The main purpose of the integrated logistics concept is the end-to-end management of the main and accompanying flows in the integrated business structure: "design - purchase - production - distribution - sales - service". The concept of integrated logistics involves the unification of functional areas and their participants within a single logistics system in order to optimize it. In integrated logistics, the concepts and technologies of TQM, JIT, LP, VMI, SCM, TBL, VAD, etc., ERP, CSRP systems are used.

TQM (total quality management) - total quality management is a concept that continuously develops over time, aimed at creating competitive quality in the absence of limits to its improvement. TQM combines the technical side of quality provided by quality standards and a philosophy of quality management based on the broad participation of all company personnel in all aspects of this process, as well as integration with all logistics partners and, above all, with consumers.

JIT (just-in-time) the concept (technology) of building a logistics system or organizing a logistics process in a separate functional area, which makes it possible to ensure the supply of material resources, work in progress, finished products in the right quantity, at the right place and exactly on time.

The JIT concept was used as early as the 1920s. at the factories of Henry Ford, but did not become widespread until the 1960s and 1970s, when it was successfully implemented in a number of Japanese enterprises.

Just-in-time technology makes it possible to reduce production time, reduce consumer stocks and, accordingly, reduce production and storage areas, improve product quality, use equipment efficiently and, at the same time, reduce the number of non-production operations.

Comparison of the concept of "just in time" and the traditional form of organization of logistics processes is carried out according to different criteria. In table. 4.3 summarizes a comparison of the traditional management approach and the JIT concept in terms of the most significant parameters.

Table 4.3. Comparison of traditional management approach and just-in-time concept

The JIT concept allows you to synchronize the work of all participants in the supply chain and is aimed at early identification of the requirements for the shipment of goods on orders, subject to the strictest discipline of contractual relations. To prevent the accumulation of excessive stocks, on the one hand, and to optimize the overall logistics costs, on the other hand, the task of finding a place for consolidating cargo and a supply chain participant who will perform this operation is given priority. Instead of delivering small batches from different suppliers at precisely defined times, orders from different suppliers should be combined into one delivery. To implement JIT technology, it is necessary to create the closest relationships, exchange information and coordinate plans between the consumer and the supplier. This technology also increases the requirements for the quality of supplied materials and components.

The JIT concept has served as an impetus for the development and implementation of such logistics concepts (technologies) as LP and VMI.

LP (lean production) "lean/flat/lean manufacturing". The essence of this concept is to combine the following components: high quality, small production batch sizes, low inventory levels, highly qualified personnel and flexible equipment. Unlike mass production, "slender" production requires less inventory, less time. With a lean approach, there is less waste from scrap and the advantage of mass production - "high volumes - low cost" is retained.

Main idea LP- it is a "struggle" with various types of losses, and above all with excess stocks. Transportation, packaging, space and equipment, time, management are also considered as losses if their use does not lead to the creation of the highest possible value for customers and a reasonable increase in the profit of the enterprise. Thus, overproduction, waiting in queues, transportation, production processes that do not create added value, excess stocks, excess movements, costs associated with quality can be attributed to losses.

The principles of Lean Manufacturing are:

• provide consumers with the value they really want;
• determine the value stream for each type of product;
• eliminate waiting between stages and inventory;
• Delivering a value stream is a never ending quest for excellence.

VMI (vendor managed inventory) - a more advanced version of the supplier inventory management system based on new information technologies. Supplier inventory management can be implemented in the following ways:

• the supplier carries out regular deliveries, undertakes to replenish the consumer's stocks and maintain them at the required level specified by the consumer. In essence, this option coincides with the concept of continuous replenishment of stocks;
• the use of a consignment, in which the consumer stores stocks belonging to the supplier in his warehouse space and purchases from the supplier as much as necessary, for example, for the operation of the conveyor during the day;
• the supplier has access to the customer's warehouse database, independently analyzes and decides on the range and size of order lots. This method assumes that instead of placing orders, the consumer (and it can be not only a trade, but also a manufacturing enterprise) exchanges information about demand, sales, product promotion with the supplier;
• the representative of the supplier is constantly present on the territory of the customer, this representative at the right time places the orders of the consumer at his enterprise. This method of supplier inventory management is sometimes referred to as JIT II.

Supplier inventory management has advantages and disadvantages. The positive side of this concept (technology) is an improvement in the level of service, a decrease in the uncertainty of demand, a reduction in delivery times, the cost of maintaining and replenishing stocks, an increase in inventory turnover, and the establishment of long-term partnerships. These advantages of the concept make it possible to consider supplier inventory management beneficial for both parties. However, the concept has a number of weaknesses.

So, as a disadvantage of this concept (technology) for the supplier, one can name an increase in costs and a decrease in capital turnover. The consumer gets the opportunity to reduce costs, but at the same time feels a strong dependence on the supplier, on the quality of the processes performed by him. In addition, the consumer takes a significant risk by transmitting confidential information necessary to form a restocking plan.

SCM (supply chain management) - supply chain management is a term that appeared in the late 1980s, although there are still discussions about what it means, SCM is often identified with the concept of logistics. So, M. Christopher believes that supply chain management serves to establish links and coordination between suppliers, customers and the organization itself. SCM stands for "upstream and downstream supplier and customer relationship management aimed at achieving higher customer value at lower cost throughout the entire supply chain" .

D. Stock and D. Lambert note that supply chain management is "the integration of key business processes starting from the end user and covering all suppliers of goods, services and information that add value to consumers and other stakeholders" .

TBL (time-based logistics) - a logistics technology that optimizes all phases of the product life cycle in time, from research and development to after-sales service.

