The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics, which considers the processes occurring in the sphere of material production, i.e. in the sphere of production of material goods and material services.

Manufacturing process is a set of labor and natural processes aimed at producing goods of a given quality, range and on time.

All production processes are divided into main and auxiliary.

The tasks of production logistics relate to the management of material flows within enterprises that create material goods or provide material services such as storage, packaging, hanging, stacking, etc.

The main task of production logistics is to ensure the production of products of the required quality on time, the continuous movement of objects of labor and the continuous employment of jobs. Logistics objects - flow and material processes.

A characteristic feature of the objects of study in production logistics is their territorial compactness. In the literature, they are sometimes called island logistics facilities.

The logistics systems considered by production logistics are called intra-production logistics systems. These include industrial enterprises, wholesale enterprises with warehouse facilities, a hub freight station, a hub seaport, etc.

Intra-production logistics systems can be considered at the macro and micro levels.

At the macro level, intra-production logistics systems act as elements of macrological systems. They set the rhythm of operation of these systems and are the source of material flows. The ability to adapt macrological systems to environmental changes is largely determined by the ability of their intra-production logistics systems to quickly change the qualitative and quantitative composition of the output material flow, i.e., the range and quantity of products.

High-quality flexibility of intra-production logistics systems can be achieved through the availability of universal service personnel and flexible production.

On micro level Intra-production logistics systems are subsystems that are in relationships and connections with each other, forming a certain integrity, unity. These subsystems include purchasing, warehouses, inventories, service production, transport, information, sales and personnel (they ensure the entry of material flow into the system, passage within it and exit from the system). In accordance with the concept of logistics, the construction of intra-production logistics systems should ensure the possibility of constant coordination and mutual adjustment of plans and actions of supply, production and sales links within the enterprise.

Logistics concept for organizing production includes the following main provisions:

• eliminating excess inventory;
• refusal of excessive time for performing auxiliary and transport and warehouse operations;
• refusal to manufacture series of parts for which there are no customer orders;
• elimination of equipment downtime;
• mandatory elimination of defects;
• elimination of irrational intra-factory transportation;
• transforming suppliers from opposing parties into benevolent partners.

A logistics organization allows you to reduce costs in a competitive environment by focusing the enterprise on the buyer's market, i.e., maximum equipment load and production of large batches of products receive priority.

Exists two options for managing material flows.

1. Push system that is, objects of labor arriving at the production site that are not ordered from the technological unit (Fig. 6.1).

This option assumes that the manufacture of products begins at one end of the production line, passes through a sequential series of technological operations and ends with processing at the other end of the production chain. The material flow is issued to the recipient upon a command received by the transmitting link from the central production management system. In this case, upon completion of processing in one section, the product is transferred to the next, regardless of whether this section is ready to accept the product for processing or not. Each site has a production plan. However, it is impossible to create a rigid technological process, all parameters of which would be accurately calculated in advance, therefore enterprises must always have a certain production reserve, which plays the role of a buffer and increases the flexibility of the system. Push systems are known as MRP". The above systems are largely characteristic of traditional methods of organizing production. The possibility of their use for the logistics organization of production appeared in connection with the widespread use of computers, which made it possible to increase the flexibility of this system.

Rice. 6.1. System with ejection of a product launched into production

2. Pull system in which objects of labor are supplied to the technological site as needed. It helps reduce inventory while increasing production flexibility (Figure 6.2).

Rice. 6.2. System with pulling of a product launched into production

This system involves receiving products from the previous site as needed. The central control system does not interfere with the exchange of material flows between different sections of the enterprise and does not set current production targets for them. In industrial enterprises, only the final assembly line has a plan, and from here information about the need to produce the necessary parts is sent to previous sections through special cards. The site plan is formed every day, which ensures the flexibility of the system.

Pull logistics systems include the Kanban system. There are two types of cards in this system:

1. selection cards;
2. production order cards.

The selection card indicates the number of parts that should be taken at the previous processing site.

The production order card indicates the number of parts that must be manufactured at the previous site.

