Functions of the logistics service. Regulations on the logistics department

I APPROVED
CEO
PJSC "Company"
____________ P.P. Petrov

"___"___________ G.

Position
about the department of logistics and procurement

1. General Provisions

1.1. Full name - department logistical supplies and equipment, abbreviated as OMTSiK.

1.2. The Department of Materials and Technical Supply and Procurement (hereinafter referred to as OMTS and K) is an independent structural division of OJSC "Company" (hereinafter referred to as the enterprise). The department is created and liquidated by order of the general director of the enterprise.

1.3. OMTSiK reports directly to the commercial director.

1.4. OMTSiK is headed by a chief appointed to the position by order of the general director of the enterprise on the recommendation of the commercial director.

1.5. In the course of carrying out the functions assigned to the department, it interacts with other structural divisions of the enterprise:

1.5.1. Production departments
1.5.2. Planning and Economic Department
1.5.3. Production Order Bureau
1.5.4.Financial department
1.5.5. Technical control department
1.5.6. Design and technology department
1.5.7. Transport and warehouse department
1.5.8. With workshops
1.5.9. Accounting
1.5.10. HR department
1.5.11. Legal department
1.5.12. Department industrial safety and security environment.

1.6. In its activities the department is guided by:

— Current legislation of the Russian Federation;
— Orders and instructions of the general and commercial directors;
— Charter of the enterprise;
— The company’s quality policy;
— Quality Manual;
- This provision;
— Documentation of the enterprise quality management system;
— Internal labor regulations.

2 GOALS

2.1 Organization of timely provision of the enterprise with all materials and components necessary for production of the required quality.

2.2 Formation optimal sizes inventory, reducing costs associated with acquisition and delivery.

3 INTERNAL STRUCTURE

3.1 The structure and staffing levels of the department are approved by the general director of the enterprise, based on the conditions and characteristics of the enterprise’s activities upon the recommendation of the head of the Department of Transport and Communications.

3.2 The head of OMTSiK has one deputy.

3.3 The responsibilities of the deputy and heads of the bureau are determined by the head of the OMTSiK.

3.4 The deputy, heads of the OMTSiK bureau, and other employees of the department are appointed to positions and dismissed from positions by order of the general director of the enterprise upon the proposal of the head of OMTSiK.

3.5 The logistics department includes a bureau:

- planned - normative;
— metals;
— chemicals, paints and varnishes, cable products, enamel wires and insulation;
— complete set and auxiliary materials;
- purchased tool.

3.6 The Deputy Head of the Department of Transport and Communications Reports to the Head of the Department of Transport and Communications.

3.7 The heads of the bureau are subordinate to the head of OMTSiK and the deputy head of OMTSiK.

3.8 The distribution of responsibilities between employees of departments (bureaus) is made by the heads of the bureau.

4 Functions and tasks

4.1 Participation in the implementation of the enterprise’s Quality Policy.

4.2. Determining the need for material resources (raw materials, materials, semi-finished products, components, fuel, etc.).

4.3 Determining sources of covering the need for material resources (selection of suppliers, their evaluation.)

4.4 Preparation, analysis of contracts with suppliers before their conclusion, coordination of conditions, delivery dates, requirements for the quality of supplied material resources.

4.5 Constant monitoring of the timely fulfillment by suppliers of their obligations under contracts.

4.6 Preparation of data for filing claims against suppliers in case of violation of contractual obligations.

4.7 Monitoring the state of stocks of materials, raw materials, semi-finished products and components, ensuring uninterrupted operation of the enterprise by timely delivery of materials to the enterprise warehouse.

4.8 Control over the release of material resources from TSU warehouses and their consumption in the divisions of the enterprise for their intended purpose.

4.9. Take part in the development and implementation of measures to improve the efficiency of use of material resources (reducing costs associated with transportation, replacing expensive materials with cheap ones, using recycled materials, selling excess resources, etc.).

4.10 Take part in the development of draft material plans technical support production program, repair and maintenance needs of the enterprise and its divisions.

4.11 Take part in the development, operation and improvement of the quality management system (in accordance with the competence of the department) of the enterprise.

4.12. Participate in the development and implementation of corrective and preventive actions (in accordance with the competence of the department).

5 RIGHTS

5.1. Represent OJSC “Company” in other organizations regarding the acquisition of material resources.

5.2. Conduct correspondence, negotiations with suppliers and draw up contracts for the supply of material resources signed by the general. director or other person authorized to sign.

5.3. Demand and receive from everyone structural divisions enterprise information necessary to perform the tasks assigned to the department.

5.4. Involve specialists from structural divisions of the enterprise and experts from third-party organizations to participate in the consideration and implementation of work on issues within the competence of the department.

6 RELATIONS WITH OTHER DEPARTMENTS

In the course of performing functions and tasks, the logistics department
supply interacts:

6.1. With production departments regarding:

6.1.1 receipt:

— requests for material and technical resources;
— copies of acts of non-compliance drawn up in in the prescribed manner;
— information about the balances of raw materials, materials, components in the department’s storerooms;
- information about difficulties associated with insufficient supply of materials and components.

6.1.2 provision:

— Requirements — invoices for the release of material and technical resources;
— information about the availability of material and technical resources in warehouses of raw materials and supplies;
- information about the timing of receipt of materials and components;
- information about changes in the timing of delivery of materials;

6.2. With the planning and economic department on issues:

6.2.1. Receipts:
— annual, quarterly production plans;

6.2.2. Providing:
— information on prices for raw materials and supplies.

6.3. With the production planning office for questions

6.3.1 Receipts:
- monthly production tasks, their changes, additions;

6.3.2. Providing:
— data on the availability of materials in warehouses, delivery dates, information
about changes in delivery dates;

6.4. With the financial department for questions

6.4.1. Receipts:

- monthly planned estimate of payments for raw materials, supplies,
components (budget);
— data on actual budget execution.