VAD (value-added logistics) - a concept based on the understanding that each logistics operation adds value to a product or service. In accordance with this concept, the logistics process is presented as a sequence of actions to create value-added benefits in the most efficient way, from the point of view of a particular consumer.

ERP (enterprise resource planning) - an integrated resource planning system that combines all the activities of an enterprise and includes modules for forecasting demand, managing projects, costs, personnel, financial activities, investments, etc.

ERP concept proposed by the firm Gartner Group. The main task of an ERP system is to optimize in terms of time and resources such business processes as supply chain management (SCM); planning and scheduling (APS); sales automation (SFA); final resource planning (FRP); e-commerce (EU), etc.

CSRP (customer synchronized resource planning) - resource planning system synchronized with the consumer. This system is based on the functionality CSRP -systems, allows you to reorient planning from production to the end consumer, takes into account not only the production and material resources of the enterprise, but also the resources consumed in marketing, commercial, after-sales work with the consumer.

On fig. 4.1 presents the main logistics concepts (technologies) covering different areas of the enterprise's logistics, as well as the relationship of the enterprise with suppliers and consumers. The arrows show the places where certain concepts can be applied in the logistics system.

Rice. 4.1.

SC M supply chain management-; TOM total quality management; MRP I material requirements planning system; MRP II - production resource planning system; DRP - a system for planning shipments and stocks of finished products in distribution channels; ERP - integrated resource planning system; CSRP resource planning system synchronized with the consumer; VM1 supplier inventory management; CR - continuous replenishment of stocks; QR - quick response; LP - lean manufacturing; JIT - just in time

• Corporate logistics. 300 answers to questions from professionals / ed. and scientific ed. prof. V. I. Sergeev. M. : INFRL-M, 2004. S. 77.
• Christopher M. Logistics and penalty management of deliveries: Per. from English. St. Petersburg: Piter, 2004. S. 29.
• Stock J., Lambert D. Strategic logistics management. S. 51.

Concepts applied in integrated logistics TQM, JIT, KANBAN, LP, SCM and etc.

TQM (Total Quality Management)- total quality management - a concept continuously evolving over time that defines competitive quality in the absence of limits to its improvement. TQM integrates both the technical side of quality, provided by ISO-9000 standards, and integration with all logistics partners and, above all, with consumers.

JIT (just in time)- the concept (technology) of building a logistics system or organizing a logistics process in a separate functional area, ensuring the delivery of material resources, work in progress, finished products in the right quantity to the right place and exactly on time. The use of the concept of "just in time" allows you to reduce inventory, reduce production and storage space, improve the quality of products, reduce production time, use equipment efficiently, and reduce the number of non-production operations.

System JIT originated in Japan in the mid-1970s. in Toyota and is currently being used with great success in many economically developed countries.

The essence of the system JIT reduced to the rejection of the production of products in large batches. Instead, a continuous-flow object production is being created. At the same time, the supply of production shops and sites is carried out in such small batches that it essentially turns into a piece. This system considers the presence of inventory as a fact that makes it difficult to solve many problems. Requiring significant maintenance costs, large inventories adversely affect the lack of financial resources, flexibility and competitiveness of the enterprise. From a practical point of view, the main goal of the system JIT are the destruction of any unnecessary costs and the effective use of the production potential of the enterprise.

The main provisions of the philosophy of technology "just in time":

• 1) any remnants of inventories are evil, since they are mortified (practically useless), they need additional costs for their warehousing and storage;
• 2) breakdowns and downtime of production equipment should be kept to a minimum;
• 3) production must be stopped if a defect or lack of components is detected.

System JIT more demand-driven than the traditional throw-to-market method. Under this system, the principle is to produce products only when they are needed, and only in such quantities as the buyer requires. Demand accompanies products through the entire production process. Each operation produces only what is required for the next. The production process does not start until a signal is received from the site of the subsequent operation to start production. Parts, assemblies and materials are delivered only at the time of their use in the production process.

System JIT involves reducing the size of processed batches, the practical elimination of work in progress, minimizing the volume of inventories and the fulfillment of production orders not by months and weeks, but by days and even hours. At the same time, the production accounting system is also simplified, since it becomes possible to record materials and production costs on one combined account. At the same time, the use of a separate account to control the stock of materials loses its relevance.

Application of principles JIT results in better manufacturing quality, better service and better cost estimating.

Thus, it can be concluded that the potential benefits of the system//D are numerous. The main ones include the following.

First, its application leads to a decrease in inventory levels, which means less capital investment in inventory. Because this system requires a minimum amount of materials to be available for immediate use, the overall inventory level is significantly reduced.

Secondly, under the conditions of application of the system JIT there is a reduction in the order fulfillment cycle and an increase in the reliability of its execution. This, in turn, contributes to a significant reduction in the need for a reserve stock, which is an additional commodity item of stock, stored in order to avoid a possible shortage. The production schedule within the planning production perspective is also reduced. This allows you to buy the time needed to respond to changing market conditions. Producing products in small batches also contributes to greater flexibility.

Thirdly, when applying this system, there is an improvement in the quality of production. When the quantity ordered is small, the source of the quality problem is easily identified and corrective action is taken immediately. Under these conditions, workers in many firms have a greater understanding of the importance of quality, which leads to improved quality of production in the workplace.

To other advantages of the system JIT include: reduction of capital costs for the maintenance of storage facilities for stocks of materials and finished products; reducing the risk of inventory obsolescence; reduction of losses from marriage and reduction of costs for alteration; reduction in the volume of documentation.

The use of the considered model in domestic organizations to meet the needs of managers in making effective management decisions about the type, price, cost, composition and ways of marketing products contributes to the further improvement of the production and commercial activities of the organization.