At the storage location, parts are loaded into a forklift in the quantities indicated on the selection cards. At the same time, the order cards attached to them are removed from the boxes, which inform about the order for the production of new parts in a strictly defined quantity. The site plan is formed every day. This provides system flexibility. Any movement of products without cards is unacceptable. Typically, a Kanban system is combined with a quality control system. This system does not require total computerization of production, but it requires high supply discipline and high personnel responsibility, which limits its implementation in various countries.

Particular attention is paid to production logistics principles of rational organization of the production process, namely:

1. ensuring rhythmic coordinated work of all production units according to a single schedule and uniform production. Rhythmic work involves the organization in time and space of individual, partial and private processes into a single continuous production process, ensuring the timely release of each specific product in established volumes with minimal expenditure of production resources;
2. ensuring maximum continuity of production processes. Continuity lies in the movement of objects of labor and the loading of jobs. The general optimization criterion is that the minimum cost of production resources in non-line production conditions can be ensured by organizing continuous loading of workplaces, while in line production - choosing an option with minimal time for inter-operational tracking of parts;
3. ensuring maximum reliability of planned calculations and minimal labor intensity of planned work.

The following problems need to be resolved:

• shortage of production capacity;
• suboptimal production schedules;
• long production cycle times;
• ineffective inventory management;
• low equipment efficiency;
• deviations from production technology;
• sufficient flexibility and maneuverability in achieving the goal in the event of various deviations from the plan;
• continuity of planned management;
• compliance of the operational production management system with the type and nature of a specific production;
• straightness;
• proportionality, i.e. ensuring equal throughput of different workplaces of the same process, as well as proportional provision of workplaces with information, material resources, etc.;
• parallelism;
• concentration of homogeneous objects of labor in one place.

The main laws that ensure the optimization of production processes are: the law of orderly movement of material flows, the law of calendar synchronization of technological operations, the law of resource reservation of the production process, the law of emergence of main and auxiliary processes and the law of the rhythm of the production process.

In the implementation of logistics goals, a significant place is occupied by new methods of organizing production, which are called slender production. It views the emergence of bottlenecks as a chance to eliminate them completely.

An important role in ensuring rational distribution of goods is played by trade and intermediary organizations, which provide production with the necessary raw materials and supplies. Logistics here consists of choosing a strategy for managing the acquisition, movement and storage of materials, products and inventories, as well as managing information flows that accompany the process of product distribution. Logistics intermediaries are becoming an effective tool for saving financial and material resources in the process of goods distribution.

3. The main task of production logistics is to ensure the production of products of the required quality in a timely manner, continuous movement of objects of labor and continuous employment of jobs.

4. There are two concepts of organizing production: logistics and traditional.

The logistics concept includes the following main provisions: rejection of excess inventory; refusal of inflated time for performing basic and transport and warehouse operations; refusal to manufacture series of parts for which there is no customer order; elimination of equipment downtime; mandatory elimination of defects; elimination of irrational intra-factory transportation; transforming suppliers from opposing parties into benevolent partners.

The traditional concept of production organization involves never stopping the main equipment and maintaining a high utilization rate at all costs; produce products in as large batches as possible; have the largest possible supply of material resources “just in case.”

5. Distribution logistics is a set of interrelated functions implemented in the process of distributing material flow between various wholesale buyers, i.e. in the process of wholesale sales of goods.

For a long time, traditional production and marketing activities were based on the fact that fluctuations in demand for the products of a particular production were regulated by the stocks of these products. Production worked at its own rhythm, and stocks of finished products were created, essentially, “just in case.” The disadvantages of such an organization of production were obvious. In addition to the waste of significant funds in the form of the creation of stocks that are not yet in demand, costs arise for their storage and, consequently, the cost of production increases. In addition, such inventories limit the company's ability to satisfy requests regarding a new range or expressed in changing requirements for the quality of goods. The company becomes conservative, its opportunities to expand its clientele and conquer new markets are limited. Ultimately, this makes it difficult (if not completely impossible) to implement effective and profitable pricing and technical policies.