6.4.2. Providing:

- data for planning monthly estimates of payments for raw materials, supplies,
components (budget);
— information on prices for raw materials, materials, components;
— information on the execution of applications for the purchase of materials.
— - invoices and memos for payment;

6.5. With the design and technology department:

6.5.1. Receipts:

— copies of acts for materials that did not pass the entrance control;
— consultations on QMS issues;
— QMS documentation;
— conclusions on external and internal inspections of the QMS.

6.5.2. Providing:

— information about the conditions of supply of materials;
— corrective action plans “implementation reports”
measures to eliminate inconsistencies in the management system
quality, newly developed QMS documentation;
— documents necessary for drawing up complaints.

6.6. With the technical support department on issues:

6.6.1 Receipts:

— standards for the consumption of materials and notifications of changes in standards
consumption;
— permits for the use in production of materials with
quality deviations;
— information about materials required for launch into production
new products;
— information about the interchangeability of materials.

6.6.2. Providing:

— information on the volumes and timing of shipment of materials.

6.7. With the Transport and Warehouse Department (TSD) on the following issues:

6.7.1. Receipts:

— information about admission; movement, availability of materials in warehouses;
— requests for the purchase of materials.

6.7.2. Providing:

— information about shipped materials;
— requests for vehicles for the delivery of materials;
— data for searching cargo by rail.

6.8. With workshops on questions

6.8.1. Receipts:
-requests for materials, components for repair-
operational needs.

6.8.2. Representation:
— information about the availability of materials in warehouses;
— information about the purchase of materials based on requests.

6.9. With accounting on issues:

6.9.1. Receipts:
- data on the movement of raw materials and supplies, and balance at the end
reporting period;
— results of inventory of material and technical resources;
-requests for the purchase of materials.

6.9.2. Providing:
— receipt and expense documents.

6.10. With the HR department regarding:

6.10.1. Receipts:

— plans, schedules for personnel training;

6.10.2 Provisions:

Vacation schedules;
- applications for personnel selection;
- applications for personnel training;
-working time sheet.

6.11. With the legal department regarding:

6.11.1. Receipts:
-consultations on issues related to the acquisition of material resources and labor legislation.

6.12.2. Providing:
— draft agreements and additional agreements to them for analysis;
- data for conducting claims work by counterparties.

6.13. With the department of industrial safety and environmental protection
for questions:

6.13.1 Receipts:
- information necessary to perform the functional tasks of the department.
6.13.2 Provisions:

— information about the availability of protective equipment in warehouses;
— information about the purchase of special footwear, special clothing, and protective equipment.

7 RESPONSIBILITY OF THE DIVISION HEAD

7.1 Responsibility for improper and untimely execution
Department functions are carried out by the head of the logistics department
supplies.

7.2. The head of OMTS and Co. is personally responsible for:

7.2.1 failure to organize the activities of the department to perform the tasks and functions assigned to the department.

7.2.2 Failure to organize prompt and high-quality preparation and execution of documents in the department, maintaining office work in accordance with current rules and instructions.

7.2.3 Failure to organize compliance by employees of the department with labor and production discipline.

7.2.4 Failure to ensure the safety of property located in the department and compliance with fire safety rules.

7.2.5 Selection, placement and activities of department employees.

7.2.6 Non-compliance with the current legislation, draft orders, instructions, provisions of resolutions and other documents signed by him.

7.2.7 The responsibility of department employees is established by officials
instructions.

8 CONCLUSION

8.1 This “Regulation” is drawn up in accordance with:

8.1.1 requirements of documents STP QMS"Regulations on structural
division. General requirements";

8.1.2 organizational and management system in force for the enterprise
structure;

8.1.3. staffing table OMTS and K.

8.2. This “Regulation” has the right to make proposals on its
change Commercial Director enterprise and department head
material and technical supply and configuration (OMTSiK).

8.3 The date of entry into force of this “Regulation” is considered to be the date
statements of the "Regulations" General Director enterprises.

8.4 The validity period of this “Regulation” is 5 years.

Department head
material and technical supplies and equipment for M.M. Suppliers

Commercial Director K.K. Raskukuev

Head of HR Department I.I. Ivanov

Head of Quality Management Department V.V. Vasiliev

Head of Legal Department S.S. Sergeev

Introduction

At the present stage, in the conditions of the formation of market relations in Russia, commerce has become an integral part of the activities of enterprises, an integral element of which is material and technical support.

The organization of procurement of material and technical resources influences the activities of the enterprise: the quality of manufactured products; labor productivity, production costs, profit.

In market conditions, the needs for material and technical resources must be determined by the supply service on the basis of orders from production departments acting as consumers. Only production units can find out: what, where and by what time is required. However, the logistics service must check production orders in terms of the materials ordered and the specifications, and in addition, taking into account the available stocks.

The activities of the logistics service are not limited to only this activity. Consequently, a pressing issue is the study of the functions of the logistics service and its impact on the economic performance of the enterprise.

The transition of enterprises to organizing production and economic activities on the principles of marketing must be accompanied by changes organizational structure management, the nature of work, the thinking style of business management. In conditions of centralized planning of production and distribution of products, when commodity-money relations in the Russian Federation played a formal role, the commercial services of the enterprise, including the logistics service, were of secondary importance. When going to market relations the importance of these services has increased dramatically. In this regard, a pressing issue is the organization of the logistics service of an enterprise at the present stage.

Job commercial services enterprises are assessed using various indicators. However, it most accurately reflects the effectiveness commercial work profit indicator. Therefore, the activities of the enterprise services, including the logistics service, should be aimed at the final financial results- profit.

The purchase of material resources should be based on marketing research. When purchasing material resources, an enterprise must study the market for raw materials and materials, price movements in this market, suppliers, costs for the delivery of material resources, and the possibility of effectively replacing some materials with others.

Increased attention is paid to the possibilities of improving the structure of consumed raw materials and materials. Particularly relevant is the use of new and effective channels of the distribution network when purchasing material resources, the development and increase in the volume of services for import, warehousing, warehouse processing, providing information to enterprises in cooperation with transport organizations, methods of transportation of purchased material resources and other logistics services.