Many researchers point out that the concept JIT is aimed at synchronizing the work of all elements of the price, at early identification of the requirements for the shipment of goods on orders, ensuring the strictest discipline of contractual relations. To prevent the accumulation of excessive stocks, on the one hand, and to optimize the overall logistics costs, on the other hand, the task of finding cargo consolidation is given priority. Instead of delivering small batches from different suppliers at exact times, orders from different suppliers should be bundled into one shipment. To apply technology JIT it is necessary to create the closest relationship between the buyer and the supplier in terms of information exchange and coordination of plans; the requirements for the quality of supplying materials and components are also increasing.

Rice. 4.3.

Modern management practice is characterized by an intensive transition from managing individual logistics functions or operations to managing business processes, more adequate objects of the concept of integrated logistics. A logistics business process is understood as an interconnected set of operations and functions that transform the company's resources into a result determined by accompanying flows. This outcome is usually determined by key logistics factors such as total cost, lead time, customer service quality, etc.

To improve the efficiency of functioning, the company should be considered not just as an established structure, but as a system of interrelated business processes aimed at achieving strategic, tactical or operational business goals.

The main problem in the concept under consideration is the definition of the client's needs for logistics services and the inclusion in the logistics process of only those operations / functions that really ensure the fulfillment of these needs with minimal resources. This raises the problem of determining the basic level of customer service. Key consumers may be offered a level of service slightly higher than the basic one. At the same time, the logistics service above the basic level is called "value-added logistics". This service is unique in definition and is provided to VIP customers in addition to the company's basic service programs.

Keywords

annotation scientific article on economics and business, author of scientific work - Shindina Tatyana Aleksandrovna, Salimonenko Ekaterina Nikolaevna

Integration is a process of mutual adaptation, expansion of production, economic cooperation, a form of internationalization of economic life, association of farms of several entities. In the process of integration, one of the main functions of logistics is to reduce overall costs. This paper discusses some of the features of integration logistics that are present today when solving problems in business structures. The integration of management for individual operations and functions that are not related to each other into a single process is typical for the operational level of integration. Each of the structural units has local goals and indicators for evaluating performance, isolated from the assessment of their impact on the conditions and results of the activities of other units or services of the enterprise. The basis for organizing work at the operational level is operational process maps or descriptions of business processes, as well as Gantt charts. The combination of operations and functions, according to the authors, leads to the emergence of limitedly integrated functional areas, for example, inventory management, purchasing management, warehousing and cargo handling, production, sales management, distribution management. This partial integration leads to the formation of a list of basic functions, such as supply, production, services, marketing.

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Integration is a process of mutual adaptation, expansion of industrial, economic cooperation, the form of business life internationalization, combining economies of several entities. One of the main logistics functions, namely, the reduction of combined costs is solved in the process of integration . This paper considers some features of integrated logistics , which are present when solving problems in business entities. The integration of management of individual operations and functions, not combined in a single process, is typical for the operational level of integration . Each of the structural units has local targets and indicators of performance evaluation, isolated from the assessment of their impact on the conditions and performance results of other units or services of the enterprise. The basis for work arrangement at the operational level is a step-by-step process map or the description of business processes, as well as Gant charts. The combination of operations and functions, according to the authors, leads to a limited extent integrated functional areas, such as inventory management , procurement management , storekeeping and materials handling, manufacturing, sales management , distribution management . This partial integration leads to the formation of the list of basic functions, such as procurement, manufacturing, provision of services, and distribution.

The text of the scientific work on the topic "Integrated logistics in organizations"

UDK 658.7 + 339.18 BBK U9(2)30-59

INTEGRATED LOGISTICS IN THE ORGANIZATION

T.A. Shindina, E.N. Salimonenko

Integration is a process of mutual adaptation, expansion of production, economic cooperation, a form of internationalization of economic life, association of farms of several entities. In the process of integration, one of the main functions of logistics is solved - reducing overall costs. This paper discusses some of the features of integration logistics that are present today in solving problems in business structures. The integration of management for separate operations and functions that are not related to each other into a single process is typical for the operational level of integration. Each of the structural units has local goals and indicators for evaluating performance, isolated from the assessment of their impact on the conditions and results of the activities of other units or services of the enterprise. The basis for organizing work at the operational level is operational process maps or descriptions of business processes, as well as Gantt charts. The combination of operations and functions, according to the authors, leads to the emergence of limitedly integrated functional areas, for example, inventory management, purchasing management, warehousing and cargo handling, production, sales management, distribution management. This partial integration leads to the formation of a list of basic functions, such as supply, production, services, marketing.

Key words: logistics, integration, management.

The concept of "integration" is used in many fields of knowledge, in each of which its meaning has some specificity. In the generally accepted sense, integration means a state of connectedness of differentiated parts and functions of a system into one whole or a process leading to a state of connectedness of individual differentiated parts and functions of a system or organism into one whole. In economic theory, integration is a process of mutual adaptation, expansion of production, economic cooperation, a form of internationalization of economic life, amalgamation of farms of several entities, etc.

Integration is a frequently used term in modern science and management practice. Integrated management, integral manager, integral concept of logistics - far from a complete list of stable phrases currently used to describe the management processes of an organization at various levels. In this regard, the meaning of the term "integration" requires analysis in this professional field. They speak of integration as a combination of activities, the integrated implementation of functions and managerial interactions, the interaction of participants in the process of commodity circulation, and the construction of organizational relations.

Integrated logistics in the organization:

All interrelated logistic activities are carried out in a coordinated way - in the form of a certain single function;

Responsible for all types of storage and movement of materials in the organization;

Deals with emerging problems, solving them in the interests of the entire organization, and tries to

to maximize the overall benefit.

