. In flexible and layered systems, such intermediaries exist.

Figure 2 General scheme distribution channels

When choosing a distribution channel, there is a choice of forms of commodity circulation - transit and warehouse. In the process of choosing a logical chain, a specific distributor, forwarder, banker is selected using various evaluation methods.

The choice of a logical channel is considered to be a necessary significant reserve for improving the efficiency of logistics processes.

The producer and the consumer represent the starting and ending points of the movement of the material flow, while these two main elements of the logistics relationship are interconnected by a logistics channel.

A logistics channel is a partially ordered set of different entities that carry out the material flow from the source to the destination, i.e. consumer.

The set is partially ordered until specific participants and links in the process of moving the material flow from the producer to the consumer are determined, while it must be emphasized that when this happens, the logistics channel takes the form of a logistics chain.

Thus, when choosing a logistics channel, there is a choice of the form of movement of the material flow - transit or warehouse, as well as overall structure commodity circulation.

When forming a logistics chain, the links in the promotion of material flows are formalized - the choice of a specific reseller, carrier, freight forwarder, insurer, transshipment point, etc.

Figure 3 Different levels of horizontal distribution channels

The choice of channels and chains for the promotion of material flow is considered a difficult management decision in distribution logistics. It directly influences all other decisions that are directly related to the management of streaming processes.

In most cases, in practice, channels and chains are formed not on the basis of direct economic ties, but with the participation of sales representatives, although such a connection is considered desirable. At the same time, the participation of resellers is not the last place in the process of logistics channels, since their use can be beneficial for both producers and consumers.

In conditions market economy enterprises are interested in optimizing the processes occurring in the process of promoting material flows, since the results of production and economic activities in most cases depend on the extent to which distribution channels are correctly selected, as well as logistics chains are formed, as well as their capacity and flexibility, how large is the range of business services that are provided to consumers, as well as what is their quality, etc.

Types of logistics channels and chains fully correspond to the types logistics systems direct and echelon.

Direct logistics channels are characterized by the management of material flows without the participation of intermediary trade structures. They are established between manufacturers and institutional consumers, who in most cases seek complete control of logistics and marketing programs, which, at the same time, have limited target markets.

Direct channels can consist of direct supply chains - when there are only two links between which material flows are promoted (supplier-consumer) and layered supply chains, where 3 or more chains are included, for example, material flows are promoted through the transformation points of transport organizations [10 , p.56].

Layered logistics channels are characterized by the movement of material flows from producers to consumers through intermediary structures.

These channels consist of echeloned chains, which include commercial transport enterprises that contribute to the transformation of material flows, depending on the nature of the sale of marketable products.

In this case, the influence of producers on the management of material flows will be limited, and contacts with consumers in most cases will weaken to the level of conventionality.

In flexible logistics systems that generate the majority of commodity flows, both direct and layered channels and chains are used, and their ratio depends on the target markets, the enterprise strategy, as well as the own potential of the logistics system.

The logistics system is formed by direct channels and chains, in the case when the material flow is considered highly specialized, with large volumes, as well as in the implementation of complex technological equipment. In this case, the manufacturer can help ensure the installation of this equipment at the consumer's enterprises [ 15, p.120]

In the case when the products that form the commodity flow are less complex and do not need adjustment and installation work, tone can be implemented through echeloned channels and circuits, and the process of installation and commissioning work is transferred to specialized organizations in the business service sector.

One of the advantages of direct logistics channels and chains is the creation of such conditions. Which are designed for more concentrated and timely measures to adjust flow processes, which allows you to quickly go through the process of adaptation to consumer requirements and control the entire process of managing material flows.

Layered logistics systems also have their advantages. The help of intermediary trade and transport structures that play an active role in logistics channels and chains to promote the material flow can be very significant. Meanwhile, intermediary trade and transport organizations, which operate on the market, are very heterogeneous according to their status, logistics capacities, etc.

On the way to the consumer, the material flow passes through transport and storage links, which represent specific trade and transport entities. In this case, all subjects are generally divided into three categories.

1. Independent trade and transport intermediaries.

They accept all the risks that may be associated with the further promotion of material flows that provide storage of material values, while allowing producers and consumers to reduce inventories.

Transportable work, the choice of a further path for the promotion of material flows is carried out by intermediaries on the basis of accepted own decisions. In the event that the desired intermediaries comply with the logistical principles and requirements, they coordinate their actions not only with subcontractors, who are direct suppliers and direct buyers, but also with the producer, which generates streaming processes. Or the material flow management process becomes dependent on the local positions of each link in the logistics chain

At the same time, coordination of actions is very difficult, and the effectiveness of logistics channels and chains does not correspond to the total potential of all participants, and obtaining the effect becomes problematic.

2. Sales and transport structures of manufacturers.

3. Supply and transport structures of consumers

The functional activity of the links in the supply chains of subjects of the second and third categories is similar to those that form independent intermediaries. At the same time, they are under the control of producers and consumers, and material flows in terms of assortment composition correspond to the range of products.

Another feature of this group of logistics chains and links is that, as a rule, they are oriented on a territorial basis, in contrast to the logistics chains that are formed by independent intermediaries, which are oriented both on a territorial basis and on an industrial orientation.

At the same time, the logistics channels, which consist of links of the second and third types, are well managed. In these chains, it is easier to realize the combined potential of all participants, as well as to achieve a synergistic effect

In distribution logistics, channels and chains can be generally characterized by the number of distribution levels that make them up.

The distribution level of the logistics flow is any reseller that is a member of the logistics system, which performs distribution functions, while transforming material flows in the process of moving them to the final destination.

The length of logistics channels and chains is primarily determined by the number of levels available in them.

The zero-level logistics channel includes the manufacturer and the consumer, while the process of distributing the material flow is directly carried out with the manufacturer. These channels are characteristic of a logical system in which there are direct connections.

At the same time, zero-level channels can be formed both on the basis of direct logistics chains and layered ones.

Thus, we can sum up.

Distribution logistics optimizes material flows at the stage from the seller to the consumer, while forming an effective logistics service system.

1.4 Performance indicators of distribution logistics

When implementing logistics, any business organization, forming a logistics system that meets its goals, first of all, seeks to assess its actual or potential effectiveness.