In this regard, it is necessary to pay special attention to the content of commercial activities when purchasing material resources at the enterprise.

The area of ​​studying the organization of commercial activities for the purchase of material resources is quite capacious and is of practical interest.

The purpose of this thesis is the study of the theoretical, methodological foundations for organizing logistics at an enterprise.

The object of the study is the activity of the enterprise in the procurement of material resources.

Successful achievement of a set goal depends on solving a number of problems. In general terms, these tasks can be grouped as follows:

Based on the opinions of economists and a review of scientific literature, show the need proper organization commercial work of the enterprise in the procurement of material resources;

Reveal the role and importance of the logistics service in the system of commercial services of the enterprise;

In analytical terms - to carry out targeted analysis activities of the enterprise, describe the work of the enterprise in organizing logistics;

Based on the analysis and analytical calculations, identify and formulate problems, determine the main directions, ways and prospects for their solution.

1. Organization of mechanical engineering at the enterprise

1.1. The role and importance of the logistics service in the system of commercial services of an enterprise

In the context of the transition from centralized economic management to market principles, commercial activity, one of the main aspects of which is logistics. Providing production with raw materials, materials, components and all kinds of semi-finished products is associated with the performance of such functions as wholesale purchasing, transportation, warehouse processing, storage of material resources and more.

These functions are planned, controlled, regulated and carried out by specialized services in coordination with other commercial services of the enterprise.

In this regard, it seems appropriate to determine the role and importance of the logistics service in the system of commercial services of the enterprise.

With the transition to market relations, the importance of these services has increased sharply.

The formation of the organizational structure of the commercial services of an enterprise should include two aspects: determining the place in the enterprise management structure - establishing subordination and functions; distribution of functions between individual groups and employees. The supply policy of the enterprise should be built in the direction of improving the structure of consumed material resources, using new and effective channels of the distribution network when purchasing products, as well as increasing the competitiveness of the enterprise.

Enterprises that have created a well-functioning supply apparatus have a large competitive advantage, since the activities of the logistics service are aimed at systematic, comprehensive and rhythmic provision production associations, enterprises, workshops, sites, as well as workplaces necessary types material resources that meet the requirements of regulatory and technical documents in the interests of rhythmic and efficient work enterprises.

However, even the most best device The supply of an enterprise does not give the required effect if it is not provided with the appropriate level of management.

In this regard, it should be noted that the efficiency of the entire enterprise largely depends on the effectiveness of the activities of the structural units responsible for logistics.

The organization of the activities of these structural divisions includes the following main areas: personnel selection, organization of employee incentives, Information Support, introducing logistics into your work. At the same time, the construction of the organizational structure of the logistics service is influenced by a number of factors, which are grouped in the following areas:

Technical;

Economic;

Production organizations.

Technical factors determine the influence of equipment, technology and industry structure, the purpose and quantity of manufactured products and consumed material and technical resources. Technical factors also include the purpose and complexity of the manufactured products, the equipment of transport and warehousing.

Economic factors that influence the organizational structure of the logistics service of an enterprise include: the level of demand for manufactured products, production volume, market conditions for raw materials and materials, forms of payment for purchased material and technical resources, the share of small shipments, non-transit shipments, etc.

Factors in organizing production: type of production (individual, small-scale, serial, large-scale, mass), level of specialization, territorial location of production and warehouses.

The variety of factors affecting the structural design of commercial services leads to a very significant number of different types of organizational structure schemes for the logistics service.

Until the 70s. in countries market economy a decentralized form of organizing material supplies was widely distributed. Each enterprise independently provided itself with the necessary material and technical means. Moreover, the supply was carried out within the framework of the production activities of the enterprise.

Since the 70s. decentralized provision of industrial firms is gradually being replaced by centralized provision. Centralization of the procurement of material resources necessitated the creation of independent logistics services. The vice president of the company, who heads MTS, received the same rights as the vice president responsible for production and financial activities. The central supply service produces a procurement policy and develops a “supply strategy”, which consists of solving the main problem: purchasing certain types of material and technical resources or producing them independently. But the main function of the company’s supply service is the purchase of basic types of material and technical resources at the lowest cost. In the central supply service of the enterprise, constant monitoring of the market for raw materials and materials is carried out, the supply and demand situation is studied, it contains information about new materials, the possibilities of their use, and their production technology.

In the 80s A new concept of materials management has become widespread among Western industrial firms, which provides for the establishment of a unified management and coordination of the purchase of materials, their delivery to enterprises, and inventory control. In companies organizing procurement management of material and technical resources based on a new concept, materials managers appear. Moreover, the materials manager was given responsibility for transporting material and technical resources to enterprises that were previously controlled by the production apparatus. The result of such a reorganization was an improvement in operational management, a reduction in delivery times for material resources, a reduction in the size of inventories and an acceleration of their turnover.

For the uninterrupted functioning of production, it is necessary to have well-established logistics support (MTS), which at enterprises is carried out through logistics authorities.

The main task of the enterprise supply authorities is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality.

In solving this problem, supply workers must study and take into account the supply and demand for all material resources consumed by the enterprise, the level and changes in prices for them and for the services of intermediary organizations, and choose the most economical form of commodity distribution -zheniya, optimize inventories, reduce transportation, procurement and warehouse costs.

1. Planning, which involves:

study of external and internal environment enterprises, as well as the market for individual goods;

forecasting and determining the need for all types of material resources, planning optimal economic connections;

optimization of production inventories;

planning the need for materials and setting their limit for supply to workshops;

operational supply planning.