Organizing and managing production according to the traditional concept strives to maintain high equipment utilization and reduce production costs. The relevant indicators are monitored throughout the entire production cycle. Based on the results of monitoring these indicators, certain management activities are carried out.

Traditional concept production management is based on the fact that the product being produced is manufactured on the basis of an analysis of market conditions already carried out by the top management of the company. Therefore, it is assumed that products of this range and in this volume will be sold sooner or later. With this approach, the goals of production management are local and specific: maximum equipment utilization and avoidance of downtime, the desire to produce the smallest number of batches of the largest volume of products, to constantly increase productivity, including by allowing a certain percentage of defects and narrow specialization of production personnel .

The implementation of such properties of flexibility, which modern production should have, is achieved through logistics management.

Logistics principles of production management require that indicators be correlated with the efficiency obtained from product sales. In other words, the assortment, volumes and timing of sales and achievable prices are taken into account.

Possibility of adequately increasing production volumes, i.e. quantitative flexibility is ensured by creating internal reserves of labor and production capacity, including equipment reserves.

In conditions of satisfying and creating market needs in the presence of competition, the receipt of orders from consumers is unpredictable and may change, i.e. increase or decrease and acquire new qualities. The top management of the company will not be able to satisfy such fluctuations in consumer demand only through the availability of inventory. Moreover, these reserves deprive him of initiative and make him conservative.

Logistics concept organization of production includes the following basic provisions:

Refusal of excess stocks;

Refusal of excessive time for performing basic transport and warehouse operations;

Refusal to manufacture products for which there is no customer order;

Elimination of downtime of main equipment;

Mandatory elimination of defects;

Elimination of irrational intra-factory transportation;

Transforming suppliers from adversarial parties into benevolent partners.

A comparison of traditional and logistics principles of production management is given in Table. 4.1.

Table 4.1. Traditional and logistic principles of production management

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Abstract:

Production logistics

1. The concept of production logistics

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics.

Let us recall the content of the term “production”. As is known, social production is divided into material and intangible (Fig. 1). Production logistics considers the processes occurring in the sphere of material production.

Rice. 1. Structure of social production

The tasks of production logistics concern the management of material flows within enterprises that create material goods or provide material services such as storage, packaging, hanging, stacking, etc. A characteristic feature of the objects of study in production logistics is their territorial compactness. In the literature, they are sometimes called “island logistics facilities.”

Participants in the logistics process within the framework of production logistics are connected by intra-production relations (in contrast to participants in the logistics process at the macro level, connected by commodity-money relations).

Logistics systems considered by production logistics are called intra-production logistics systems. These include: industrial enterprise; a wholesale enterprise with warehouse facilities; cargo hub; hub seaport, etc.

Intra-production logistics systems can be considered at the macro and micro levels.

At the macro level, intra-production logistics systems act as elements of macro-logistics systems. They set the rhythm of operation of these systems and are sources of material flows. The ability to adapt macrologistics systems to environmental changes is largely determined by the ability of their internal production logistics systems to quickly change the qualitative and quantitative composition of the output material flow, i.e., the range and quantity of products.

At the micro level, intra-production logistics systems represent a number of subsystems that are in relationships and connections with each other, forming a certain integrity and unity. These subsystems: purchasing, warehouses, inventories, production services, transport, information, sales and personnel ensure the entry of material flow into the system, passage within it and exit from the system. In accordance with the concept of logistics, the construction of intra-production logistics systems should ensure the possibility of constant coordination and mutual adjustment of plans and actions of supply, production and sales links within the enterprise.

2. Ttraditional and logistics concepts of production organization

The logistics concept of organizing production includes the following basic provisions:

-- rejection of excess stocks;

-- refusal of excessive time for performing basic and transport and warehouse operations;

-- refusal to manufacture series of parts for which there is no customer order;

-- eliminating equipment downtime;

- mandatory elimination of defects;

-- elimination of irrational intra-factory transportation;

-- transforming suppliers from opposing sides into benevolent partners.