The efficiency of the functioning of distribution logistics can be assessed from the standpoint of calculating a set of indicators. The main indicators that characterize the scale of marketing activities are gross and net turnover, which is measured in value and natural units`

Gross turnover (TV) - is the sum of all sales from the producer to the consumer.

Net turnover (Tch) is the turnover that is exempt from re-counting and is equal to the cost final sale goods.

1. Indicators of the organization of the distribution system distribution system

Merchandising is a combination of economic and physical processes of the transition of goods from the sphere of production to the sphere of circulation.

Link is the number of transitions of goods from one owner to another.

The link coefficient characterizes the average number of levels in the organization's distribution system and is determined by the formula:

Kzv= TV / Tch (1)

Most effective work distribution channels is ensured by the uniformity and rhythm of their work

The uniformity of delivery characterizes the receipt of goods in equal parts at equal intervals of time. Uniform loading of the distribution channel ensures the optimal operation of all participants in the distribution process and the loading of distribution warehouses and various kinds transport. To characterize uniformity, the coefficient of variation is used, which shows the standard deviation of supply volumes for periods from the average supply volume for all periods. The coefficient of variation is calculated by the formula:

where - i-th value demand for the position being evaluated; - average value of demand for the estimated position for the period; n - number of periods

Rhythm of delivery consists in compliance with the terms and sizes of delivery stipulated by the contract, taking into account the seasonal and cyclical characteristics of production or consumption. The degree of delivery rhythm shows the compliance of deliveries deadlines and is characterized by arrhythmia coefficient (Kar), which is determined by the formula:

where Pf is the volume of actually delivered goods;

Pd - the volume of deliveries in accordance with the contracts.

The closer this coefficient is to 0, the more rhythmic the delivery.

2. Indicators characterizing the turnover.

Until the item is sold, it is stock. In stocks invested in them are frozen cash and maintaining inventory requires significant additional costs that increase the final price of the product. Therefore, the buyer and the seller are interested in the commodity stock passing through the channels to the market as quickly as possible.

Commodity turnover is a concept that averages the circulation of commodity mass. The main indicator is the structure and volume of the commodity stock, which is expressed in quantitative or cost indicators. For evaluation, as a rule, the average inventory for a period of time (month, quarter, year) is used.

The average stock per month (Zcm) is calculated by the formula:

Z cm \u003d (3 nm + Zkm) / 2, (4)

where Znm - stock on the first day of the month;

Zkm - margin for last number month.

The average stock for the quarter (Aq) is calculated by the formula:

Zsk \u003d (Zcm1 + Zcm2 + Zcm3) / 3, (5)

where Zcm1, Zcm2, Zcm3 - the average value of the stock for each month of the quarter.

With a strong fluctuation of stocks during the month, it is calculated

average chronological stock, which is calculated based on the registration of stocks on certain days of the month and the calculation of the average value.

To compare inventory levels of different organizations or different options for organizing the distribution system, the following indicators are calculated.

Inventory intensity - is defined as the ratio of the average stock to the turnover. A decrease in this indicator has a positive effect on reducing sales costs.

The security of trade turnover with commodity stock - reflects the number of trading days for which there is enough commodity stock and is determined by the formula:

Tobi=3ki /mi (6)

where Зк i - the final commodity stock of the i-th product;

mi - one-day commodity consumption of the i-th commodity).

The turnover rate (turnover ratio - Kb) characterizes the number of turnovers of stocks of commodity mass for the period (month, quarter, year) and is determined by the formula:

Kob \u003d T / Zs, (7)

where T - turnover for the period;

Зс - average stock for the period.

Each turnover of inventory ends with the sale of goods and brings additional profit to the company, so an increase in the turnover rate is positively evaluated. The time of circulation (time of one turnover - Tob) characterizes the number of days during which the goods are in the form of a stock from the moment the goods enter the sphere of circulation until they are sold and is determined by the formula:

Tob \u003d Zs x Tper / T, (8)

where Tper. - duration of the analyzed period (month, quarter, year) in days.

Turnover efficiency (EF) shows the profit received from one turn, and is calculated by the formula:

Ef=P/Cob, (9)

where P - profit received for the period;

Kob - the number of revolutions for the period.

The greater the efficiency of the turnover, the greater the effect of the company brings a reduction in the size of stocks of the time of goods in stocks. Inventory reduction can be achieved through more accurate demand forecasting and planning for the need and supply of goods.

A significant part of the stocks are insurance, provided for in case of delivery delays, therefore, the exact fulfillment of contractual conditions and the use of the "just in time" delivery method can reduce the amount of stocks.

Acceleration of all logistics processes associated with the fulfillment of an order (time for the transfer of an application, picking, paperwork, delivery) also has a positive effect on speeding up the turnover and improving the efficiency of all participants in the movement of goods.

1.5 Types of intermediaries in distribution channels

Dealers are wholesale, less often retail intermediaries who conduct operations on their own behalf and at their own expense. The goods are purchased by them under a supply contract. Thus, the dealer becomes the owner of the product after the full payment for the delivery. Relations between the manufacturer and the dealer are terminated after the fulfillment of all conditions under the supply contract. However, the relationship between the manufacturer and dealers in Lately take on a variety of forms due to the desire of producers to form vertical channels distribution. At the same time, dealers become holders of privileges, combining in their hands a number of successive stages of the production and distribution process. In the logistics chain, dealers occupy the position closest to the end users.

There are two types of dealers. Exclusive dealers are the only representatives of the manufacturer in this region and are endowed with exclusive rights to sell its products.

Dealers cooperating with the manufacturer on a franchise basis are called authorized dealers.

Distributors are wholesalers and retailers who operate on behalf of the manufacturer and at their own expense. As a rule, the manufacturer grants the distributor the right to sell his products in a certain territory and for a certain period of time. Thus, the distributor is not the owner of the product. Under the contract, they acquire the right to sell products.

The distributor may act on his own behalf. In this case, a supply contract is concluded within the framework of the contract for granting the right to sell.

IN logistic chains distributors usually occupy a position between the manufacturer and the dealers.