2. An organization that includes:

collecting information about required products, participating in trade fairs, sales exhibitions, auctions, etc.;

analysis of all sources of satisfying the need for material resources in order to select the most optimal one;

concluding business agreements with suppliers for the supply of products;

obtaining and organizing the delivery of real resources;

organization of warehouse facilities, which are part of the supply authorities;

providing workshops, sites, and workplaces with the necessary material resources;

3. Control and coordination of work, which includes:

control over the fulfillment of contractual obligations of suppliers, their fulfillment of product delivery deadlines;

control over the consumption of material resources in production;

incoming control over the quality and completeness of incoming material resources;

control over production inventories;

making claims to suppliers and transport organizations;

analysis of the effectiveness of the supply service, development of measures to coordinate supply activities and increase its efficiency.

In market conditions, enterprises have the right to choose a supplier, and therefore the right to purchase more efficient material resources. This forces the supply staff of the enterprise to carefully study the quality characteristics of products manufactured by various suppliers.

The criteria for choosing a supplier may be reliability of delivery, the ability to choose a delivery method, time to complete an order, the possibility of providing a loan, level of service, etc. Moreover, the relationship between the significance of individual criteria over time may change.

The organizational structure, nature and methods of operation of supply services at enterprises are marked by originality. Depending on the volumes, types and specialization of production, the material intensity of products, and the territorial location of the enterprise, various conditions arise that require an appropriate delimitation of functions and the choice of the type of structure of supply bodies. On small businesses consuming small volumes of material resources in a limited range, supply functions are assigned to small groups or individual employees of the enterprise’s economic department.

On most medium and large enterprises This function is performed by special logistics departments (LMTS), which are built on a functional or material basis. In the first case, each supply function (planning, procurement, storage, release of materials) is performed by a separate group of workers. When building supply bodies on a material basis, certain groups of workers perform all supply functions for a specific type of material.

The characteristic type of structure of the supply service is mixed (Fig. 1.1), when product departments, groups, bureaus are specialized in supplying specific types of raw materials, supplies, and equipment. However, along with goods, the supply department includes functional subdivisions: planning, dispatch.

The mixed type of structure of the supply department is the most rational method of structure, which helps to increase the responsibility of workers and improve the logistics of production.

The planning bureau (group) performs the functions of environmental analysis and market research, determining the need for material resources, optimizing market behavior for the most profitable provision, forming regulatory framework, development of supply plans and analysis of their implementation, monitoring the fulfillment of contractual obligations by suppliers.

A commodity bureau (group) performs a set of planning and operational functions to ensure production with specific types of material resources: planning, accounting, delivery, storage and release of material into production, i.e. regulates the operation of material warehouses.

Product groups (bureau)

Planned by product type Dispatching

bureau (group) bureau (group)

Warehouse Warehouse Warehouse

Rice. 1.1. Organizational structure of the logistics department (mixed type)

The dispatch bureau (group) carries out operational regulation and control over the implementation of the plan for supplying the enterprise and workshops with raw materials and materials; eliminates problems that arise during production supply; controls and regulates the supply of materials to the enterprise.

At mechanical engineering enterprises, the supply service, in addition to the logistics department, also includes an external cooperation department (or bureau, group), which may be part of the logistics department.

Departments (bureaus, groups) of external cooperation provide production with semi-finished products (blanks, parts, assemblies). They can also be built on a functional or product basis.

To carry out technical re-equipment and reconstruction of production, the enterprise creates equipment departments, which are usually part of capital construction.

For large enterprises (associations) consisting of a number of branches, the most acceptable type of structure is presented in Fig. 1.2.

A feature of this type of structure is that the divisions have their own supply services with functions for planning and operational regulation of the supply of production workshops and sites with material resources, as well as for monitoring their implementation.

Formation of a regulatory framework, forecasting and development of material and technical supply plans, establishment of economic relations, and coordination of the work of supply services included in the enterprise are concentrated on the basis of the enterprise's supply service. The interaction of the divisions of the enterprise supply service is carried out on the basis of functional connections, and not administrative subordination.

One of the links in the organization of material and technical supply is warehousing, the main task of which is to receive and store materials, prepare them for production consumption, and directly supply workshops with the necessary material resources. Warehouses, depending on their connection with the production process, are divided into: material, production, and sales.

Deputy director of the enterprise (association)

Management Chief Chief

OMTS of workshop No. 1 of workshop No. 2

Administrative subordination

Functional subordination Warehouses Warehouses

Rice. 1.2. Scheme of the organizational structure of the supply service

Accepted materials are stored in warehouses according to product groups; varieties, sizes. Racks are numbered indicating material indices.

The delivery of materials and the operation of warehouses are organized on the basis of operational procurement plans.

Deliveries of material resources to the enterprise are carried out through economic connections. Economic relations are a set of economic, organizational and legal relationships that arise between suppliers and consumers of means of production. A rational system of economic relations presupposes the minimization of production and distribution costs, full compliance of the quantity, quality and range of supplied products with production needs, timeliness and completeness of its receipt.

Economic ties between enterprises can be direct and indirect (indirect), long-term and short-term.

Direct ones represent connections in which relations regarding the supply of products are established between manufacturing enterprises and supplying enterprises directly, directly.

Connections are considered indirect when there is at least one intermediary between these enterprises. Deliveries of products to the consumer can be carried out in a mixed way, i.e. both directly and through intermediaries (distributors, jobbers, agents, brokers) (Fig. 1.3.).

Manufacturer Consumer Direct connection

Manufacturer Intermediary Consumer Mediocre

Mediator

Mixed

(flexible) connection

Manufacturer Consumer

Rice. 1.3. Schemes of economic relations, material and technical

supplies

Distributors and jobbers -- these are companies that carry out sales on the basis of wholesale purchases from large industrial enterprises-- produce finished products. Distributors, unlike jobbers, are relatively large companies that have their own warehouses and establish long-term contractual relationships with industrial enterprises. Jobbers, on the contrary, buy individual large quantities of goods for quick resale.

Agents and brokers -- These are firms or individual entrepreneurs who sell the products of an industrial enterprise on the basis of a commission.

Direct business relations for enterprises are the most economical and progressive compared to indirect ones, since they, excluding intermediaries, reduce distribution costs, document flow, and strengthen relationships between suppliers and consumers . Product deliveries are becoming more regular and stable.