The integration of management for separate operations and functions that are not related to each other into a single process is typical for the operational level of integration. Each of the structural units has local goals and indicators for evaluating performance, isolated from the assessment of their impact on the conditions and results of the activities of other units or services of the enterprise. The basis for organizing work at the operational level is operational process maps or descriptions of business processes, as well as Gantt charts.

Combining operations and functions leads to the emergence of limitedly integrated functional areas, for example, inventory management, purchasing management, warehousing and cargo handling, production, sales management, distribution management. This partial integration leads to the formation of a list of basic functions, for example, supply, production, provision of services, marketing. The functional level of integration has local, but already more integrated than with operational integration, goals, objectives, indicators for evaluating performance. The fundamental difference is the functional isolation of various services and functional areas from each other with sufficiently developed integration within each of the functions or functional areas.

Cross-functional integration allows you to integrate the efforts of all structural divisions and services of the enterprise to obtain a given end result. Cross-functional integration often encounters traditional obstacles, which are organizational

Brief messages

a structure that fixes the functional division of centers of responsibility, duties and powers; a system for evaluating results, reflecting the functional organizational structure of management; traditional approach to inventory management; the configuration of information systems, which is associated with the functional organizational structure of management; the absence of a knowledge accumulation system in the organization. Cross-functional integration is not sufficient to achieve competitive enterprise advantage in today's business.

With interorganizational integration, not only processes are combined, but also objects, for example, supplier - purchases - production - distribution - consumer [1]. A modern enterprise can only be effective if external integration is achieved at the interorganizational level. One of the elements of the mechanism for strengthening interorganizational interaction is the information space or information flows that allow establishing relationships with consumers in which consumers themselves form their demand, which allows the supplying organization to rely in planning its activities not only on predictive estimates, which are almost never accurate. . Building relationships with suppliers (consumers) is one of the ways to ensure the sustainable operation of the supply chain. Another way of interaction is more traditional vertical integration, when all or almost all the limits necessary to obtain finished products are concentrated within the enterprises of one owner (or group of owners). The tools for the development of interorganizational relations also include the formation of partnerships, contractual interactions and the development of DRP, ERP standards.

When managing an organization can use

one, several or all of the above mentioned levels of integration of activity as an object of control (see table).

Logistic integration makes itself felt at the interfunctional and interorganizational levels of activity. The combination of elements of business systems is carried out on the basis of the concept of integrated logistics (integrated logistics paradigm), according to which information and material flows between the source of supply and the end consumer are managed within a single system. Flows are a kind of business process integrator. In the concept of logistics integration, there is a transition from a vertical organization of management to a horizontal organization. Logistics integration has become so popular that the so-called "logistics structure" has become synonymous with a horizontal management structure, and horizontally organized enterprises have become known as logistics. In the concept of integrated logistics, such integrators as the process, the concepts of marketing management, material and information flows are combined.

Interorganizational integration based on the logic of integrated logistics began to be called the concept of supply chain management, which is nothing more than a developed operational (process) approach to performing actions at the interorganizational, and sometimes at the interfunctional level of management.

Material flow can be viewed as an integrating control. The philosophy of management, based on the vision of flows as the main objects of management, is called the logistical approach to management, which consists in certain features: minimizing costs, maximizing the level of customer service, short-term profit maximization, maximum advantage over competitors.

Comparative analysis of traditional management and management based on integration

Factor Conflict approach Collaborative approach

Profit An organization earns a profit at the expense of the other party's profit Both make a profit

Relationships One of the parties dominates Equal partnership

Trust Small Significant

Communication Limited and formal Comprehensive and open

Information Limited Openness and active exchange

Control Intensive Delegation of authority and responsibility

Quality Claims Joint problem solving

Contract terms Rigid Flexible

Focus On own operations On the consumer

Shindina T.A., Salimonenko E.N.

Integrated logistics in organizations

Within the framework of logistics integration, first of all, management integration can be carried out on the basis of a material flow that combines all stages of the product life cycle from the design idea to production, distribution, sales, service and cycle repetition. This method of end-to-end management is called logistics. The work of stowage and management of reserves represents the main area of ​​interaction between management functions and operations.

Material flows are carriers of added value, which is formed as a result of performing certain actions, which emphasizes the connection of material flows with another integrator - the operational process and with the concept of supply chain management.

Information flows, starting from the end of the 50s of the twentieth century, began to be used and developed within the framework of information retrieval systems, which developed into automated enterprise management systems.

Financial flows, as well as information ones, provide the movement of material flows and are often considered together with them. It is on this principle that the ILO standard is based. Financial flows can act as an integrator both at the intra-company and inter-organizational, including inter-regional and inter-industry levels. Logistics is seen as a professional area that provides flow-based integration. At the same time, it must be borne in mind that the control of the

flow management implies the management and execution of all operations that provide this movement. Thus, integration across streams is based on the operational level of integration.

The concept of supply chain management has a similar logic, in which material, information and financial flows are considered as integrators of the supply chain.

So, integrated logistics is not only the responsibility for reducing costs associated with intra-company costs, but also the responsibility for the efficiency and timeliness of deliveries, the choice between manufacturing products or purchasing them from suppliers, business management based on the involvement of individual interrelated elements in an integrated process with the aim of prevent loss of resources.

Literature

1. Gusev, E.V. Tender auctions in construction. To participate or not to participate?: monograph / E.V. Gusev, T.A. Shindin. - Chelyabinsk: Publishing House of SUSU, 2004. - 144 p.

