Integrated logistics. See pages where the term integrated logistics is mentioned. Mechanism for managing an integrated logistics system
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Ministry of Education and Science of Ukraine
Report
on the topic “Logistics integration”
Donetsk 2010
Logistics integration is determined by A.I. Semenenko as “... a method, a form of system formation in a weakly structured environment, which, in particular, includes production-integrated (entrepreneurial), commercial, etc. Economic activity, allowing to synthesize logistics systems at all levels of the economy: micro-, meso-, macro."
We will look at logistics integration more broadly, extending it not only to logistics systems, but also to related business functions and types of entrepreneurial activity. Moreover, this can happen both within a single enterprise and outside it, i.e. with the participation of a number of interrelated enterprises and organizations. It is not entirely correct to correlate them only with logistics systems, since logistics integration does not always have clearly defined forms of organization.
Rice. 3.6. Integrated logistics system
Rice. 3.7. Graphic interpretation of logistics integration
The potential possibility of logistics integration lies in logistics itself, the economic nature of which is expressed in a systematic approach to solving problems of organizing the movement of economic flows. In particular, the authors of the book “Company Logistics” give the following detailed description of the integrating function of logistics:
* integration of shaping function economic ties with functions for determining transportation needs;
* coordination of operational supply management and product transportation process;
* cooperation in managing the distribution of goods through the integrated use of warehouses owned by various entities (supply and distribution, transport, manufacturing companies in various industries);
* optimization of total costs for moving products through the economic interest of transport, commercial organizations and the companies they serve in improving the processes of distribution and movement of products;
* development of specific functions of product distribution management in conjunction with universal functions management process, their rational distribution between management subjects and concentration in the relevant structural units. The general model of an integrated logistics system is presented in Fig. 3.6.
Basic principles of building integrated logistics systems, formulated by V.M. Purlicom:
1) coordination of all processes of goods distribution, starting from the purchase of necessary raw materials and materials (supply) and ending with delivery finished products to final consumption (logistical approach to the management of material resources and their flows);
2) arising from the logistics approach, the need to introduce a system of integrated management and control over the movement and use of the entire range of products entering production, as well as finished products delivered for consumption;
3) in this system of integrated management and control - refusal of separation material flow into several functional blocks (supply, production, sales) and management of all material flows as a single whole according to criteria common to the entire system;
4) the high ability of this entire system to adapt, its orientation towards constant restructuring in accordance with development internal environment firms and in connection with changes in the external environment, with the consistent, as a rule, nature of this restructuring;
5) clear interaction and consistency of all functional elements of the logistics system;
6) continuity of providing the system with reliable information on the movement of products, guaranteed by the use of integrated management and control technology in the system information services material flows based on “non-documentary” information media;
7) rational construction of a specialized structural unit of the company responsible for optimizing material flows.
Within an enterprise, it is quite appropriate to explore horizontal and vertical logistics integration. The first is a kind of functional integration, suggesting the creation of an integrated logistics system based on purchasing, production and distribution logistics. The second is built according to the management hierarchy, covering strategic, operational and operational levels enterprise logistics. A graphical interpretation of logistics integration is presented in Fig. 3.7.
Designations:
Logistics management strategy
Material logistics, production, distribution logistics, etc.
Logistics integration allows you to:
* improve the choice of strategic and tactical goals and, accordingly, improve the forms and methods of achieving them;
* increase the efficiency of developing alternative options, solving management problems, planning production economic activity introductions;
* increase the efficiency of using criteria for assessing management problems to be solved in order to select the best option;
* apply methods that provide deeper and more reliable forecasting;
* increase the efficiency of analysis and control over activities, covering all parts of material and cash flows.
While the problems of horizontal integration of logistics have been studied quite fully, vertical integration is studied much less frequently. Enough a good example An illustration of the latter can be recognized as a planning model within the framework of the micrologistics system of a commercial intermediation enterprise (MSPKP), developed by A.G. Belousov (see Fig. 3.8).