Indirect economic ties are less economical. They require additional costs to cover the costs of the activities of intermediaries between consumer enterprises and manufacturing enterprises.

The need for indirect connections is explained by the fact that direct connections are beneficial and expedient in conditions of consumption of material resources on a large scale. If enterprises consume raw materials and materials in small quantities that do not reach the transit form of shipment, then in order not to create excessive inventories of material assets at enterprises, it is advisable to communicate through services middlemen.

Both direct and indirect connections can be long-term or short-term. Economic long-term connections are a progressive form of material and technical supply. In this case, enterprises have the opportunity to develop cooperation on a long-term basis to improve their products, reduce their material intensity, and bring them to world standards.

The classification of connections into direct and indirect is closely related to their division according to the forms of organization of product supplies. From this point of view, a distinction is made between transit and warehouse forms of supply.

In the transit form of supply, material resources move from supplier to consumer directly, bypassing intermediate bases and warehouses of intermediary organizations. In addition, the enterprise, by receiving material directly from the supplier, speeds up delivery and reduces transportation and procurement costs. However, its use is limited by transit supply standards, less than which the supplier does not accept for execution. The use of this form of supply for materials with little demand leads to an increase in inventories and associated costs.

With warehouse form material resources are delivered to warehouses and bases of intermediary organizations, and then shipped from them directly to consumers.

It is advisable to use the transit form in cases where consumers require material resources in large quantities, which makes it possible to ship them in full-load wagons or other means of transport.

With the transit form of importation, costs are significantly reduced, the speed of circulation increases, and the use of Vehicle.

The warehouse form of supply plays a big role in providing small consumers. She lets them order necessary materials in quantities less than the established transit norm, which means the minimum permissible total quantity of products shipped by the manufacturer to the consumer per order. With a warehouse form of supply, products from the warehouses of intermediary organizations can be imported in small quantities and with greater frequency, which helps to reduce inventories of material resources among consumers. However, in this case, the latter incur additional costs for warehouse processing, storage and transportation from the bases of intermediary organizations. Therefore, in each specific case it is required economic justification selection of supply forms.

For a feasibility study of the choice of supply form, the formula is used:

P max K (P tr - P skl) / (C skl - S tr), where

P max - the maximum amount of material that is economically feasible to obtain from warehouse organizations, nature, units. measurements;

K -- coefficient of utilization of production assets and the content of inventories, %;

P tr and P skl - the average size of the delivery lot, respectively, for transit and warehouse forms of supply, in kind, units. measurements;

Page and C skl - the amount of costs for the delivery and storage of materials, respectively, for transit and warehouse forms of supply, % of the price.

Important stages in organizing the logistics of industry are the specification of resources and the conclusion of business agreements for the supply of products.

Specification of resources means deciphering the enlarged nomenclature according to specific types, brands, profiles, varieties, types, sizes and other characteristics. The material support of production largely depends on how correctly the specification of material resources is drawn up. If there is inaccuracy in the specification, this may lead to the fact that actual supplies will not correspond to actual demand. Thus, the enterprise will be placed under the threat of failure to fulfill the production program and sales of its products. Products are supplied under contracts, which serve as a document defining the rights and obligations of the parties.

The contracts indicate the name of the product, quantity, assortment, completeness, quality and grade of products, indicating standards and technical specifications, requirements for packaging and containers, delivery times for products, the total duration of the contract, the price of the supplied products and their total cost, payment terms, the responsibility of the parties for compliance with the terms of the contracts is provided. After concluding contracts, the supply departments of enterprises must ensure timely and complete receipt of materials, their quantitative and qualitative acceptance, and proper storage in the enterprise’s warehouses. Operational work on the delivery of materials is carried out on the basis of monthly plans, which indicate calendar dates and volumes of rates for the most important species material resources. Copies of such plans are transferred to the relevant warehouses and are used by them to organize preparatory work.

There are two options for organizing the delivery of material resources: pickup and centralized delivery.

Pickup is characterized by the absence of a single body ensuring the optimal use of transport. The enterprise independently negotiates with transport organizations and does not impose strict requirements on the types of transport used - the main thing is to export material resources. In this case, historically established technological processes of cargo handling are used, which, as a rule, are not coordinated with each other. There is no need to use strictly defined types of containers; there are often no conditions for unhindered transport access, rapid unloading and acceptance of material resources.

With centralized delivery, the supplier enterprise and the recipient enterprise create a single body, the purpose of which is to optimize the total material flow. For this purpose, schemes for the delivery of products are developed, the rational sizes of delivery lots and the frequency of delivery are determined; are being developed optimal routes and product delivery schedules; a fleet of specialized vehicles is being created and a number of other activities are being carried out.

Thus, centralized delivery allows:

increase the utilization of transport and warehouse space;

optimize inventory, both from the manufacturer and the consumer of the product;

improve the quality and level of material and technical support of production;

optimize product supply batch sizes.

Providing material resources to production workshops, sites and other divisions of the enterprise involves performing the following functions:

establishing quantitative and qualitative supply targets (limitation);

preparation of material resources for production consumption;

release and delivery of material resources from the warehouse of the supply service to the place of its direct consumption or to the warehouse of a workshop or site;

operational regulation of supply;

accounting and control over the use of material resources in the divisions of the enterprise.

The supply of workshops with materials is carried out in full accordance with established limits and specific features of production. The latter are taken into account when developing feed schedules, on the basis of which materials are delivered to the workshops. The limit is set based on the production program of the workshop and specified consumption rates.

The limit is calculated using the formula:

L = R R nz. p + N z - O, where

L - the limit of a given product range;

P - the workshop's need for materials to carry out the production program;

R nz p -- the workshop's need for materials to change work in progress (+ increase, -- decrease);

N s - standard workshop stock of a given product;

O - the estimated expected balance of this product in the workshop at the beginning of the planning period.