In contrast to the logistics, the traditional concept of organizing production involves:

-- never stop the main equipment and maintain a high utilization rate at all costs;

-- produce products in as large batches as possible;

-- have the largest possible supply of material resources “just in case.”

The content of the conceptual provisions indicates that the traditional concept of organizing production is most suitable for the conditions of a “seller’s market,” while the logistics concept is most suitable for the conditions of a “buyer’s market.”

When demand exceeds supply, we can assume with reasonable confidence that a batch of products manufactured taking into account market conditions will be sold. Therefore, the goal of maximum equipment utilization takes priority. Moreover, the larger the batch produced, the lower the unit cost of the product will be. The task of implementation is not in the foreground.

The situation changes with the arrival of buyer “dictation” on the market. The task of selling the manufactured product in a competitive environment comes first. The volatility and unpredictability of market demand makes it impractical to create and maintain large inventories. At the same time, the manufacturer no longer has the right to miss a single order. Hence the need for flexible production facilities that can quickly respond with production to emerging demand.

3. Qualitative and quantitative flexibility of production systems

Production in a market environment can survive only if it is able to quickly change the range and quantity of products produced. Until the 70s, the whole world solved this problem by having stocks of finished products in warehouses. Today, logistics offers to adapt to changes in demand due to the reserve of production capacity.

A reserve of production capacity arises when there is qualitative and quantitative flexibility in production systems. Quality flexibility ensured through the availability of universal service personnel and flexible production. Quantitative flexibility can be provided in various ways. For example, in some Japanese enterprises, the core staff makes up no more than 20% of the maximum number of employees. The remaining 80% are temporary workers. Thus, with a staff of 200 people, the company can assign up to 1,000 people to fulfill an order at any time. The labor reserve must be supplemented by a corresponding reserve of means of labor (Fig. 2).

Rice. 2. Flexibility of production capacity

4. Push materials management systems in production logistics

Management of material flows within the framework of intra-production logistics systems can be carried out in various ways, of which two main ones are distinguished: push and pull, which are fundamentally different from each other.

First option is called "push system" and is a system of production organization in which objects of labor arriving at a production site are not ordered directly by this site from the previous technological link. The material flow is “pushed” to the recipient according to a command received by the transmitting link from the central production management system (Fig. 3).

Rice. 3. Schematic diagram of a push material flow management system within the framework of an intra-production logistics system

Push flow management models are characteristic of traditional production methods. The possibility of their use for the logistics organization of production has appeared in connection with the massive spread of computer technology. These systems, the first developments of which date back to the 60s, made it possible to coordinate and quickly adjust the plans and actions of all divisions of the enterprise - supply, production and sales, taking into account constant changes in real time.

Push systems, capable of linking a complex production mechanism into a single whole using microelectronics, nevertheless have natural limits to their capabilities. The parameters of the material flow “pushed” to the site are optimal to the extent that the control system is able to take into account and evaluate all the factors influencing the production situation at this site. However, the more factors for each of the numerous sections of the enterprise the control system must take into account, the more advanced and expensive its software, information and technical support should be.

In practice, various versions of pushing systems are implemented, known as “MRP systems” (MRP-1 and MRP-2).

The possibility of their creation is due to the beginning of the mass use of computer technology.

MRP systems are characterized by a high level of control automation, allowing the implementation of the following main functions:

Ensure ongoing regulation and control of inventories;

In real time, coordinate and promptly adjust the plans and actions of various enterprise services - supply, production, sales.

In modern, developed versions of MRP systems, various forecasting problems are also solved. Simulation modeling and other operations research methods are widely used as a method for solving problems.

5. Pull materials management systems in production logistics

Second option organizing logistics processes in production is based on a fundamentally different way of managing material flow. It's called "pulling system" and is a production organization system in which parts and semi-finished products are supplied to the subsequent technological operation from the previous one as needed.