In the model presented in Fig. Figure 3.8 shows three levels of planning. First level -- strategic planning-- includes:
* determining the prospects for logistics of commercial intermediation based on the company’s mission in the market;
* development of a logistics strategy for a commercial intermediary enterprise as an integral part of the overall development strategy of the company;
* establishing logistics priorities in the company's investment policy;
* formation of the company's resource policy in accordance with the logistics strategy of commercial intermediation;
* development accounting human resources logistics divisions of the company within personnel policy enterprises.
Operational planning includes:
* planning the purchase of goods on the market, including the development of an inventory management system;
* planning the operation of warehouses (transport and storage complexes), including the development of a management system for equipment, transport, warehouse workers and other company resources;
* planning the supply of goods and provision of services to consumers, including system development comprehensive service clients.
Rice. 3.8. Simplified planning model under ISAPC
Regulation, as the third level of planning, includes:
* organizing the purchase of goods, taking into account the optimization of economic relations with suppliers (producers) and minimizing transport and procurement costs;
* organizing the work of warehouses (transport and storage complexes) of the company, taking into account optimizing the level of inventory and minimizing the costs of storing them;
* organizing sales (supplies) of goods to consumers (buyers), taking into account the maximum possible satisfaction of demand for goods and services at the maximum allowable costs of the company.
The integrative role of logistics planning is more fully manifested in logistics management, where strategic logistics planning is one of the functions of managing the economic flows of a company. We can agree that “logistics management in a company is a synergy of the main management functions(organization, planning, regulation, coordination, control, accounting and analysis) with elementary and complex logistics functions to achieve the goals of the logistics system." This is illustrated by the branded total value chain developed by M. Porter (see Fig. 3.9).
The total value chain involves dividing the business into core and supporting functions of the firm, highlighting the associated costs and identifying potential sources of product differentiation. In this chain key role Logistics plays a role both internally (in production) and externally (in supply and sales). In addition to logistics, key business functions also include production, marketing, sales organization and service, which creates the prerequisites for their integration in achieving company-wide goals.
Directly to logistics management authors teaching aid“Logistics management in construction” includes the following management functions: 1) analytical and research, including analysis of the company’s resource capabilities and market research; 2) organizational and planning, including the organization of market transactions and planning of measures to optimize the economic flows of the company; 3) communication-stimulating (formation of a reliable system of external and internal communications and promoting the rational use of company resources); 4) control and regulatory (carrying out logistics audit and control, as well as logistics regulation of the company’s activities).
Rice. 3.9. Full price branded chain (pyramid)
The organizational design of these functions and logistics integration within the company as a whole can be presented in the form of a standard logistics management scheme (see Fig. 3.10).
Rice. 3.10. Scheme standard organization logistics management company
logistics integration goods distribution supply
It is assumed that the functions of managing the company's material flows will be concentrated in the hands of the logistics director, who is the deputy general director of the company. For a fairly large manufacturing company, we can recommend the following functional differentiation of services subordinate to the logistics director:
1) a manager of material resources, ensuring the logistics of production, including the organization of purchases of MR, their delivery to the company, storage in the company’s warehouses, management of production inventories, preparation of MR for production consumption, supply of workshops and other divisions of the MR company;
2) the manager of the company’s transport and warehousing facilities, who ensures the organization of the work of warehouses, transport, external and internal transportation, as well as the collection and disposal of production waste;
3) the product distribution manager ensures the selection of distribution and distribution channels, organization of supplies finished products consumers, logistics services, storage of finished products in company warehouses, branded trade, etc. Logistics integration of a company can take the form of industrial and commercial logistics, which should be understood as “... management of economic flows of commercial and production activities companies for the purpose of their end-to-end optimization and rationalization, from the purchase of material and technical resources to the sale of finished products." At the same time, the synthesis of production and commercial logistics systems is ensured by:
* unity of leadership when functions general management the production and commercial logistics system is assumed by the top manager of the company (CEO) or delegates these powers to his first deputy;
* unity of planning, especially when developing a company's development strategy, when the objects of planning are the through economic flows of the company;
* commonality of goals and alignment of interests of all divisions of the company, when the optimization and rationalization of economic flows are subordinated to company-wide goals and they themselves acquire company-wide status;
* unity of logistics goals, when the interface of equipment and technology of material flow is achieved from the purchase of material and technical resources to the supply of finished products to consumers;
* the unity of economic results of the functioning of all subsystems that are associated with the final results of the company’s activities.