2. Isaeva, A.A. Evaluation of the effectiveness of investments in the development of logistics systems in the region / A.A. Isaeva, Z.A. Gimatova, T.A. Shindina // Vestnik GUU. - 2010. - No. 8. - S. 52-57.

3. Nefedova, S.A. Production concepts of production: logistic and traditional / S.A. Nefedova, T.A. Shindina // Bulletin of PSU. -2011. - No. 1. - S. 41-48.

Shindina Tatyana Alexandrovna Doctor of Economics, Associate Professor, Dean of the Faculty of Economics and Entrepreneurship, Head of the Financial Management Department, South Ural State University, Chelyabinsk, [email protected]

Salimonenko Ekaterina Nikolaevna, Assistant of the Department of Financial Management, South Ural State University, Chelyabinsk, [email protected]

Brief messages

Bulletin of the South Ural State University Series "Economics and Management" _2014, vol. 8, no. 4, pp. 195-198

INTEGRATED LOGISTICS IN AN ENTERPRISE

T.A. Shindina, South Ural State University, Chelyabinsk, Russian Federation E.N. Salimonenko, South Ural State University, Chelyabinsk, Russian Federation

Integration is a process of mutual adaptation, expansion of industrial, economic cooperation, the form of business life internationalization, combining economies of several entities. One of the main logistics functions, namely, the reduction of combined costs is solved in the process of integration. This paper considers some features of integrated logistics, which are present when solving problems in business entities. The integration of management of individual operations and functions, not combined in a single process, is typical for the operational level of integration. Each of the structural units has local targets and indicators of performance evaluation, isolated from the assessment of their impact on the conditions and performance results of other units or services of the enterprise. The basis for work arrangement at the operational level is a step-by-step process map or the description of business processes, as well as Gant charts. The combination of operations and functions, according to the authors, leads to a limited extent integrated functional areas, such as inventory management, procurement management, storekeeping and materials handling, manufacturing, sales management, distribution management. This partial integration leads to the formation of the list of basic functions, such as procurement, manufacturing, provision of services, and distribution.

Keywords: logistics, integration, management.

1. Gusev E.V., Shindina T.A. Tendernye torgi v stroitel "stve. Uchastvovat" or ne uchastvovat"? Chelyabinsk, South Ural St. Univ. Publ., 2004. 144 p.

2. Isaeva A.A., Gimatova Z.A., Shindina T.A. . Vestnik GUU. 2010, no. 8, pp. 52-57. (in Russian)

3. Nefedova S.A., Shindina T.A. . Vestnik P.G.U. 2011, no. 1, pp. 41-48. (in Russian)

Shindina Tatyana Alexandrovna. Doctor of Science (Economics), associate professor, Dean of the Faculty of Economics and Entrepreneurship, Head of the Department of Financial Management, South Ural State University, Chelyabinsk, [email protected]

Salimonenko Ekaterina Nikolaevna, teaching assistant at the Department of Financial Management, South Ural State University, Chelyabinsk, [email protected]

The concept of integrated logistics provides for the integration of functional areas of logistics into a single system in order to optimize it. The prerequisites for the emergence of this concept were the development of information and computer technologies, the spread of the philosophy of total quality management, the growth of partnerships, the globalization of the market, and changes in the state regulation of transport activities. They have been discussed above.

Principles of integrated logistics:

1. System approach;

2. The principle of general logistics costs;

3. The principle of global optimization;

4. The principle of logistics coordination and optimization;

5. The principle of modeling and information and computer support;

6. The principle of allocation of a complex of subsystems that provide the process of logistics management: technical, economic, organizational, legal, personnel, environmental, etc.;

Fig.3.2 Basic logistics concepts

7. The principle of integrated quality management;

8. The principle of humanization of all functions and technological solutions;

9. The principle of stability and adaptability.

Control questions and tasks for independent work on topic 3

1) Name and describe the stages of the evolution of logistics.

2) What are the time s What are the boundaries of the stages of evolution of logistics?

3) What are the prerequisites for the transition of logistics to new stages?

4) What is the difference in views on the development of logistics?

5) What are the levels of development of logistics in the enterprise?

6) Describe the information concepts of logistics.

7) Describe the marketing concepts of logistics.

8) Describe the concept of integrated logistics.

9) Describe the logistics concept of supply chain management. What is the difference between logistics and supply chain management?

10) Describe the logistics concept of total quality management. What is the difference between the concept of total quality management and quality standards ISO?

11) Describe the logistics concept just in time. What is the difference between just-in-time and traditional process management approaches?

12) Describe the logistics concept of "lean" production.

13) Describe the logistics concept of rapid response. What are its modifications and prerequisites for its appearance?

14) Describe the logistics concept of supplier inventory management.

15) Describe the logistics systems for planning materials (material resources) in production and distribution. What is their difference from each other?

16) Describe the logistics systems of enterprise resource planning. What is their difference from each other?

17) What are the features and prerequisites for the emergence of the concept of integrated logistics?

18) What are the principles of integrated logistics, describe them.

Task 6

Choose a specific product whose supply chain is easy to understand, such as gasoline, telephone services, automobiles, restaurant chains, etc. Determine which logistics concepts can be applied in the supply chain of the selected product.

Task 7 for independent work (optional):

Make a presentation in MS PowerPoint based on the materials of topic 3, agreeing on the topic of the presentation with the teacher.

Topic 4. Functional areas of logistics and
logistic functions (Problems of optimization of resources in the logistic system)

After studying topic 4, you will learn the goals of the logistics task in the functional areas of "supply", "production", "distribution", as well as the goals and objectives of performing logistics functions: procurement management, inventory management, transportation, warehousing, cargo handling, etc. Consideration of the topic 4 allows you to find out the main tasks of optimizing resources in different functional areas of logistics, including when performing individual logistics functions.