Here, the central control system does not interfere with the exchange of material flows between different parts of the enterprise and does not set current production tasks for them. The production program of an individual technological link is determined by the order size of the subsequent link. The central control system poses a task only to the final link of the production technological chain.

Let's say a company receives an order to produce 10 units of products. The control system transmits this order to the assembly shop. To fulfill an order, the assembly workshop requests 10 parts from workshop No. 1. Having transferred 10 parts from its stock, workshop No. 1, in order to replenish the stock, orders ten blanks from workshop No. 2. In turn, workshop No. 2, having transferred 10 blanks, orders materials from the raw materials warehouse for the production of the transferred quantity, also with the aim of restoring the stock. Thus, the material flow is “pulled out” by each subsequent link. Moreover, the personnel of a separate workshop are able to take into account many more specific factors that determine the size of the optimal order than a central control system could do.

In practice, pull intra-production logistics systems include the “Kanban” system (translated from Japanese as a card), developed and implemented for the first time in the world by Toyota (Japan).

The Kanban system does not require total computerization of production, however, it presupposes high supply discipline, as well as high personnel responsibility, since centralized regulation of the intra-production logistics process is limited.

The Kanban system allows you to significantly reduce production inventories. For example, the inventory of parts per one produced car at Toyota is $77, while at US automobile companies this figure is approximately $500. The Kanban system also allows you to speed up the turnover of working capital and improve the quality of products.

6. Eefficiencyapplication of a logistics approach to managing material flows in production

It is known that 95 - 98% of the time during which the material is at the production plant is spent on loading and unloading, transport and storage operations. This determines their significant share in the cost of production.

A logistics approach to managing material flows at an enterprise allows for maximum optimization of the implementation of a complex of logistics operations. According to data from Bosch-Siemens, Mitsubishi, and General Motors, a one percent reduction in costs for logistics functions had the same effect as a 10% increase in sales volume.

Let us list the components of the cumulative effect of applying a logistics approach to managing material flow at an enterprise.

1. Production is market oriented. An effective transition to small-scale and individual production becomes possible.

2. Partnerships with suppliers are being established.

3. Equipment downtime is reduced. This is ensured by the fact that the necessary materials for work are always available at the workplace.

4. Inventories are optimized - one of the central problems of logistics. Maintaining reserves requires the diversion of financial resources, the use of a significant part of the material and technical base, and labor resources. An analysis of the experience of a number of Western European companies using modern logistics methods for organizing production (Kanban system) shows that the use of logistics makes it possible to reduce production inventories by 50%.

5. The number of support workers is being reduced. The lower the level of systematicity, the more uncertain the work process and the higher the need for support staff to perform peak volumes of work.

6. The quality of products is improved.

7. Material losses are reduced. Any logistics operation is a potential loss. Optimizing logistics operations means reducing losses.

8. The use of production and warehouse space is improved. The uncertainty of flow processes forces the reservation of large additional areas. In particular, when designing retail wholesale bases, the uncertainty of flow processes forces an increase in warehouse space by 30%.

9. Injuries are reduced. The logistics approach organically integrates the labor safety system.

Bibliography

Gadzhinsky A. M. Logistics: Textbook for higher and secondary specialized educational institutions. - 2nd ed. - M.: Information and Implementation Center "Marketing", 2000

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The history of the origin of logistics as a science. The most important tasks of macrologistics, their characteristics. Pull and push material flow control systems. Determination of rational routes. Calculation of indicators for transit and warehouse forms of supply.

The logistics concept of organizing production includes the following basic provisions: rejection of excess inventories; refusal of inflated time for performing basic and transport and warehouse operations; refusal to manufacture series of parts for which there is no customer order; elimination of equipment downtime; mandatory elimination of defects; elimination of irrational intra-factory transportation;

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transforming suppliers from opposing parties into benevolent partners.

In contrast to the logistics, the traditional concept of organizing production assumes: never stopping the main equipment and maintaining a high utilization rate; produce products in as large batches as possible; have the largest possible supply of material resources.