The formation of an integrated system of production and commercial logistics of a company creates conditions for the transformation of relatively autonomous functions of marketing and logistics into an integrated function of marketing logistics (see Table 3.6).
Table 3.6. The genesis of marketing logistics in the field of commodity exchange
|
Attribute complex |
Theoretical approach |
|||
|
Marketing |
Logistics |
Marketing logistics |
||
|
Goal setting |
Maximizing profitability |
Minimizing total costs |
Exchange optimization |
|
|
Theoretical and applied content |
Change in demand |
Meeting Demand |
Demand generation |
|
|
Control object |
Target market |
Economic flow |
Commodity circulation |
|
|
Nature of management |
Market |
System |
Combined |
|
|
Organizational form |
Marketing system |
Logistics system |
Integrated system |
As can be seen from table. 3.6, marketing logistics is characterized by:
* target orientation towards optimizing commodity exchange based on market orientation of production and optimizing the economic flows of the company;
* active formation of demand for the company's goods and services through the development and implementation of marketing plans, as well as the development of a logistics service system;
* objective transformation of the target market in marketing and economic flow in logistics into integrated commodity circulation as the main object of marketing and logistics efforts;
* organization of management of a predominantly combined type, combining market-oriented production and systematic organization of the company’s economic flows;
* creation of an integrated marketing logistics system that combines the advantages of marketing management and the company's micrologistics system.
Logistics integration in economic flows external to the company is always associated with conjugation economic interests their participants. An example is the model of an integrated product distribution system described in the book “Goods Distribution Logistics”: “The development of a system of integrated organization of product distribution is aimed at the flexible use of warehouse capacities and coordination of goods flows through warehouse facilities. The main conditions for the creation of such a system are: the formation of intermediary organizations as subjects of logistics services ; rational use material and technical base of commercial intermediary organizations in the development of transport terminals and in structures integrated with them; integration of the functions of commercial intermediary organizations with the functions of warehouses of the clientele served and the creation by them of joint structures on this basis.”
The main type of organizational design of such logistics integration is macro-logistics systems created on a regional, sectoral, national and international scale. The theoretical and methodological foundations for creating macrologistics systems have been studied in sufficient detail by domestic and foreign scientists.
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Introduction.
Logistics is considered as a set of actions for the integrated management of circulating material and information flows in the economic sphere and as an interdisciplinary science.
Logistics as a science establishes a connection between inventory, capacity, productivity and system flexibility, and allows one to overcome inertial processes in the transition from partially optimal to fully optimal systems.
Logistics in methodological terms is based on well-known approaches that are used in planning and managing production and economic systems. At the same time, specific methods are also used to manage supply chains, resulting from the peculiarities of the study of material flows and the concept of a systems approach. This feature is expressed in methods for solving multidimensional optimization problems that are posed within the framework of macrologistics systems.
Option number 4.
1. Algorithm for constructing logistics systems. Integrated logistics systems.
Logistics system is a dynamic, open, stochastic, adaptive complex or large system with feedback, performing certain logistics functions (LF), for example, an industrial enterprise, a territorial production complex, trading enterprise etc. The drug system, as a rule, consists of several subsystems and has developed connections with external environment. Purpose of drugs– delivery of goods and products in maximum accordance with consumer requirements at a minimum (specified) 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 formulation of the purpose and objective of creating the system, as well as the restrictions adopted.
3.Analysis of the shortcomings of existing management systems and possible ways their elimination.
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 logistics system concepts from the perspective 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 systems approach and systems analysis assume that the system itself is a complex object, where it is necessary to take into account:
1).close connection between the abundance of factors that determine the behavior of this structure;
2).incomplete certainty of the behavior of the system and especially in the process of its development. 2.(78s.)