1) Functional area of ​​​​logistics "supply"

Tactical supply - daily operations traditionally associated with purchases and aimed at avoiding shortages. The strategic side of supply is the actual process of procurement management, communication and interaction with other departments of the enterprise, suppliers, the needs of the end user, planning and developing new procurement schemes, methods, etc.

The purpose of the functional area "supply" is to meet the needs of production in material resources with the greatest possible efficiency and create a reliable and uninterrupted material flow to the organization.

Supply tasks:

· Determining the need for material resources;

· Procurement market research;

· Evaluation and selection of suppliers;

· Purchasing;

· Monitoring and evaluation of procurement;

· Creation of stocks, carrying out a suitable policy of stocks and investments in them;

· Preparation of the procurement budget, etc.

The evolution of procurement management functions is shown in fig. 4.1.

Rice. 4.1. The evolution of control functions
procurement (supply)

2) Functional area of ​​logistics "production"

The purpose of the functional area "production" is to provide logistical support for the management of production procedures. Tasks:

· Operational scheduling of finished products (GP);

· Operational management of technological processes of production;

· Total quality control, maintenance of standards and appropriate service;

· Strategic and operational planning of supplies of material resources (MR);

· Organization of in-house warehousing;

· Forecasting, planning and regulation of expenses of MD in production;

· Organization of work of intra-production technological transport;

· Inventory management of MR, work in progress (WP), GP at all levels;

· Physical distribution of MR and GP (in-house), etc.

There are two types of production logistics systems: push (push) type and pull (pull) type.

Push systems are characterized by the following: the execution time of each operation is set by the general schedule, by which time the operation must be completed; The resulting product is then "pushed" further and becomes a stock of IR at the beginning of the next operation. This option ignores what the next section is currently doing, which may be busy or waiting for an IR to arrive. The result is delays in work and an increase in inventories of work in progress.

Pull systems are characterized by the fact that when one operation finishes processing a unit of production, a signal is sent to the previous operation and it is reported that another unit is required to work. In other words, the previous operation sends the unit to be processed only when it receives a request to do so.

Push-type systems are based on a strict production schedule and allow the use of resource planning systems (MRP - I, MRP - II). Planning is carried out on the basis of the following sources of information (Figure 4.2):

The main schedule, which indicates the volume of each product, is made in each period of time;

Material specification sheet, which lists the materials required for the production of each type of product;

Inventory records showing the availability of materials.

Fig.4.2. material requirements planning process,
based on production schedules

The pull systems operate according to the concepts of just-in-time and rapid response to customer requests. An example of pull systems is the KANBAN system, Figure 4.3.

Conditions for the functioning of the KANBAN system:

1) All materials are stored and moved in standard containers, each material has its own container.

2) A container only moves when a move kanban is attached to it.

3) When one department needs materials (WIP stock to reorder level), a transfer kanban is attached to an empty container. This is a signal to send the container to the previous site or WIP storage area.

In this section, the production kanban is attached to the container, and the container is transferred to the previous section.

Rice. .4.3. Kanban system with two cards

4) This is a signal to produce the next portion of the product, sufficient to fill the container.

5) The container is filled, a transfer kanban is attached to it, and sent to the next site

The benefits of pull systems are clear: reduced inventory, reduced lead times, shorter production times, fuller equipment utilization, increased productivity, simplified planning and dispatching, improved material and product quality, and more.

Problems that arise in the production logistics systems of the pull type:

Long time to significant improvement

Dependence on the high quality of materials supplied by the supplier

Dependence on the ability of suppliers to meet the demand on time

The need to develop dynamic charts

Dependence on equipment changeover time

Staff opposition

The work of employees in an environment of increased stress, etc.

3) Functional area of ​​logistics "distribution"

The goal is the integrated management of logistics functions and operations for the promotion of finished products and related services from manufacturers and / or wholesalers to final or intermediate manufacturers

Distribution tasks at the micro level:

Organization of receiving and processing orders;

· Selection of the type of packaging, equipment, etc.;

· Organization of delivery and control over transportation;

· Organization of post-sales service.

Distribution tasks at the macro level:

· Selection and construction of a distribution system (distribution channels);

· Determining the optimal number of warehouses in the served area;

· Determining the optimal location of distribution centers (warehouses) in the service area.

Distribution decisions are driven by two concepts: specialization and assortment. Specialization in certain operations and/or functions allows firms to perform them in the best possible way. As a rule, logistics intermediaries are involved in distribution systems to perform functions: transportation, warehousing, cargo handling, sales organization, etc. Logistics intermediaries that specialize in individual functions and operations can perform them better and more efficiently than the manufacturer.

The concept of the product range is to create a set of materials, products, etc. required by specific consumers. The process of creating such a product mix includes three stages: concentration (collection), customization (sorting and grouping) and dispersion (sending to a specific place).

Logistics intermediaries in distribution perform the following functions:

a) functions (operations) of physical distribution (transportation, warehousing, packaging, cargo handling, etc.);

b) functions of exchange (purchase and sale);

c) supporting functions (risk insurance, information support, financing, etc.)

The presence of intermediaries makes it much more difficult to make effective decisions. The main problems arise in the field of coordination of local groups of intermediaries and global, or strategic, goals of the organizing company of the logistics process. It is necessary to take into account the cooperation of logistics intermediaries (associations, unions, related relationships and other forms), their competition and the horizontal (between intermediaries of the same level) and vertical (between intermediaries of different levels) conflicts that arise between them.