Commission agents are wholesale and retail intermediaries conducting operations on their own behalf and at the expense of the manufacturer. The commission agent is not the owner of the products sold. The manufacturer (or the committent in this operation) remains the owner of the product until it is transferred and paid for by the end consumer. The contract for the supply of products is concluded on behalf of the commission agent. Thus, the commission agent is an intermediary only for the committent, and not for the end consumer, whose money is transferred to the commission agent's account. In this case, the risk of accidental damage and loss of products lies with the committent. The commission agent is obliged to ensure the safety of the goods. He is responsible for the loss or damage to products due to the fault of the commission agent. The remuneration to the commission agent is usually paid as a percentage of the amount of the transaction or as the difference between the price set by the committent and the sale price.

Agents are intermediaries acting as a representative or assistant of another main person in relation to him (principal).

Typically, agents are legal entities. The agent enters into transactions on behalf of and at the expense of the principal. Agents are divided into two categories according to their scope of authority. Universal agents perform any legal action on behalf of the principal.

General agents conclude only transactions specified in the power of attorney.

Agents receive remuneration for their services both at rates and by agreement with the principal. The most common type of agency fee is a percentage of the amount of the deal.

Brokers are intermediaries in the conclusion of transactions, bringing counterparties together. Brokers do not own products like dealers or distributors, and do not own products like distributors, commissioners or agents. Unlike agents, brokers are not members of contractual relations with any of the parties to the transaction being concluded and act only on the basis of individual instructions. Brokers are only rewarded for products sold. Their income can be formed as a certain percentage of the cost of goods sold or as a fixed fee for each unit of goods sold.

1.6 Logistics distribution centers

The network through which the distribution of the material flow is carried out is a significant element of the logistics system. Building a network of distribution centers significantly affects the costs that arise in the process of bringing goods to consumers, and through them the final cost of the product sold.

A distribution center is a warehouse complex that receives goods from manufacturing enterprises or wholesalers (for example, located in other regions of the country or abroad) and distributes them in smaller batches to customers (small wholesale and retail) through their distribution network or theirs.

According to the traditional classification developed by Edgard Hoover, there are three principal strategies for locating distribution warehouses: close to sales markets, close to production, or an intermediate location.

The location of warehouses close to sales markets facilitates the replenishment of customers' stocks. The geographic size of the market served by such a warehouse depends on the desired speed of delivery, on the average size of the order and on the unit cost of local transportation. The main criterion for the operation of such warehouses is to ensure the proper quality of service or to minimize logistics costs. Such warehouses are often found in the trade in foodstuffs or manufactured goods of mass use. However, location close to sales markets is typical for many industries. This strategy makes economic sense as it is the cheapest way to restock quickly.

The location of warehouses near production facilities facilitates the accumulation of the range of products necessary for deliveries to consumers. Such arrangement of warehouses allows sending mixed cargoes to consumers at consolidated rates. The advantage of such placement of warehouses is that an increased level of service applies to the entire range of products supplied. Such a manufacturer has the opportunity to become the best among other suppliers.

With an intermediate location of warehouses between production and consumption, warehouses work according to the same scheme as warehouses located near production: they accumulate a full range of products and send mixed batches of goods to customers at reduced rates.

The number, capacity, location and functions of distribution centers depend on the size of material flows, strategy and financial condition an enterprise that designs a network of distribution centers. At the same time, such factors are taken into account: the cost of transportation, warehouse processing of goods, warehousing of goods, ordering and management systems, the level of customer service.

The best distribution network with distribution centers is the network that provides the highest level of customer service at the lowest total cost.

In accordance with the chosen location strategy, the commodity distribution network can be organized as a centralized structure (with a single large distribution center) and a decentralized structure (with several distribution centers).

In a centralized commodity distribution network, the distribution center sends goods manufactured by the manufacturing enterprise to final or intermediate consumers in various regions of the country (wholesale or small wholesale intermediaries or directly to retailers). trading network). The advantage of this option is that it is possible to reduce the stock of storage in the warehouse of the finished goods of the manufacturing enterprise by sending all manufactured products at once to distribution centers. The disadvantages of this option are high transportation costs for the delivery of goods to numerous consumers - customers of goods.

With a decentralized distribution system, the total inventory and cost of multiple distribution centers will be higher than in the previous scenario. However, the cost of delivering goods to consumers will be lower due to the fact that distribution centers are located on the territory of commodity markets, close to consumers. In addition, it is easier for local distribution centers to study their regional markets and they can respond flexibly to these markets. At the same time, it is difficult to achieve the same low cost of cargo handling in small regional warehouses as in a large automated distribution center, which can be observed in centralized system distribution network organization.

The cost of placing orders in a centralized distribution system can be high and decrease with an increase in the number of distribution centers, since if warehouses are located in different regions and closer to customers, communication with consumers can be faster and cheaper.

Therefore, we can sum up: the main task enterprises -- profit from the sale of products. That is why the task of marketing products is relevant. Sales of products involves the movement of material flows (finished products) from the manufacturer to the final consumer.

At this stage, material flow management processes are handled by distribution logistics, which is often identified with the sales function in marketing.

The central place in the distribution logistics system is occupied by the organization of logistics chains and distribution channels for finished products. Structure of distribution channels (number of intermediaries), their scale (number outlets) and stability depend on the number of stages in the receipt of products by the buyer. Therefore, to save money, it is necessary to determine the optimal number of stages.

2. Analysis of the financial condition of Sokotel LLC

2.1 Analysis of the state and structure of sources of funds of the enterprise Sokotel LLC

The financial condition of an enterprise is a set of indicators that reflect its ability to pay off its debt obligations.

The main objectives of the financial condition of the enterprise are:

Assessment of the dynamics of the composition and structure of assets, their condition and movement;

Assessment of the dynamics of the composition and structure of sources of own and borrowed capital, their condition and movement;

Analysis of absolute and relative indicators of the financial stability of the enterprise and assessment of changes in its level;

Analysis of the solvency of the enterprise and the liquidity of the assets of its balance sheet.

Information base financial analysis is accounting. The balance sheet reflects the financial condition of the enterprise at the time of its preparation.

The preliminary assessment of the financial condition is divided into three stages. At the first stage, a visual and simple counting check of indicators is carried out. financial statements on qualitative and formal grounds. At the second stage, a compacted net balance is built by aggregating elements of balance sheet items that are homogeneous in composition. At the third stage, the calculation and evaluation of the dynamics of a number of analytical coefficients characterizing the financial stability of the enterprise is carried out.