A systematic approach makes it possible to establish the principles on the basis of which logistics systems are developed and to implement into practice an optimization solution based on a criterion common to this entire structure. But on the other hand, if this system becomes too cumbersome, it is impossible to implement from a practical point of view. In this case, it is advisable to divide it into a number of subsystems, and take into account the input and output information in them whenever possible. optimal options. But in any case, the systems approach combines methods of analysis and synthesis of systems in rational relationships.
The construction of logistics systems is based on four main paradigms: analytical, technological (information), marketing and integral.
Analytical paradigm represents the original 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 is American universities, where logistics is one of the fundamental disciplines. Analytical is based on a solid theoretical basis, using in research methods and models of inventory management theory, economic cybernetics, mathematical statistics, and queuing theory. As a result, a complex economic and mathematical model is developed, but implementing it in practice is difficult and sometimes makes no 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 and mathematical model does not cause any particular difficulties. For most firms interested in an integrated approach to logistics research, the analytical paradigm is inconvenient.
The technological paradigm emerged in the 1960s. and is closely related to the rapid development of information and computer technologies. The philosophy of this paradigm is 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 basically involves solving simple management problems using information and computer technologies. A logistics management strategy helps solve a number of administrative functions: planning, purchasing material resources, regulating production problems, distributing finished products, etc. An example of practical use is MRP\DRP systems in intra-company planning of purchases and deliveries of products. The disadvantage is that such logistics systems do not have flexibility and dynamism and are not able to regulate the relationships of manufacturers with suppliers and end consumers of products. Logistics systems built on the principles of the technological paradigm are not flexible and dynamic enough in relation to modern requirements for the development of a market economy.
Since the early 1980s. and to this day, in a number of developed countries, the marketing paradigm is often used when synthesizing branded logistics systems. Models using this paradigm aim to describe and explain the relationship between the logistics system and the firm's competitive capabilities.
Marketing Paradigm began to develop over the past twenty years and subordinate to the strategic goal of the company - the strategy of competition in the product sales market. The solutions of models using this paradigm are based on high-quality and reliable initial data, which, of course, makes it difficult to obtain simple analytical solutions. Practical example An LDP (Supply Chain Management System) system can serve. This system provides:
conceptual marketing approach to inventory management in the distribution network within the company;
forecasting the need for material resources and demand for finished products;
determining vehicle needs;
determining the optimal number of links in the logistics chain;
Integral paradigm. In 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 extend 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 realizes the goals of the enterprise. 3(145 pp.)
Today many economic organizations in practice, as a rule, they combine the use of the three above paradigms. However, in recent years, a new logistics paradigm has taken root and is widely spreading, which most researchers call integral. It essentially develops marketing, taking into account new prerequisites for business development at the present stage, which include the following:
new understanding of market mechanisms and logistics as 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 have opened up new horizons for control and management in all areas of production and circulation of products.
An example of the application of integrated logistics is the concept of JIT (just-in-time - just in time), TQM (Total Quality Management), integrated distribution systems, etc.
The creation of such a logistics system as ISCIS (Integrated Supply Chain Information System) - an integrated information system serving the logistics channel - was based on the integral paradigm. ISCIS implements 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 macrologistic 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 with material flow to achieve business goals. In this regard, we consider it advisable, when forming integrated micrologistics production systems for pharmaceutical enterprises, including pharmaceutical companies, to adhere to the integral paradigm and consider the logistics system as a single whole - an integrated system that realizes business goals from the supplier to the end consumer.
The real need for integration is becoming inherent in all business 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, trading enterprises and companies serving the market infrastructure into integrated logistics systems. They are the ones who are able to quickly, timely and at minimal cost deliver products to the consumer.
The main trend of our time, 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 market mechanisms and logistics as a strategic element in the implementation and development of the competitive capabilities of an enterprise.
Real prospects and trends for the integration of supply chain participants among themselves, the development of new organizational forms - logistics networks.