4) Logistic function "transportation"

Transportation is a key logistics function associated with the movement of material resources, work in progress, finished products in vehicles according to a certain technology. Transportation, in addition to the movement of goods, includes such logistics operations as forwarding, cargo handling, packaging, customs procedures, risk insurance, etc.

All logistic transportation operations are carried out in order to ensure the delivery of the desired products of the required quantity and quality at the specified time and at optimal costs. The importance of transportation in logistics is quite large. According to various estimates, transportation costs range from 20 to 70% of the total logistics costs and can reach up to 300% of the cost of production for various industries and companies.

The provision of transportation in logistics requires the management of cargo flows from specific points of origin to specific points of redemption. To do this, it is necessary to solve the following transportation problems:

Ensuring the technological unity of transport and storage facilities, joint planning of production, transport and storage processes;

The choice of a rational way of transporting goods: unimodal, multimodal, intermodal, etc.;

Choice of type(s) of transport;

Choice of vehicles;

Selection of logistics intermediaries in transportation (carriers, forwarders, agents, terminals, etc.);

Definition of rational routes;

Distribution of vehicles along routes;

Assessment of the quality of transport service;

Determination of logistics costs associated with transportation;

Ensuring technical and technological connectivity of participants in the transport process, harmonizing their economic interests, distributing risks and responsibilities.

Delivery technologies began to be based on the concept of integration of transport and logistics, which led to a gradual organic fusion of transport with serviced production. Transport is a key part of the logistics chain.

Transport is, firstly, a complex of technical means for carrying out the transportation of goods and passengers; secondly, a branch of the country's economy that ensures uninterrupted and timely satisfaction of the needs of the national economy and the population in transportation.

The transport system is a complex of different modes of transport that are interdependent and interact when performing transportation.

The transport services market is an economic system of relations with a built-in organizational mechanism for managing the transport system, through which exchange relations are formed between buyers and sellers of transport services.

Assessing the importance of individual modes of transport, they usually emphasize the following division:

· according to the degree of universality of transportation, the most universal are sea and railway;

· in terms of the scale of international communications - intercontinental: sea and air; intracontinental and regional: all others;

· in terms of delivery speed, the most effective air and, in a certain situation, automobile;

· for the transportation of certain types of cargo, such as liquid and gaseous, pipeline.

The decision of any problem of choice is made on the basis of certain criteria. Logistic selection procedures in transportation are complex multi-criteria tasks that are solved taking into account a system of criteria. The main criteria for choosing a transportation option are the cost of delivery, the time spent on transportation, the quality of delivery, the performance of related services, etc.

5) Logistic functions "warehousing" and
"cargo handling"

It covers the processes of forming a warehouse network, the effective functioning of a warehouse economy and managing the logistics process in a warehouse.

A modern large warehouse is a complex technical structure, which consists of numerous interconnected elements, has a certain structure and performs a number of functions:

1. Transformation of the production assortment into a consumer one in accordance with demand;

2. Alignment of the intensity of material flows in accordance with consumer demand;

3. Stock storage;

4. Unitization (unification) of cargoes;

5. Provision of services, such as preparing goods for sale (packing products, filling containers, unpacking, etc.); checking the functioning of instruments and equipment, installation; giving products a presentation, pre-treatment; forwarding services, etc.

The classification of warehouses is shown in fig. 4.4.

In warehousing, three types of tasks are solved:

1) tasks of a design nature, namely: the tasks of choosing the number of warehouses, the size (capacity) of storage facilities, choosing the form of ownership of warehouses and forms of supply in the warehouse network (centralized or decentralized);

2) the tasks of the so-called micro-design, when layout solutions for warehouse space and space-planning solutions for the main storage area are developed.

3) the tasks of organizing the logistics process in a particular warehouse.

The logistical process in a warehouse is very complex, as it requires complete coordination of the functions of supplying stocks, cargo handling and physical distribution of orders. The scheme of the logistics process in the warehouse is shown in Figure 4.5.

To solve these warehousing tasks, you need to choose the type of warehousing that allows you to make the most of the warehouse space. There are the following types of storage.

Introduction.

Logistics is considered as a set of actions for the integrated management of circulating material and information flows in the economy and as an interdisciplinary science.

Logistics as a science establishes a connection between stocks, capacity, performance and flexibility of the system, allows you to overcome inertial processes in the transition from partially optimal to fully optimal systems.

Logistics methodologically based on well-known approaches that are used in the planning and management of production and economic systems. At the same time, specific methods are also used to manage supply chains, arising from the characteristics of the teaching of material flows and the concept of a systematic approach. This feature finds its expression in the methods for solving multidimensional optimization problems, which are set within the framework of macrologistic systems.

Option number 4.

1. Algorithm for building logistics systems. Integrated logistics systems.

Logistics system is a dynamic, open, stochastic, adaptive complex or large system with feedback that performs certain logistic functions (LF), for example, an industrial enterprise, a territorial production complex, a trading enterprise, etc. LS, as a rule, consists of several subsystems and has developed connections with the external environment. Purpose of drugs- delivery of goods and products in maximum compliance with the requirements of consumers at a minimum (given) level of costs.

The construction of logistics systems is usually implemented according to the following general algorithm:

1. Collection and analysis of the necessary information to build such a system, subject to the necessary restrictions for its operation.

2. A clear statement of the purpose and task of creating the system, as well as the restrictions accepted in this case.

3. Analysis of the shortcomings of existing control systems and possible ways to eliminate them.

4. Determination of data on the required input and output material, financial and information flows circulating between the system and the external environment.

5. Development of possible options for the created logistics system when choosing the best one according to the established economic criterion.