Financial analysis is based on data accounting and probabilistic estimates of future factors of economic life.

Before analyzing the financial condition of the enterprise, consider it general characteristics activities.

Sokotel LLC is located in the historical part Saint Petersburg, not far from the metro station "Vasileostrovskaya" (7 minutes walk), on a quiet and somewhat isolated from the rest of the city Vasilyevsky Island.

In the nearest walking distance, within 10-15 minutes are the main attractions and museums of St. Petersburg: Strelka VO, the Hermitage, St. Isaac's Cathedral, Universitetskaya Embankment, Kunstkamera, Menshikov Palace. Hospitality. Address: Vasilyevsky Island, Birzhevoy Lane, 4.

Sokotel is one of three St. Petersburg hotels of the largest Finnish hotel chain Sokos. It is located on the 8th line of Vasilyevsky Island and occupies a recently restored building built in the 19th century.

Thanks to its convenient location, Sokotel can become a starting point for walking tours around St. Petersburg, which are so appreciated by guests of the city.

The hotel is located on the site of a reconstructed 18th century house. The façade has been recreated in its original form, the more modern hotel building is in the background. The new building accommodates 255 rooms, of which more than half are non-smoking. Mostly - these are "standards", there are superior rooms, ten of which are located in the attic. There are 10 "suites", 1 "suite" the highest category, 24 combined rooms, and one room for people with disabilities. Juicy burgundy tones are used in the design of the rooms, a lot of wood is used - thanks to this, even the simplest standard room looks rich.

Restaurants occupy the reconstructed buildings of the hotel. The Russian-French "Brasserie Repin" offers both classic Russian cuisine and gourmet dishes prepared by a French chef. The restaurant has a cozy interior of the early 20th century, an abundance of dark wood in the design of the hall, a bar counter. Nearby in the hall exhibitions of young artists are periodically held. The Irish pub PUB 8-th LINE offers a wide selection of beer, cider and various snacks. St. Patrick's Day is celebrated here every spring. At the end of the week, musical groups perform folk and Celtic music. The lobby bar of the hotel consists of three rooms for 20 people. Here you can play board games by candlelight and a hearty meal. The hotel also has a tea room.

The conference complex "Sokos Hotel Vasilievsky" consists of two halls for 30 people, they can hold both business meetings, negotiations, and cover banquets. Additionally, there are 2 offices and a meeting room. If it becomes necessary to hold a meeting with big amount participants, that is, the opportunity to use the conference rooms of the Sokos Hotel Palace Bridge, which is not so far away. To move there runs a special transport.

The hotel has underground parking for 30 places, gym, sauna. Organization of leisure and booking tickets for any events, excursion support - all these and other services are provided by the concierge service.

Let's analyze the main performance indicators of Sokotel LLC (Appendix A). Based on the data, the following conclusions can be drawn. There is a steady growth in revenue from the sale of services, for three years it has exceeded 3896 thousand rubles. or 38.6%.

Consider the organizational structure of Sokotel LLC. The institution is headed by a manager whose competence includes resolving issues that relate to the quality of service. Reception, dismissal of employees, as well as issues of encouragement and punishment. (Fig.)

Figure 4 Organizational structure OOO Sokotel.

We will analyze the main indicators of the effectiveness of the use labor resources produced on the basis of data staffing. To analyze the performance indicators of the use of labor resources of Sokotel LLC for 2012-2014. Let's make a table 1.

Table 1 Key performance indicators for the use of labor resources of Sokotel LLC for 2012-2014

Based on the data in Table 2, the following conclusions can be drawn: the average wage employee per month amounted to 10.18 thousand rubles in 2012, 10.88 thousand rubles in 2013, and 11.33 thousand rubles in 2014. The average monthly wage also shows an upward trend: in 2013, compared to the average monthly salary in 2012 there was an increase of 106.88%, in 2014 compared to 2013 there was an increase of 104.14%.

An analysis of the dynamics of the composition and structure of sources of funds makes it possible to establish the size of the absolute and relative increase or decrease in the entire property of the enterprise and its individual types. The increase (decrease) of the asset indicates the expansion (contraction) of the enterprise.

The information provided in the liabilities side of the balance sheet makes it possible to determine what changes have occurred in the composition and structure of own and borrowed sources, how much long-term and short-term borrowed funds have been attracted into circulation. The grouping of sources of funds of the enterprise is based on their belonging - the sources of funds are divided initially into own and borrowed. Borrowed (depending on the term of their attraction) are divided into: long-term loans and short-term liabilities (short-term loans and loans and accounts payable are allocated as part of short-term liabilities). Own sources of funds are reflected in the 3rd and 4th sections of the balance sheet; borrowed - in the 5th section.

When determining the structure of sources of funds, the head of the enterprise must have an idea of the optimal ratios of property. and borrowed capital, to weigh all the strengths and weak sides financing from own and borrowed sources. Increasing the share of own. funds contributes to the financial stability of the enterprise, and an increase in the share of borrowed funds is a sign of an increase in the financial instability of the enterprise and an increase in the degree of financial risks. Analysis of the composition and structure of the sources of funds of the enterprise Sokotel LLC is carried out in table 2.

Table 2 Analysis of the composition and structure of sources of enterprise funds

Sources of funds	At the beginning of 2013	At the end of 2013	Change per year	% to the change in the total liabilities of the balance sheet
		in % of the total		In % To total	in % of the total
1. Own funds (X)
1.1. Authorized capital
1.2 Reserve capital
1.3 Retained earnings

2.Borrowed funds but
2.1. Borrowed funds are long-term
2.2. Borrowed funds are short-term
2.3. Accounts payable

Based on the data in the table, it can be noted that the company mainly operates on its own funds.

The structure that has developed at the enterprise does not contain a great risk for investors and is favorable for its effective use.

...

Essence and tasks of distribution logistics. Construction of logistics chains and distribution channels. Characteristics of sales operations of CJSC "Trust", engaged in foreign economic activity, ways to improve the distribution logistics of the enterprise.