Technological capabilities in the field of the latest information technologies, which open up fundamentally new opportunities for managing all areas of production and commercial activity.
The dynamics of market relations, the globalization of international business and resource limitations lead to a significant increase in the speed of material, financial and information flows, a reduction in the number of intermediaries in supply chains, and a decrease in the stability and reliability of their functioning. Therefore, achieving the strategic goals of enterprises becomes possible when transforming existing logistics systems into integrated logistics networks. The operation of enterprises as part of logistics networks determines a number of advantages associated with the pooling of independent risks, i.e. a reduction in the number of “oscillations” in the system, as well as a significant reduction in costs and an increase in the quality of operation of the entire system. The main reason for their creation lies in the fact that the success of a 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 movement of economic resources that ensure the functioning of any business enterprise. In Fig. Figure 1 shows an enterprise logistics diagram that ensures the functioning of various flow processes that require integration. construction logistics systems and focusing attention... on special algorithm. So, first of all... integrated micrologistic system, which combines financial planning And logistics operations. This system ...
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An integrated approach in logistics requires the unification of various functional areas and their participants within a single drug system in order to optimize it. This approach extends both to the microeconomic level of the company itself and to the business platform (B2B or B2C). It is important that, when solving problems of optimizing management at the micro level, within the enterprise - the “owner” of the logistics process, managers proceed from the problem of optimizing the drug product as a whole. The pursuit of unified supply, production and distribution is the only possible prospect in addressing issues of achieving goals within the framework of the drug. This approach allows you to obtain accurate information about the condition and location of a product/service at any moment - from the “entry” at the source of raw materials to the “exit” - receipt of the goods by the end consumer, information about industrial complex and about the entire distribution network. The advantages of the integrated approach are indicated by the following arguments:
¦ the separation of distribution, production management and supply issues can lead to disagreements between functional areas and relevant departments, which hinders the optimization of the system as a whole;
There are numerous contradictions between production and marketing. Integration into a system is the most adequate way to resolve them;
¦ the requirements for the information system and for the management organization are of a uniform nature and apply to all types of logistics operations. The task of coordination is to optimally link at the operational level the various requirements arising in the LAN.
The integrated approach creates a real opportunity to combine functional areas of logistics by coordinating actions performed by independent parts of the logistics system that share common responsibility within the target function.
As stated above, currently the concept of integrated logistics in Western business has been transformed into the business concept of Supply Chain Management-- SCM -- "Supply Chain Management."
Organizational information integration of logistics system counterparties
The idea of integrated logistics is based on the fact that enterprises included in the supply chain increasingly understand the need to follow the same goal - working towards a common end result associated with satisfying an identified need. To do this, they must mobilize their efforts and direct them towards coordinating actions.
In the theory of integrated logistics, there are two levels or two approaches to integration. The first is the integration of logistics functions at the enterprise level or intra-company integrated logistics. The second is integration across the entire supply chain or intercompany integrated logistics. Their commonality is determined by cross-functional integration.
Deviation from the idea of integrated logistics at the level of a specific enterprise leads to the following negative consequences:
* the enterprise has different, often conflicting goals;
* there is duplication of effort and a decrease in productivity;
* communications deteriorate and information flows between individuals become more difficult structural divisions enterprises, which, in turn, impedes coordination between them and leads to lower
efficiency, higher costs and ultimately poorer customer service;
* the degree of uncertainty in the functioning of supply chains increases and the duration of delays increases;
* unnecessary buffer and insurance reserves appear between individual elements, such as, for example, work-in-progress inventories;
* important information, such as total logistics costs, becomes unavailable;
* logistics as a whole receives a lower status in the enterprise.
Obviously, the main way to avoid these consequences is to consider logistics not as a set of functional activities, but as a single integrated function. Intracompany integrated logistics is the provision at the enterprise level of the interconnection of supply logistics, intra-production and distribution logistics, which are carried out in the form of a single end-to-end function that implements the functional cycle of logistics.