The traditional concept is most suitable for conditions of a “seller’s market”, and the logistics concept is most suitable for conditions of a “buyer’s market”. When demand exceeds supply, you can be sure that the manufactured batch of products will be sold, so the equipment is loaded to the maximum. Moreover, the larger the batch produced, the lower the unit cost of the product will be. The task of implementation does not come first.

The situation changes with the arrival of buyer “dictation” on the market. The task of selling the manufactured product in a competitive environment comes to the fore. The volatility and unpredictability of market demand makes it impractical to create and maintain large inventories. At the same time, the manufacturer no longer has the right to miss a single order. This creates a need for flexible production facilities that can quickly respond to emerging demand.

Production in a market environment can survive only if it is able to quickly change the range and quantity of products produced. Until the 70s. In the 20th century, the whole world solved this problem by having stocks of finished products in warehouses. Today, logistics offers to adapt to changes in demand due to the reserve of production capacity. A reserve of production capacity arises when there is qualitative and quantitative flexibility in production systems. Quality flexibility is achieved through flexible service personnel and flexible production. Quantitative flexibility can be achieved through reserve equipment and labor. For example, in some Japanese enterprises the main personnel

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constitutes no more than 20% of the maximum number of workers, the remaining 80% are temporary workers.

7.4. Push control systems

material flows in logistics

Material flow management within intra-production logistics systems can be carried out in various ways, of which there are two main ones: push and pull.

The first option is called the “push system” (Fig. 6) and is a production organization system in which the objects of labor arriving at the production site are not ordered directly by this site from the previous technological link. The material flow is “pushed” to the recipient according to a command received by the transmitting link from the central production management system. The push system controls production through the master production plan and, depending on it, consistently determines the volume of work-in-process inventory. The pulling system, on the contrary, controls work-in-process inventories and controls production output.

Push models of production management are characteristic of traditional methods of organizing production. The possibility of their use for the logistics organization of production has appeared in connection with the massive spread of computer technology and corporate information systems (MRP and MRP II). These systems allow you to coordinate and quickly adjust the plans and actions of all departments of the enterprise, taking into account constant changes in real time.

Rice. 6. Push system

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The push system attempts to anticipate the future and release products when production is planned to occur. In this case, the main production plan is divided into main plans for the production of individual components of the final product. As a rule, a recurrent (return) mechanism for planning batch sizes and production schedules is used. It is implemented using complex information systems.

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics, or in other words, intra-production logistics.

Production logistics– this is the management of material flow, taking into account certain specifics.

Manufacturing is one of the main areas of logistics, occupying a central place in the company. Management of material and information flows on the way from a warehouse of material resources to a warehouse of finished products is called production logistics.

Production and logistics systems include:

1) industrial enterprises;

2) wholesale enterprises;

3) cargo stations and seaports.

The tasks of production logistics reflect the organization of management of material and information flows not just within the logistics system, but within the framework of the production process (Figure 1).

The general tasks (functions) of production logistics include:
1) planning and dispatching production based on the forecast of demand for gas production and consumer orders;
2) development of production schedules for workshops and other production units;
3) development of product launch and release schedules, agreed upon with supply and sales services;
4) establishing standards for work in progress and monitoring their compliance;
5) operational management of production and organization of fulfillment of production tasks;
6) control over the quantity and quality of GP;
7) participation in the development and implementation of production innovations;
8) control over the cost of production of state-owned enterprises.

Logistics concept The organization of production, characteristic of a “buyer’s market,” includes the following basic provisions:
· rejection of excess stocks;
· refusal of inflated time for performing basic transport and warehouse operations;
· elimination of irrational intra-factory transportation;
· refusal to manufacture series of parts for which there is no customer order;
· elimination of equipment downtime;
· mandatory elimination of defects;
· transforming suppliers from opposing sides into benevolent partners

37) The essence and content of distribution logistics. Basic forms and models of distribution logistics?

Distribution logistics (sales)- This a set of interrelated functions implemented in the process of distributing material flow between various buyers.

Object The study of distribution logistics is the material flow at the stage of its movement from the manufacturer to the final consumer.