Introduction

IN modern conditions the market imposes rather harsh conditions on each subject of financial and economic activity, and problems in the Russian economy only exacerbate the already difficult situation of many Russian enterprises. In order to survive and function successfully in such conditions, it is no longer enough for an enterprise to simply produce products to the maximum extent possible, fulfilling its internal plans, it is also important to sell these products. In the face of fierce competition, only the enterprise that can offer the market quality products at a lower price than its competitors survives.

In this situation, it is not production for the sake of production that becomes relevant, but the satisfaction of consumer demand. Therefore, marketing becomes a key moment in the activity of the enterprise, and other areas of activity are subject to the goals of increasing the efficiency of the implementation of the functions of this subsystem. The important role of sales in enterprise management requires the search for new methods of improvement, one of which is the use of logistics methods in the performance of distribution functions.

For an industrial enterprise, the optimization of supply and marketing systems is more relevant than the production system, since they must be carried out in a changed situation of transition to market mechanisms of regulation and development of marketing methods. Activities in the field of supply and marketing are largely based on probabilistic models of changes in supply and demand, fluctuations in the price of goods, as well as the influence of other external and internal factors on the activities of the enterprise. Production is the most studied link with a fairly high degree of certainty of the ongoing processes.

Based on this, most enterprises have to pay the most attention to the sales subsystem, since new processes for enterprises prevail here that need constant improvement in a dynamic external and internal environment. Effective management of the distribution subsystem is one of the most important conditions for the survival and successful operation of the production system. This point of view is legitimate, since in order to ensure the effectiveness of the entire production activities in general, the need to be able to foresee the probable future state of the enterprise and the environment in which it exists, to prevent possible failures and disruptions in time, is the most important condition.

A lot of scientific works are devoted to the problems of managing flow processes at industrial enterprises. The fundamental principles of logistics and the principles of functioning of logistics systems are presented in the works of foreign scientists: R. Ballou, J. Cole, D. Eriksson and others.

Among domestic scientists, whose works are devoted to the management of resource flows, one can single out: A.U. Albekova, B.A. Anikina, A.M. Gadzhinsky, V.V. Ivanova, Yu.M. Nerusha, V.I. Sergeeva, V.V. Shcherbakova and others. Their works reflect the importance of developing resource management at industrial enterprises and propose specific measures for the application of management systems in the field of supply, production and marketing.

To date, the management personnel of enterprises are faced with the problem of insufficiently developed theoretical recommendations for optimizing the resource flow management system available to logistics managers. In practice, Russian enterprises do not use scientific developments in this area enough, since their small number and complexity of implementation require knowledge of the relevant sections of logistics, knowledge in the application of statistical methods of analysis, mathematical modeling, as well as attracting additional financial investments. The solution of these problems is an important prerequisite for further research on improving the management system at industrial enterprises, taking into account the development of managerial functions in the distribution sector.

Purpose and objectives of the study. The purpose of this study is to study the theoretical provisions and scientific and practical recommendations for the formation of an effective system for managing resource flows in the distribution activities of an enterprise.

In accordance with the goal, the following tasks were set and solved:

Identify and systematize the main provisions of the theory of distribution logistics, its tasks, principles,

Consider logistics channels and distribution chains, building a distribution system,

The object of the study is the resource flows of enterprises.

The subject of the study is the economic relations that arise in the process of managing resource flows, providing an increase in the efficiency of an industrial enterprise.

The theoretical and methodological basis of the dissertation research is a comprehensive systematic approach to management, the theory of economic development, the works of domestic and foreign scientists devoted to the problem of improving the organization of the distribution of industrial enterprises' products.

The study used general scientific methods of cognition: system-structural, abstract-theoretical, complex, comparative, statistical.

1. Basic provisions of the theory of distribution logistics.

In the conditions of the formation of a market economy in Russia, a new scientific direction has developed - logistics. In the modern economic dictionary, logistics is defined as the management of logistics and inventory. In logistics, distribution is understood as the physical, tangible, material content of this process.

Logistics studies and implements end-to-end management of material flows, therefore, it is necessary to solve various tasks of a distributive nature at all stages:

Orders are distributed between different suppliers when purchasing goods;

Cargoes are distributed to the places of storage upon receipt at the enterprise;

Material stocks are distributed between various production sites;

Distributed material flows in the process of sale 1 .

Logistics is defined as the science (activity) of the end-to-end management of material flows, which includes: 1) bringing the material flow to production; 2) management of the process of passing the flow within the production; 3) management of the process of bringing the finished product to the consumer. The specificity of logistics is to combine material flow management in these three areas, as well as within each of them. Distribution logistics studies the last stage not in isolation, but in a deep systemic relationship with the previous stages (Figure 1).

In the preparation of production, the distribution of initial resources in time and space occurs, i.e. it is necessary not only to distribute resources between production lines, but also to leave a part of the resources in stock, the calculation of the optimal size of which is a function

Figure 1 - The content of the main sections of concentration and distribution logistics 2

distribution logistics. After the stage of production logistics, the enterprise is faced with the distribution of finished products. Part of the products (according to paid orders) is sold immediately after release. The remaining products must be distributed among the warehouses for storing finished products, depending on the location of the main and potential (according to the results of marketing research) consumers. In addition, it is advisable to choose what is more profitable: storage of products in the warehouse of the enterprise or transportation to the warehouse of the consumer (intermediary). In order to distinguish between these concepts, we divide distribution logistics into marketing logistics, which ensures optimal sales of products, and distribution logistics, which deals with the distribution of resources and products within the enterprise (Table 1).

Table 1

Criteria for the division of distribution logistics 3

Criteria	Marketing logistics	Resource allocation logistics	Finished Goods Inventory Management
actions	Sales of finished products to the consumer	Distribution of resources within the enterprise	Finished goods warehouse management
material flow	Sale (shipment) of products to consumers	Movement of materials and semi-finished products from warehouse to production	The movement of products from production to the warehouse of finished products
Financial	External cash or non-cash cash flows	Internal conditional flow in value terms	Internal conditional flow in physical and value terms
research	Financial accounting and reporting		Management accounting and reporting

With this approach, the functional structure of distribution logistics includes the logistics of distribution of production resources, stock management of finished products and, directly, sales logistics (Fig. 2).

Based on the conditions described above for dividing distribution logistics into areas, we can distinguish three main elements that require control actions:

1) management of warehouses of resources and finished products;

2) management of internal and external transport;

3) management of the product distribution channel.