In practice, integrating all logistics within an enterprise is quite difficult. In an intra-company supply chain, many different activities are performed, all types of transactions using different systems and geographically widely dispersed. The solution may be gradual integration, built over time. For example, one department can gradually begin to deal with all issues of placing orders and receiving raw materials and products. Another department is to take on all issues related to the delivery of finished products to customers. Some businesses choose to stop the integration process after reaching this level, and so they operate with two functions:
* materials management - a section connected to production and responsible for the flow of incoming raw materials and the movement of materials from one operation to another. The controlled movement of material flow in the integrated “supply - production” system is defined by the concept of “material and technical support for production”;
* physical distribution - a section linked to marketing and responsible for the outgoing flow of finished products.
Despite the existing signs of integration with production, and they are characteristic not only of physical distribution, but also of material management, in general this approach retains the separation of the functions of supply and sales, which can only be overcome in one way - by combining two functions into one, responsible for all movements materials at the enterprise level.
Despite obvious benefits intracompany integrated logistics, when trying to implement this approach, as a rule, some difficulties arise. They stem from the fact that managers in the field of logistics and other related areas, such as marketing, must solve a rather difficult task - to overcome the “parochial” thinking characteristic of relatively isolated functional divisions of enterprises. They must learn new ways of working and establish new relationships with each other, creating a culture based on teamwork and collaboration rather than achieving their own goals and conflicting with each other. Senior managers in this situation must play the role of cross-functional coordinators.
Internal integration should be facilitated by mastering the practice of accounting and analysis of general logistics costs. In the traditional approach, each cost element was considered separately from the others, and therefore it was believed that a reduction in costs for one of the accounting items should automatically lead to a reduction in overall costs. But in the 60s. last century, enterprises began to systematically approach logistics and analyze the interdependencies between certain types activities. It became clear that reducing costs in one of the logistics processes sometimes leads to an increase in costs in another, in the same way, overall logistics costs can be reduced, although costs in individual processes can increase. It is known, for example, that transportation by air significantly more expensive than transportation by railway, but faster delivery eliminates the need to hold inventory and maintain warehouses, resulting in greater savings.
An important advantage of integration is access to information and general systems management. To do this, managers need to have a well-functioning technology for collecting, storing, analyzing, distributing and presenting information for a variety of purposes: from operational to strategic. The solution to this problem is many large enterprises found in creation corporate networks such as an intranet, although recently the Internet has been increasingly used for the effective transfer of logistics information. Information must enter the control system, which evaluates current circumstances, makes the necessary decisions and obtains appropriate results. Thus, an information system can, for example, show that inventory is being used slowly, and a control system can use this information to place orders with suppliers in a timely manner.
Practice has confirmed that if each enterprise is limited only to performing its own operations, then inconsistencies arise in external interactions, including in the form of a mismatch in logistics capacities, which interfere with the progress of material flow and increase costs. Intercompany integrated logistics helps eliminate bottlenecks and makes the entire supply chain more advanced.
Intercompany integrated logistics is understood as ensuring, throughout the supply chain, the interconnection of all types of logistics activities between participants, which are performed in concert in the form of a single end-to-end function until the final need is satisfied.
Intercompany integrated logistics embodies two the most important rules:
* for maximum satisfaction of the end consumer, enterprises operating within the same supply chain must cooperate;
* enterprises in the same supply chain must compete not with each other, but with enterprises operating in other supply chains.
The main advantages of intercompany integrated logistics are as follows:
* the ability to exchange information and resources between enterprises;
* lower costs resulting from the balance of operations, lower inventories, fewer forwardings, economies of scale, elimination of activities that wasted time or did not add value;
* improved performance through more accurate forecasts, better planning, more productive use of resources, more informed prioritization;
* improvement of material flow, as integration allows it to be moved faster and more reliably;
* better customer service associated with a reduction in order fulfillment time, more fast delivery and more fully taking into account the needs of individual consumers;
* greater flexibility, allowing enterprises to respond more quickly to changing conditions;
* the ability to achieve compatibility in the use of standardized procedures, which eliminates duplication of efforts, transmitted information and operations performed during planning;
* stability of product quality indicators and a smaller number of inspections as a result of the implementation of integrated quality management programs.