The calculation is performed in in physical terms. The need for materials to complete a production task is determined by multiplying the production program by consumption rates for the corresponding products. In the same way, the need for materials to change work in progress is calculated, i.e. by multiplying production consumption rates by changing the work-in-progress program in the planning period.

The workshop stock is determined in necessary cases and depends on the size of the batch of products delivered to the workshop, its average daily consumption, as well as on the cyclical nature of production.

The estimated expected balance of material resources in the workshop is determined based on the results of the workshop’s work in the period preceding the planned one:

O = O f + V f - (R o.p + R e.n + R nz. p + R br), where

O f - actual balance on the first day according to inventory or accounting data;

In f - the number of materials supplied to the workshop for the entire period;

R o.p - actual expenditure on main production;

R e.n - actual expenditure for repair and maintenance needs;

R nz. p -- actual expense for changing work in progress;

R br - expense for defects (documented in a write-off act).

The actual expenditure on main production and repair and maintenance needs is calculated by multiplying the actual volume of work by the material resource consumption rates in force in a given period.

The established limit is recorded in the plan card, limit card, limit or intake list, which are sent to the warehouse and consumer workshop.

Plankart is usually used in mass and large-scale production, i.e. in conditions of stable demand and clear regulation of production. It indicates the limit established for the workshop for each type of material, the timing and size of the batch supply. In accordance with the plan charts, the warehouse delivers batches of materials to each workshop on time using its own vehicles. Their release is documented with acceptance notes. The plan card form keeps current records of the implementation of the supply plan.

A limit card is used in cases where strict regulation of deliveries within a month in terms of timing and volume is difficult (serial and individual production). The limit card indicates the monthly need for material, the amount of stock and the monthly consumption limit.

In cases where it becomes necessary to make decisions on changing the limit, the supply service issues a one-time requirement or a replacement requirement, which is agreed with technical service and signed by the responsible person (chief engineer, chief designer, chief mechanic, etc.).

The limit list usually includes a group of similar materials or all materials received from a given warehouse.

Intake lists (cards) are introduced to limit the consumption of auxiliary materials, usually in cases where the need for them is uneven and there are no sufficiently accurate consumption rates. The release of materials according to collection cards (statements) is regulated by predetermined deadlines (usually once a month or quarter). The intake card indicates the amount of material that the workshop can consume and the timing of its receipt.

The supply service is responsible for the timely and high-quality preparation of material resources for production consumption, for which it carries out unpacking, re-preservation, and assembly work, which is coordinated with the technological service of the enterprise.

The targeted and economical consumption of material resources in workshops is under the constant control of the supply service and is periodically verified by auditing material accounting. Based on the results of the inspection, specific measures are taken to eliminate the identified deficiencies.

The work of logistics bodies directly or indirectly affects the level of the main technical and economic indicators of the enterprise.

Indicators of material and technical support include quantitative and qualitative indicators of the plan for the supply of material resources (nomenclature, quantity and cost of material resources); transportation and procurement costs (cost of transportation of materials to the junction station - costs of delivering materials to the enterprise warehouse; markups of supply and sales organizations; costs of packaging, etc.); expenses for storage, release into production and shipment to the consumer of material resources; administrative expenses (costs of maintaining the staff of the logistics department), etc.

The basis for positive assessment The activities of logistics support bodies serve: the absence of interruptions in the supply of production, excess stocks and illiquid stock, timely conclusion of contracts, reduction of supply costs, etc.

Timely provision of production with material resources depends on the size and completeness of production reserves in the enterprise's warehouses.

Industrial inventories are means of production that have arrived at the warehouses of the enterprise, but have not yet been involved in manufacturing process. The creation of such reserves makes it possible to ensure the supply of materials to workshops and workplaces in accordance with the requirements of the technological process. It should be noted that a significant amount of material resources is diverted to create reserves.

Reducing inventories reduces the cost of their maintenance, reduces costs, accelerates the turnover of working capital, which ultimately increases the profit and profitability of production. Therefore, it is very important to optimize the amount of inventory.

Inventory management at an enterprise involves performing the following functions:

development of stock standards for the entire range of materials consumed by the enterprise;

correct placement of stocks in the company's warehouses;

organizing effective operational control over the level of reserves and taking the necessary measures to maintain their normal condition;

creation of the necessary material base for the placement of reserves and ensuring their quantitative and qualitative safety.

Rationing of production inventories is the determination of their minimum size by type of material resources to ensure uninterrupted production. When rationing industrial inventories, the norms of industrial inventories are first determined in days, and then in natural and in monetary terms.

The stock norm in days is established on the basis of the following data.

1. Finding materials on the way (transport stock N tr). It is defined as the difference between the travel time of cargo from the supplier to the consumer and the turnaround time of payment documents.

2. Reception, unloading, storage and quality analysis of incoming materials (preparatory stock N p). Determined based on estimated or actual time for reporting period, adjusted taking into account organizational and technical measures for the mechanization of loading and unloading operations.

3. Technological preparation of materials for production (technological reserve N t). It is formed if pre-processing of materials (drying wood in furniture factories) is required before production begins. Determined based on time standards for these operations.

4. Stay of materials in the warehouse (current stock N current). Satisfies the current production needs, ensures rhythmic work between successive deliveries of materials. It is determined by multiplying the average daily rate of material consumption by the planned multiple interval between two subsequent deliveries.

5. Reserve in case of interruptions in supply and increase in production output (insurance or guarantee stock N s). It is characterized by a relatively constant value and is restored after receiving the next batch of materials. The safety stock of materials standard is determined by the supply lag interval or by actual data on the receipt of materials.

The general norm of industrial reserves by type of material resources in days is determined by summing up the indicated types of reserves:

N dn = N tr + N p + N t + N flow + N s.

The standard for production reserves in physical terms for each type of material resource N nat determines the product of the standard in days and their one-day consumption M day in physical terms:

N nat = N day. M days

Standard in monetary terms N st, i.e. the standard of own working capital for raw materials, basic materials, purchased semi-finished products is determined by the product of the cost of one-day consumption of raw materials, basic materials and semi-finished products (C m) by the standard in days.