Resource flows circulate both in the internal environment of the enterprise and between the enterprise and the external environment. External resource flows arise when: purchasing resources from suppliers; sales of finished products; settlements with financial and credit authorities and the state. External resource flows correspond to a certain cash flow in cash or non-cash form. The effectiveness of external financial flows can be determined using financial accounting and reporting on the results of the enterprise.

Fig.2. Logistics Functional Structure Diagram 4

Internal resource flows arise in the process of converting raw materials into finished products. These flows correspond to some conditional cash flow, which is reflected in the enterprise's workflow in value terms. Consequently, internal financial flows are reflected in the management accounting of the enterprise.

The traditional concept of logistics involves a consistent transition from one to another functional area (purchasing  production  distribution) of logistics. If we consider the term "distribution" not only as the sale of products, but also as an intra-company distribution of production resources and finished products, then the functional structure of logistics can provide a closer interaction of logistics subsystems 5 .

2. Tasks of distribution logistics

Taking into account the specifics of the enterprise and the goals set, the tasks are solved at the enterprise and macro levels.

At the enterprise level, logistics solves the following tasks:

planning the implementation process;

organizing the receipt and processing of orders;

organizing a network of warehouses;

the choice of the type of packaging, the decision to complete, as well as the organization of other operations immediately preceding shipment;

organization of shipment of products;

organization of delivery and control of transportation;

organization of post-sales service.

At the macro level, the tasks of distribution logistics include:

choice of material flow distribution scheme;

determination of the optimal number of distribution centers (warehouses) in the service area;

determination of the optimal location of the distribution center (warehouse) in the service area.

To solve the problems of optimizing the distribution, it is necessary to ensure control over all links of the cargo movement system.

The main indicator of the success of the company is the profit. The main activities to increase profits are activities related to:

creation of a unified transport and storage system (fast delivery to the consumer);

economic unification of production and marketing;

development of optimal warehousing and replenishment schemes.

When solving a certain problem, an enterprise may face a problem associated with a decrease in income, which arose due to not taking into account all the factors affecting the company's income. To run a successful business, a business must next questions: to what extent the costs associated with a reduction in the time of goods distribution are offset by an increase in revenue from an increased sales volume; whether the enterprise can afford a decrease in the level of customer service while increasing the volume of deliveries; how expedient it is to store the goods at the place of production or directly on the sales market.

When choosing the optimal distribution scheme, the entrepreneur must take into account the entire chain of passage to the final consumer. That is, it must take into account the minimum delivery time, the maximum level of service, the maximum level of profit, minimum costs.

Distribution logistics covers the entire range of tasks for managing the material flow in the supplier-consumer section, from the moment the implementation task is set to the moment the delivered product leaves the supplier's attention. At the same time, the main specific weight is occupied by the tasks of managing material flows, which are solved in the process of promoting finished products to the consumer.

The solution of emerging problems of distribution logistics at each level is different 6 .

3. Logistics channels and distribution chains

The movement of material flows can be viewed as movement that comes from various sources - a source of raw materials, production or a distribution center. In all cases, the ultimate goal of the movement of material flow is to flow directly to the consumer, which may be production or non-production.

Production consumption- this is the current use of the social product for production needs as means of labor and objects of labor.

Non-productive consumption- this is the current use of the social product for personal consumption and consumption of the population in institutions and enterprises of the non-productive sphere.

At all stages of the movement of the material flow within logistics, its production consumption takes place. Only at the final stage, which completes the logistics chain, does the material flow fall into the sphere of non-productive consumption.

The supplier and consumer of the material flow in the general case are two micrologistics systems connected by the so-called logistics channel, or in other words, the distribution channel.

Logistic channel - this is a partially ordered set of different intermediaries that bring the material flow from a particular producer to its consumers.

The set is partially ordered until the choice of specific participants in the process of moving the material flow from the supplier to the consumer is made. After that, the logistics channel is converted to logistics chain.

Making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer, is the choice of a distribution channel. The choice of a specific agency firm, a specific carrier, a specific insurer, and so on is the choice of a logistics chain.

Logistics chain - this is a linearly ordered set of participants in the logistics process, carrying out logistics operations to bring the external material flow from one logistics system to another 7 .

At the level of macrologistics, logistics channels and supply chains are links between subsystems of macrologistics systems. Depending on the type of macrologistic system, distribution channels have a different structure. In logistics systems with direct links, distribution channels do not contain any wholesaler-intermediary firms. In flexible and layered systems, such intermediaries exist.

At the stage of distribution logistics, such operations as sorting, packaging, formation of consignments, storage, picking are carried out. The complex of these operations constitutes the process of production in the sphere of circulation.

The supplier and consumer are connected by a distribution channel. After specific participants in the process of promoting products from the supplier to the consumer are selected from many different intermediaries, the distribution channel can be called the distribution chain.

For example, making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer, is the choice of a distribution channel. The choice of a specific agency firm, a specific carrier, a specific insurer, etc. is the choice of distribution chain.

Distribution channels have a different structure. In a logistics system with direct links, distribution channels do not contain any wholesale and intermediary firms. In flexible and layered systems, such channels are available.

The possibility of choosing a logistics distribution channel (Fig. 4) is a significant reserve for improving the efficiency of logistics processes.

Rice. 4. Options. 8

When choosing a distribution channel, there is a choice of the form of goods movement - transit or warehouse. Choosing an efficient distribution chain - choosing a specific distributor, carrier, insurer, freight forwarder, banker, etc. In this case, various methods of expert assessments, methods of operations research, etc. can be used.

Consider the distribution channels through which from the final production through a system of distribution centers they get to the final consumption. Manufacturing can choose different distribution channels (Figure 5).

Rice. 5 9 .Transit flow

The goods can go directly to the final consumer. The initial cost of the goods, in this case, will be the smallest, because. intermediaries will be excluded from the chain and the cost of goods will increase only for the costs of delivery of goods.

The distribution channel through the distribution center at the place of production is unacceptable for reasons that are caused by the purchase of goods in large quantities, which does not allow intermediaries to form a wide range.

A wide assortment is formed by a wholesaler specializing in this direction and located in a place where consumption is concentrated. This intermediary specializes in providing maximum service to the end consumer. The distribution channel through two wholesalers (at the place of production and at the place of consumption) will provide the greatest service to the consumer, but at the same time the cost of goods will be the highest.