Main goal Distribution logistics is about ensuring that the right goods are delivered to the right place, at the right time, at minimal cost.

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 are as follows:

· planning, organization and management of transport and movement processes in the logistics system in the post-production period;

· inventory management;

· receiving orders for the supply of products and its effective processing;

· picking, packaging 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 movement operations in logistics chains;

· planning, organizing and managing logistics services.

There are two main forms of organizing the distribution of finished products: 1) selling products directly to the end consumer through its own sales network;

2) sales of products through intermediaries.

A model can be defined as some artificial thing, similar to the reality being studied, which can be created and studied using various means (verbal description, graphically, logically).

More often, a distinction is made between verbal and mathematical economic models. Mathematical models have such advantages as clarity, the possibility of strict deduction, testability, etc. A verbal model is better than no model at all or the use of a mathematical one, which falsifies reality (inadequate to reality).

Let's consider applied options for logistics sales models, such as deterministic, stochastic, verbal.

1) The first ones, i.e. deterministic models are preferable within the sales divisions of an enterprise.

2) Second, i.e. stochastic models allow us to take into account the influence of various external factors on the sales process.

3) Third, i.e. verbal models are based on a generalization of experience in sales management as a complex logistics system.

1) The determinism of logistics sales modeling is objectively inherent in the repeatability of sales operations, the presence of stationary elements of distribution logistics (for example, warehouses), and the ability to standardize the requirements for logistics operations. It is the possibility of standardizing sales activities that creates the necessary prerequisites for the development of deterministic logistics sales models.

The possibilities of using deterministic logistics sales models are currently significantly limited for the following reasons:

Economic and political instability of the Russian market;

Insufficient development of the market-type legislative framework;

Increased uncertainty and risk in sales activities in the context of late payments;

Low contractual discipline.

In addition, the deterministic model of sales logistics is objectively limited by the enterprise and practically cannot be extended to the external environment, where strict regulation of factors affecting sales is essentially impossible. Such a model, limited by the enterprise, is usually not workable in the external environment, since the main efforts of the sales service are directed inside the enterprise.

2) The process of constructing stochastic logistics sales models usually includes the following stages:

Formulation of goals and objectives of logistics modeling;

Construction of a conceptual model of the sales process based on an initial verbal description of the model, and then preliminary formalization of sales activities;

Formation of a set of requirements for the model being developed;

Building a model of the sales process as a whole and drawing up descriptions of system elements, as well as external influences;

Assessing the suitability of the resulting model.

Often, the practical use of logistics models of this type is difficult due to unreliable information about sales activities and uncertain interpretation of external and internal factors. But, perhaps, the main difficulty is that these models, as a rule, transfer the conventions of the previous period to the forecast period of time, which is not always productive in sales, where the variability of market conditions is high.

To some extent, these problems are eliminated by logistics modeling of sales based on the theory of queuing. Any logistics sales model can be presented as a type of queuing system. Let's consider two systems:

1) loss-free sales model;

2) sales model with losses.

The logistics sales model without losses describes the simplest, usually two-tier distribution channels, where the relationship between the seller and the buyer is direct, and the number of buyers is limited either due to the specific nature of the product (investment product), or due to the objective narrowness of the market (products for industrial purposes ).

Schematically, this model looks like this (Fig. 7).

order quantity accepted

to execution

fulfilled

Fig.7. Scheme of a logistics sales model without loss of orders

Quantity of orders accepted to

execution

fulfilled

Fig. 8 Scheme of a logistics sales model with losses

3) Verbal model - The main elements of verbal logistics sales models are the organizational structures of sales, including the organization of sales management.

The organizational structure of sales from the perspective of logistics modeling can be defined as a set of divisions of an enterprise and independent commercial intermediaries, between which there is a system of various connections (material, financial, information, etc.) that ensure the promotion of goods to the market and the provision of services to consumers.

The organizational structure of sales distinguishes the divisions of the enterprise that perform sales functions, independent commercial intermediaries that are channels of product distribution, and the relationships between them.