The benefits of intercompany integrated logistics seem obvious, however, as in the case of the development of intracompany integrated logistics, enterprises face a number of difficulties, and relatively large ones. Thus, many of them distrust others in the supply chain and are therefore wary of sharing information. But even with a sufficient level of trust, problems may arise due to differences in development priorities, the use of incompatible information systems, different levels of professional training of personnel, a special approach to security issues, etc.
The most difficult problem that arises when organizing intercompany integrated logistics is to overcome the traditional view of other enterprises as competitors. When a business pays money to its suppliers, managers assume that they can only benefit at the expense of the other party. In other words, if a company makes a good deal, in their opinion, this automatically means that the supplier is losing something; and vice versa, if the supplier receives good profit- this is a clear sign that the company is paying too much. Building relationships on categorical “either-or” principles does not have long-term prospects for business development. For example, if suppliers set strict conditions and do not receive a guarantee of repeat business, then they do not see the need for cooperation and try to make as much profit as possible during a one-time sale. In turn, customers do not feel loyalty to such suppliers and try to find the best option for making transactions, constantly reminding suppliers that they have competitors. Under such circumstances, each side pursues its own autonomous line of behavior, is guided only by its own interests, and decides only own tasks. As a result, changes in the terms of the transaction sometimes occur promptly and unilaterally, with the other party receiving appropriate notification in last moment. There is uncertainty regarding the number of orders and their volumes, suppliers and customers are constantly changing, types of products and working conditions with them change, the time between orders becomes unstable, there are no guarantees for repeating orders, costs for the same orders can vary significantly.
Such problems can be avoided if the management of enterprises realizes that in their own long-term interests it makes sense to replace conflicting relationships with agreements. This requires a major transformation in business culture based on the understanding that intercompany integrated logistics brings benefits to all supply chain participants.
There are several main ways for enterprises to cooperate to organize intercompany integrated logistics. The simplest of them is maintaining joint business. In this regard, the experience of Japanese firms that create so-called “keiretsu” - groups of enterprises working together, but without a formal partnership, is of interest.
Today, “keiretsu” are the largest financial, industrial and trading conglomerates, which are of decisive importance for the Japanese economy. Their formation followed the concentration of commercial and industrial groups (“sogo sesha”) around the Fue, Daiichi, Sanwa and Tokyo Banks by implementing a strategy of consolidation within the groups and expanding mutual participation in capital while increasing the volume of transactions between group firms. Analysts argue that “the concentration of production, capital and modern technologies in functionally integrated conglomerates, keiretsu helps reduce costs by increasing labor productivity and capturing economies of scale; There is intense rivalry between groups (“excessive competition”) in all areas, which stimulates the desire to penetrate new markets.”
Informal agreements provide certain advantages to the parties due to their flexibility and the absence of obligations to take any action. However, this also entails a disadvantage, which is that each party can terminate cooperation without warning the other party, and at a time that suits only it to the greatest extent. This is why many businesses choose to enter into more formal agreements with written contracts that set out the scope of each party's obligations. Such formal agreements have the advantage that they fix the basic parameters of cooperation, so that each party knows with certainty what it must do. At the same time, there are also disadvantages - loss of flexibility and the need to carry out actions under more stringent conditions. The most common types of formal agreements include: alliances, joint ventures, etc. In agreements providing for cross-shareholding, intercompany integrated logistics is ensured by financial integration, which creates the preconditions for its convergence with intracompany integrated logistics. Complete transformation occurs in cases of mergers and acquisitions.
The basis for cooperation in the implementation of management functions is determined by the presence general information. Without active participation in the exchange of information, not limited to the boundaries of the enterprise, but covering all parts of the supply chain, cooperation in these chains will be incomplete or will cease altogether. Information sharing is a fundamental building block that characterizes strong supply chain relationships.