The most profitable distribution (for the consumer) directly through the distribution center at the point of consumption.

4. Building a distribution system

When building a logistics distribution system, the following sequence of choosing the optimal distribution option is used:

Studying market conditions and determining the strategic goals of the distribution system.

Determination of the predicted value of the material flow passing through the distribution system.

Making a forecast of the required amount of reserves for the system as a whole and for individual sections of the material-carrying chain.

Studying the transport network of the service region, drawing up a diagram of material flows within the distribution system.

Exploring different options for the movement of the distribution system.

Evaluation of logistics costs for each of the options.

Implementation of one of the developed options selected for implementation.

In order to choose one of the many options, it is necessary to establish a selection criterion, and then evaluate each of the options according to this criterion. Such a criterion, as a rule, is the criterion of minimum reduced costs, i.e. costs reduced to a single annual measurement.

The value of the reduced costs is determined by the following formula:

Zp=Se+St+K/T

Zp - reduced costs for the option;

Ce - ready operating costs;

St - annual transport costs;

K - total capital investments in the construction of distribution centers, given by the time factor - by the discount rate;

T is the payback period for option 10 .

For implementation, the variant of the distribution system is adopted that provides the minimum value of the reduced (annual) costs.

A prerequisite for the possibility of choosing a distribution channel, as well as optimizing the entire logistics process, is the availability on the market a large number intermediaries.

The use of intermediary services for many enterprises is a necessary condition for the successful promotion of goods. It is necessary for each enterprise to solve the problem, which is more profitable in this case: to use the services of intermediaries or to go to the consumer on their own. That is, it is necessary to take into account all the pros and cons of a particular distribution system.

The services of an intermediary are in demand if their cost is lower than their own costs for the performance of any work. In a formal form, this ratio can be represented as follows:

P - the amount of payment for the services of an intermediary;

C - the amount of the company's costs (warehouse costs, self-organization of distribution and order placement).

The economic effect of using the services of an intermediary can also be determined by the difference between own costs and the cost of intermediary services:

Optimization of the distribution channel, and then the distribution chain, is possible only if there are a large number of enterprises on the product market that perform the function of an intermediary.

When considering the concept of strategic cost management, there are three basic elements:

Value chains.

strategic positioning.

Cost factors.

At the stage of considering the value chain, it is necessary to identify the main areas of distribution. The process of organizing management accounting focuses on the processes taking place within the enterprise: procurement, administrative costs, material movement. The key point in the current mechanism is to maximize income by maximizing the difference between purchases and sales. An integrated logistics approach using value chains is aimed at all participants in value chains. From a strategic point of view of the distribution chain and the corresponding cost accounting, five areas of interaction efficiency can be distinguished:

Communication with suppliers.

Communication with consumers.

The unity of technological links within one unit.

Communication between departments within the enterprise.

Links between enterprises operating in a single logistics network.

The second basic element of the logistics system is strategic positioning. The role of analysis and direction of cost management will depend on which path the enterprise chooses. It can be cost leadership or product differentiation. As a rule, this problem is deeply and comprehensively considered within the framework of strategic management. We only note that the chosen strategy will significantly affect the formation of a system for accounting for logistics costs and the configuration of the information system.

When considering the third element of the cost factor, it is necessary to divide it into strategic structural and functional factors.

Strategic Structural Factors:

scale of distribution: the volume of investments in various functional areas of the logistics system;

range: vertical and horizontal integration;

technologies used at each stage of the cost chain;

complexity: the breadth of the product range.

Functional factors:

continuous improvement of processes and workforce;

integrated quality management (TQM);

effective planning of the enterprise;

the effectiveness of the project or calculation;

using relationships with suppliers or customers from a cost chain perspective

The activation of each of these factors or their groups can have the most significant impact on the magnitude and dynamics of costs.

A special and priority role belongs to one of the noted functional factors - quality.

Quality, as the most important element of strategic cost management, should be considered as a cross-cutting function that covers not only the logistics of the enterprise, but the entire value chain from supplier to consumer 11 .

3. Practical recommendations for improving the efficiency of the enterprise distribution system

Establishing an effective sales system is necessary even if the company is stable. Recently, the influence of the external environment on the product marketing system has been increasing, therefore, in order to increase the efficiency of the commercial activities of enterprises, their main resource flows in the field of distribution should be considered and the following recommendations should be implemented:

Increasing attention to sales forecasting, maintaining close interaction with suppliers and consumers will reduce the number of technological changes in production and accelerate the movement of material flow.

Following the crisis trend of reducing staff and levels of management, it is necessary to take into account the change in sales technologies and optimally distribute sales functions between the sales department and intermediaries.

When building an effective management structure, a description of the main resource flows will increase the reliability and accuracy of management tasks, and increase the consistency of organizational structures.

Increasing requirements for product quality in a highly competitive environment requires the production of high quality products. Under these conditions, it is necessary to reduce the number of suppliers, which is due to high requirements for the quality of raw materials and materials.

It is necessary to introduce new progressive management methods, one of which is the development of JIT technologies, i.e. "just in time" delivery. This type of technology has a multi-purpose nature, where the main thing is to reduce the cost of inventory.

Improving the methods of managing stocks of raw materials and determining the volume of the ordered batch will reduce storage costs, reduce the volume of raw materials that do not meet the current production needs. To select the most efficient method of warehouse operation, it is necessary to consider and calculate many options, which is recommended to be done using simulation.

It is necessary to develop information technologies for the use of mathematical modeling in management, as well as for automation of enterprise divisions. This creates a need for staff training and the involvement of IT specialists.

It is necessary to change the negative attitude of the consumer towards intermediaries. The use of intermediaries in the sale of instrumental products is beneficial for all channel participants. The end user often views the chain of intermediaries as a source of additional costs. Therefore, to enter new markets, the company needs a competent network of dealers and distributors.

It is necessary to carry out a number of formal procedures, such as: development of internal standards for marketing activities and their documentary consolidation; development of a set of organizational and regulatory documents regulating the marketing activities of the enterprise in market conditions; development of formal procedures for controlling the sale of finished products to comply with the system internal control regulation requirement for effective sales management.