N st = N day. C m = N day. M days C

The cost of one-day consumption C m is determined by multiplying the average daily consumption in physical terms by the price of material resources, including procurement costs and the cost of waste C according to planned standards.

1.1. CHARACTERISTICS OF PRODUCTION ACTIVITIES OF THE LOGISTICS SERVICE

1.2. GENERAL CHARACTERISTICS OF THE MATERIAL AND TECHNICAL SUPPLY SERVICE OF THE KUIBYSHEV RAILWAY

The logistics service of the Kuibyshev Railway - a branch of JSC Russian Railways (hereinafter referred to as the Service) is a subdivision of the management body of the Kuibyshev Railway - a branch of JSC Russian Railways.

In its activities, the Logistics Service of the Kuibyshev Railway (MTS) is guided by the Constitution Russian Federation, Federal Laws, other regulatory legal acts of the Russian Federation, regulatory legal acts of the constituent entities of the Russian Federation, the charter of JSC Russian Railways, orders and others regulatory documents JSC Russian Railways, as well as this regulation.

The service has a seal, stamps and other details with its name.

The subject of the service's activities is:

· supply of enterprises and organizations, roads with material and technical resources through centralized supplies carried out by the road logistics service and under direct contracts with other suppliers;

· warehouse processing of material and technical resources, storage and acquisition;

· storage, accounting and updating of material and technical products of the state reserve;

· creation of a current safety stock of inventory items for uninterrupted supply of the road;

· control over the storage and use of material and technical resources in material warehouses of all enterprises and organizations of the road;

· types of activities that require special permission (licenses) can be implemented only if such permissions (licenses) are available.

The disposal of property used by the Service is carried out in the manner established by JSC Russian Railways and in accordance with the laws of the Russian Federation.

The logistics service organizes and ensures uninterrupted logistics supply to all divisions and enterprises of the Kuibyshev Railway.

The main tasks and functions of logistics are:

· creating conditions for uninterrupted supply and organizing the provision of material and technical resources (MTR) for the activities of the railway and, if economically feasible, functional branches of JSC Russian Railways located within the borders of the railway ;

· organization and implementation of measures to reduce the cost of purchasing consumed material and technical resources and maintaining the warehouse infrastructure;

· coordination of the activities of structural divisions of the railway on issues of material and technical supply;

· organization of work to manage the quality of logistics of the railway;

· providing linear enterprises and structural divisions of the Kuibyshev Railway with equipment, materials, spare parts and other products according to the established nomenclature;

· timely and complete implementation of allocated funds, both from the main material warehouse and from industrial enterprises and supply organizations;

· determination of the general and specific needs of enterprises of structural divisions of the Kuibyshev Railway departments for materials, equipment, spare parts, development of technical and economic calculations and justifications for this need, acceptance and consideration of applications;

· review of compiled specifications for materials, equipment and spare parts for designated enterprises of structural divisions of the Kuibyshev Railway;

· development of annual assignments with quarterly distribution of commodity turnover plans for the procurement and delivery of materials in the division for enterprises and organizations of divisions of the Kuibyshev Railway branches;

· development of standards for carry-over stocks of materials and equipment, spare parts and products in the department;

· warehouse processing of inventory, organization and implementation of quantitative and qualitative acceptance, storage, release and accounting of materials, equipment, spare parts and products entering the department, ensuring safety material assets;

· collection of balances of income and expenses of departments, capital plans;

· control over the state of accounting, proper use and storage of material resources, timely and high-quality development of differentiated standards for the consumption of materials and spare parts by department;

· identification of excess balances of materials, equipment and spare parts in the warehouses of divisions of the Kuibyshev Railway and their redistribution between enterprises of the Kuibyshev Railway and the sale of excess and unnecessary materials in the established order;

· approval of calculations to determine the size of warehouse markups on inventory items;

· development and implementation of measures to improve warehouse management, implementation of technically sound standards. Ensuring safety and labor protection for workers, fire safety and security of the unit;

· organization and implementation by the HR department of material and technical supply of work to improve the technical qualifications of the department’s employees and their study of new equipment and technologies being introduced in railway transport, as well as the selection and proper use of labor resources ;

· implementing an effective economic policy that increases the profitability of work and the competitiveness of the railway;

· provision of commercial, intermediary services, intermediary activities for warehousing, storage, transportation, forwarding of inventory items;

· ensuring the mobilization readiness of the unit;

· ensuring a regime of secrecy and timely implementation of the necessary measures to protect secret and official information from disclosure.

Management of inventories of material and technical resources of the railway.

The service, in accordance with the tasks assigned to it, performs the following functions:

· carries out operational and technical management and organization of work material resources and the Main Material Warehouse, which are part of the railway as structural units and are under the jurisdiction of the Service (units under the jurisdiction of the Service), in order to supply the railway with the necessary volume of material and technical resources;

· organizes the reception and processing of applications for material and technical resources received from structural divisions of the railway;

· determines the general need of the railway for material and technical resources;

· transmits information about the general need for material and technical resources, with the allocation of centralized and decentralized supplies to Roszheldorsnab JSC Russian Railways;

· monitors the market for material and technical resources, carries out purchases of material and technical resources in agreement with Roszheldorsnab, and also submits them to the competition commission railways necessary materials for conducting competitive bidding regarding the purchase of material and technical resources;

· interacts with legal entities on the acquisition of material and technical resources;

· participates in the preparation of the budget for inventories and purchases of material and technical resources;

· forms plans for the procurement of material and technical resources for railways;

· carries out planning, organization of collection, shipment and sale of scrap ferrous non-ferrous and precious metals, as well as accounting and reporting on the movement of scrap on the railway. Carries out planning for divisions under the jurisdiction of the Service of indicators on the norms of production reserves of operating costs, contingent, labor productivity growth rate, income from other types of activities, use of warehouses and controls their implementation;