6. Coordination of interests of all participants in this system and documentation between them.

7. Detailed development of the concepts of the logistics system from the standpoint of macro- and micrologistics. When studying processes in logistics systems, it is possible to use two fundamentally different approaches. One of them is local, the other is systemic. The system approach and system analysis suggest that the system itself is a complex object, where it is necessary to take into account:

1) a close relationship between the abundance of factors that determine the behavior of this structure;

2) incomplete definiteness of the behavior of the system, and especially in the process of its development. 2.(78s.)

A systematic approach allows you to establish the principles on the basis of which logistics systems are developed and to put into practice an optimization solution according to a criterion common to this entire structure. But on the other hand, if this system becomes too cumbersome, it cannot be implemented from a practical point of view. In this case, it is advisable to divide into a number of subsystems, and take into account the input and output information in them in the possible optimal options. But in any case, the systems approach combines in rational proportions the methods of analysis and synthesis of systems.

The construction of logistics systems is based on four main paradigms: analytical, technological (information), marketing and integral.

Analytical paradigm represents the initial classical approach to logistics as a theoretical science dealing with the problems of managing material flows in production and circulation. An example of the concentration of research around the analytical paradigm are American universities, where logistics is one of the fundamental disciplines. Analytical is based on a solid theoretical base, using in research methods and models of inventory management theory, economic cybernetics, mathematical statistics, queuing theory. As a result, a complex economic and mathematical model is developed, but it is difficult to implement it in practice, and sometimes it does not make sense. Therefore, its use is limited to intra-production processes, where there is the same type and not so diverse initial information, and the construction of an economic-mathematical model does not cause any particular difficulties. For most firms interested in an integral approach to logistics research, the analytical paradigm is not comfortable.

The technological paradigm emerged in the 1960s. and is closely connected with the rapid development of information and computer technologies. The philosophy of this paradigm lies in the fact that, on the one hand, it is possible to formulate the general problem of managing the material flow of a logistics facility, and, on the other hand, to synthesize information and computer support for solving the problem.

Technological (information) paradigm at its core, it involves solving simple managerial problems with the use of information and computer technologies. The logistics management strategy helps to solve a number of administrative functions: planning, procurement of material resources, regulation of production problems, distribution of finished products, etc. An example of practical use is the MRP \ DRP systems in intra-company planning of purchases and product deliveries. The disadvantage is that such logistics systems do not have flexibility and dynamism and are not able to regulate the relationship of manufacturers with suppliers and end users of products. Logistics systems built on the principles of the technological paradigm are not sufficiently flexible and dynamic in relation to modern requirements for the development of a market economy.

Since the early 1980s Until now, in a number of developed countries, when synthesizing branded logistics systems, the marketing paradigm is often used. Models using this paradigm aim to describe and explain the relationship between the logistics system and the firm's ability to compete.

Marketing Paradigm began to develop over the past twenty years and obey the strategic goal of the company - the strategy of competition in the product sales market. The solution of models using this paradigm is based on high-quality and reliable initial data, which, of course, makes it difficult to obtain simple analytical solutions. A practical example is the LDP (supply chain management systems) system. This system provides:

conceptual marketing approach to inventory management in the distribution network within the firm;

forecasting the needs for material resources and demand for finished products;

determination of needs for vehicles;

determination of the optimal number of links in the logistics chain;

integral paradigm. In the models of logistics systems designed on the basis of this paradigm, the material flow is presented as an integrator of the entire process. At the same time, the integrating function can be extended to a number of enterprises, organizations, contractors, generalized functions, information systems and financial institutions. In other words, the logistics system is presented as an integrated system that implements the goals of the enterprise. 3(145 p.)

Today, many business organizations in practice, as a rule, combine the use of the above three paradigms. However, in recent years, a new logistic paradigm has taken root and is widely spread, which most researchers call integral. It essentially develops marketing, taking into account the new prerequisites for business development at the present stage, which include the following:

a new understanding of the mechanisms of the market and logistics as a strategic element in the competitive capabilities of the company;

new prospects for integration between logistics partners, new organizational relationships;

radically changed technological capabilities, in particular flexible production and information and computer technologies, which opened up new horizons for control and management in all areas of production and circulation of products.

An example of the use of integrated logistics is the concept of JIT (just-in-time - just in time), TQM (Total Quality Management - total quality management), integrated distribution systems, etc.

The creation of such a logistics system as ISCIS (Integrated Supply Chain Information System) was based on the integral paradigm - an integrated information system serving the logistics channel. ISCIS implements the integrated coordination of logistics systems and links at the micro and macro levels, both in terms of material and information flows, using the online message processing mode in telecommunication networks.

The integral paradigm is successfully used in the synthesis of macrological structures. An example is the creation of a global network of trade centers (Trade Point) within the framework of the UN international program to improve the efficiency of world trade (UNCTAD program 1995-2005).

The essence of the new integral paradigm is to consider logistics as a kind of synthetic management tool, integrated by the material flow to achieve business goals. In this regard, we consider it expedient in the formation of integrated micrologistics production systems for pharmaceutical enterprises, including HFP, to adhere to the integral paradigm and consider the logistics system as a whole - an integrated system that implements business goals from the supplier to the end consumer.

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

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

The prerequisites for an integrated logistics approach are:

A new understanding of the mechanisms of the market and logistics as a strategic element in the implementation and development of the competitive capabilities of the enterprise.

Real prospects and trends for the integration of participants in logistics chains among themselves, the development of new organizational forms - logistics networks.

Technological capabilities in the field of the latest information technologies, opening up fundamentally new opportunities for managing all areas of production and commercial activities.

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