Conclusion

Distribution logistics - ensuring the rationalization of the process of physical promotion of products to the consumer and the formation of an effective logistics service system.

Distribution logistics refers to the physical, tangible, material content of this process. The main direction in distribution logistics is the rationalization of the process of physical distribution of the available stock of materials.

Distribution logistics is responsible for optimizing the process of distributing existing stocks of finished products to the consumer in accordance with his interests and requirements.

The most important functions of distribution logistics: planning, organization and management of transport and moving processes in the logistics system in the post-production period; inventory management; receiving orders for the supply of products and its efficient processing; picking, packing and performing a number of other logistics operations to prepare commodity flows for generation; organization of rational shipment; delivery management and control over the implementation of transport and moving operations in logistics chains; planning, organization and management of logistics services.

Distribution activities at the enterprise require significant costs (expenses) for their implementation. The main part of logistics costs is associated with the implementation of key logistics operations: warehousing, processing, transportation, forwarding, preparing products for production consumption, collecting, storing, processing and issuing information about orders, stocks, deliveries, etc.

Logistics costs in terms of their economic content partially coincide with the costs arising in the production process, but to a greater extent are associated with transport and storage costs, packaging and container costs, as well as costs associated with the importation of goods and their dispatch to consumers, and other components of distribution costs. .

As a rule, the total logistics costs at the local level are determined (and planned) based on the amount of sales, in terms of value per unit mass of finished products intended for sale, or as a percentage of the cost of net products.

The fundamental difference between distribution logistics and traditional methods of marketing and sales is as follows: subordination of the process of managing material and information flows to the goals and objectives of marketing; systemic relationship of the distribution process with the processes of production and procurement (in terms of material flow management); system interconnection of all functions within the distribution itself.

List of used literature

Volodina E.V. Methodological bases for the formation of logistics systems in regional food markets // Izvestiya of higher educational institutions. North Caucasian region. Social Sciences. Appendix. - 2004. - No. 10.

Volodina E.V. Modeling of logistics processes. - Kurgan: Publishing House of the Kurgan State. university, 2003.

Gadzhinsky A. M. "Logistics": A textbook for higher and secondary special educational institutions. ITC "Marketing", 2002.

Gordon M. P., Karnaukhov S. B. “Logistics of goods distribution”. Moscow: Center for Economics and Marketing, 2001.

Ivakin E.K., Volodina E.V. Modeling of logistics chains and logistics processes in entrepreneurial activity. - Rostov n / a: Publishing house Rost.un-ta, 2004.

Kirshina M. V. "Commercial Logistics". ZAO "Center for Economics and Marketing". 2001.

Brief terminological dictionary and library of logistics techniques http://bigc.ru/publications/glossary/logistics.php/ ·

Nerush Yu.M. - Logistics: Textbook for universities - M.: UNITI-DANA, 2003.

Nikolaichuk V.E. Logistics in the field of distribution. St. Petersburg: Peter, 2001.

Nikolaichuk V. Procurement and production logistics. - St. Petersburg: Peter. 2007.

Serbin V.D. Fundamentals of logistics. Tutorial. Taganrog: Publishing House of TRTU, 2004.p.45

Sergeev V. I. "Logistics in business": Textbook. Infra-M, 2001.

Umanskaya M.V. Management of the product distribution process / M.V. Umanskaya // Problems of the modern economy: investments, innovations, logistics, labor: Sat. scientific works based on the materials of Vseros. scientific-practical. conf. - Saratov: SGTU, 2006. - P.297-300.

1 Serbin V.D. Fundamentals of logistics. Tutorial. Taganrog: Publishing House of TRTU, 2004.p.45

2 Nikolaichuk V.E. Logistics in the field of distribution. St. Petersburg: Peter, 2001. 120p.

3 Umanskaya M.V. Management of the product distribution process / M.V. Umanskaya // Problems of the modern economy: investments, innovations, logistics, labor: Sat. scientific works based on the materials of Vseros. scientific-practical. conf. - Saratov: SGTU, 2006. - P.297-300.

4 Umanskaya M.V. Management of the product distribution process / M.V. Umanskaya // Problems of the modern economy: investments, innovations, logistics, labor: Sat. scientific works based on the materials of Vseros. scientific-practical. conf. - Saratov: SGTU, 2006. - P.297-300.

5 Serbin V.D. Fundamentals of logistics. Tutorial. Taganrog: Publishing House of TRTU, 2004.p.52

6 Nikolaichuk V.E. Logistics in the field of distribution. St. Petersburg: Peter, 2001. 120p.

Distribution logistics (3)Task >> Logic

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In trade 17 2.1 Concept distribution logistics 17 2.2 Tasks distribution logistics 21 2.3 Logistics channels and... in online trading is obvious. 2.2 Tasks distribution logistics Distribution logistics covers the entire range of...

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Distribution logistics on the example of an enterprise. Organization of distribution logistics on the example of Sokotel LLC

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Essence and tasks of distribution logistics. Construction of logistics chains and distribution channels. Characteristics of sales operations of CJSC "Trust", engaged in foreign economic activity, ways to improve the distribution logistics of the enterprise.

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Introduction

1. Basic provisions of the theory of distribution logistics.

2. Tasks of distribution logistics

3. Logistics channels and distribution chains

4. Building a distribution system

3. Practical recommendations for improving the efficiency of the enterprise distribution system

Conclusion

List of used literature

Cost accounting in logistics Tasks and content distribution logistics

Goals and objectives distribution logistics

Distribution marketing logistics

Distribution logistics on the example of an enterprise. Organization of distribution logistics on the example of Sokotel LLC

As well as other works that may interest you

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Essence and tasks of distribution logistics. Construction of logistics chains and distribution channels. Characteristics of sales operations of CJSC "Trust", engaged in foreign economic activity, ways to improve the distribution logistics of the enterprise.

Similar Documents

Introduction

1. Basic provisions of the theory of distribution logistics.

2. Tasks of distribution logistics

3. Logistics channels and distribution chains

4. Building a distribution system

3. Practical recommendations for improving the efficiency of the enterprise distribution system

Conclusion

List of used literature

Cost accounting in logistics Tasks and content distribution logistics

Goals and objectives distribution logistics

Distribution marketing logistics

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