· carries out an analysis of claims regarding the quality and rhythm of supplies of material and technical resources, transmits information to Roszheldorsnab, participates in the development and implementation of measures to eliminate identified deficiencies and irregularities in supply;

· prepares statistical data and management reports for the management of JSC Russian Railways, as well as analytical materials on the consumption of material and technical resources, costs for material and technical supplies;

· ensures the creation of reserves of material and technical resources. Organizes work to comply with the norms and regulations established by JSC Russian Railways for railways on inventories of material and technical resources, budget and financing limits for centralized and decentralized purchases of material and technical resources;

· participates in the implementation of measures to reduce operating costs and improve the management system for railway activities;

· organizes training and retraining of employees of the Service and divisions under the jurisdiction of the Service for advanced training (institutes, various types of training courses);

· exercises control over payments for purchased materials and equipment within the limits and in the order established by the regulatory documents of JSC Russian Railways;

· organizes implementation work information technologies and automated control systems in terms of accounting for the movement of material resources;

· carries out quarterly reconciliation and signing of a reconciliation report on centralized supplies of material and technical resources through Roszheldorsnab;

· organizes control over the work to ensure safe conditions and labor protection for employees of the Service and divisions under the jurisdiction of the Service;

· ensures record keeping and storage of documents in compliance with the order established on the railway;

· The service has the right to request and receive from divisions of the railway management body departments and other structural divisions of the railway statistical and other data documents and materials necessary to perform the tasks and functions assigned to the service.

1.3. ANALYSIS AND EVALUATION OF THE CORE ACTIVITIES OF THE SERVICE

MATERIAL AND TECHNICAL SUPPLIES

Road Logistics Service

1. Volume indicators

2. Qualitative indicators

3. Economic indicators, including:

· staffing limits;

· wage fund;

operating costs, including expenses for major renovation fixed assets;

· control figures for labor productivity;

· target for the rate of growth of labor productivity.

Financing of the Division is carried out in accordance with the approved balance of payments.

Technical and economic indicators characterize the content and volume of work of a material warehouse, its throughput capacity, armament with fixed assets, the quality of the warehouse and the efficiency of using technical means, etc. They are used at all stages of material warehouse management: when developing a plan, indicators act as calculated ones, when setting tasks - as planned ones, when assessing the implementation of the plan - as reporting indicators, when determining directions for the development of warehouse facilities for a long time. -telny perspective - as predicted. All these indicators can be expressed in cost, natural or mixed units of measurement. For example, warehouse turnover is expressed in rubles, cargo turnover is in tons, the duration of inventory storage is in days, the use of warehouse space is in tons per square meter, costs are in rubles per ton of turnover.

Based on technical and economic indicators, the operational performance of warehouses is analyzed and assessed, as well as the selection of the most profitable option when designing the construction of new and reconstruction of existing warehouses. Taking this into account, technical and economic indicators can be divided into two large groups: indicators characterizing the efficiency of warehouse operation, and indicators characterizing design solutions for the construction of new and reconstruction of existing warehouse facilities. The effectiveness of decisions made on the construction of warehouses and the assessment of their operation depend on the perfection of these indicators and their validity.

The main indicators of the first group include: the volume of warehouse turnover, the amount of stock and turnover of materials in the warehouse, labor productivity of workers, the cost of processing 1 ton of cargo, warehouse circulation costs, ensuring the safety of material valuables - items, downtime of rolling stock and other vehicles for cargo operations, etc.

The main indicators of the second group are: utilization rate of warehouse space, warehouse capacity, throughput or power, efficiency of capital investments, reduction of labor force due to the introduction of mechanization, etc.

Planning and analysis of the operation of material warehouses is carried out according to technical and economic indicators characterizing operational work. Planning of warehouse work should be aimed at ensuring timely and uninterrupted logistics supply to railway enterprises. At the same time, distribution costs should not be high. Indicators of loading and unloading operations are presented in Table 1.2.1.

Table 1.2.1.

Carrying out loading and unloading operations

In general, for the Logistics Supply Service, cargo turnover in 2005 increased by 4% compared to 2004 and increased by 31% compared to 2003.

Loading and unloading operations are mainly carried out by mechanization.

The total volume of processed cargo for 2005 is 1,367,651 tons, i.e. 48,226 tons more than the previous year. The increase in the volume of loading operations is associated with centralized supplies of material and technical resources in accordance with accepted requests from the logistics service.

In general, loading increased in 2003-2005.

The dynamics of loading operations are presented in Figure 1.2.1.

Rice. 1.2.1.

NODH - 1 - Penza

NODH - 2 - Ruzaevka

NODH - 4 - Dema

NODH - 5 - Ulyanovsk

NODH - 6 - Syzran

NODHSM - Abdulino

The fulfillment of the main production and financial indicators is presented in Table 1.2.2.

Table 1.2.2.

Main production and financial indicators of the Logistics Service

	Indicators
	Delivery of materials, total
	Incl. from suppliers
	Issue of material, total
	Incl. city ​​organizations
	Railway organizations without extra charge
	Transit to third parties
	Railway transit organizations
	Transit NODH
	For non-core businesses
	Expenses, total
	Incl. salary
	Contributions to extra-budgetary funds
	Materials
	Electric/energy
	Depreciation
	Cap. repair
	Profit from PVD
	Turnover
	Contingent
	Average monthly salary
	Labor productivity
	Accounts receivable 01/01/03-01/01/04-01/01/05-01/01/06
	Accounts payable01.01.03-01.01.04-01.01.05-01.01.06
	Balances as of 01/01/03 - 01/01/04 - 01/01/05 - 01/01/06

The growth rate of labor productivity can be determined from diagram 1.2.1.

Diagram 1.2.1. Labor productivity growth rate

The growth in labor productivity in 2005 was 104.5%, the average monthly salary - 109.4% compared to 2004. From these indicators it is clear that the faster growth rate of labor productivity relative to the average monthly salary was 4.9%.

The dynamics of the main production and financial indicators for material and technical supplies are shown in Chart 1.2.1.

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