Along with information exchange, management personnel, who must work together in an atmosphere of trust, mobilizing common knowledge, become an effective factor in cooperation. An example of active interaction between the parties is the use of the JIT-P concept, which provides for the placement of supplier employees in the customer’s offices. This technique creates more high level trust of the parties, since everyday personal contacts help eliminate any hidden inconsistencies and remove artificial barriers to confidentiality. It also helps the supplier and customer respond more quickly to emerging problems and opportunities.
The best performance of supply chains is achieved when enterprises focus their cooperation on the use of modern technologies and thereby contribute to the development of integrated logistics on an innovative basis.
Test No. 1
Computers, market globalization, growth of partnerships and strategic
Unions.
What is the fundamental novelty of the logistics approach to managing
Economic activities in modern conditions?
a) In the integration of all areas of economic activity into a single
resource-conducting system;
b) in new ways of selecting suppliers of raw materials and supplies;
c) in the integrated use of modern computer technologies in
information flow management;
d) in novelty organizational forms and types of business.
Which of the following logistics problems is not local?
a) Maximum reduction of product storage time;
b) reduction of transportation time;
c) achieving high system flexibility;
d) quick response to customer requirements.
What is meant by micrologistics?
a) Micrologistics solves operational issues of the movement of information
flow in space;
b) micrologistics solves local issues of individual companies and
enterprises;
c) micrologistics solves issues related to market analysis
suppliers and consumers;
d) micrologistics solves issues related to the development of general
Purchasing and distribution concepts.
5. What issues does macrologistics solve?
a) Operational issues of the movement of material flow in space and
in time;
b) local issues of individual firms and enterprises;
c) issues related to market analysis of suppliers and consumers and
development of a general concept of procurement and distribution;
d) issues related to the development of a general concept of transformation
Material flow.
Test No. 2
1. Choose the definition that most accurately reflects the concept of logistics
suppliesｻ:
a) one of the functional subsystems of the organization’s logistics;
b ) management of material flows and services in the process of providing
organizations with material resources and services;
c) applied science of process materials management
logistics of production;
d) this is the management of the logistics of the enterprise.
What are the three main subsystems included in the logistics system?
Enterprises?
a ) Supply logistics, transport logistics;
b) information logistics, service logistics;
c) production logistics, warehouse Logistics;
d) sales logistics, financial logistics.
Answer: the first of a), c), d);
3. Which logistics system is based on the logistics conceptｫexactly in
termｻ?
a) KANBAN;
b) MRP I;
c) MRP II;
d) DRP I;
E) DRP II.
What is the integral logistics paradigm based on?
a) On the application of the JIT concept and the TQM concept in the management process
logistics system;
b) on the development of information and computer technologies and their
integral application in logistics process management;
c) considering logistics as a management tool,
integrated by material flow;
d) on the classical approach to logistics as a theoretical science.
What is the difficulty in achieving a perfect presentation?
Logistics integration in the form of building a macro-logistics system?
a) difficulties market structure(external environment) affecting
functioning of the system;
b) a significant number and high variety of connections between the system and
external environment;
c) the possibility of multivariate functioning processes and
system development;
d) there is no correct answer.
Test No. 3
1. List the main tasks solved by supply logistics:
b) coordination and alignment of supply and demand in supply and
distribution through the creation of insurance and seasonal reserves;
c) support and improvement of the quality of purchased material resources;
d) answers a, c are correct.
2. Determine the main criteria for choosing the best supplier:
a) cost of purchased products, quality of service, reliability
service quality;
b) image, established long-term economic relations, financial
owl condition;
c) low prices, a short time fulfillment of orders, provision of technical
support;
d) all answers are correct.
3. Identify the main sources of information to determine the need
in material resources:
a) main schedule;
b) bill of materials;
c) materials usage schedule;
d) all answers are correct.
4. Choose the definition that most accurately reflects the concept of logistics
productionｻ:
a) science and practice of managing flow processes in organizational
b) one of the functional subsystems of the company’s logistics;
c ) regulation of the production process in space and time;
d) planning, organization of material and related flows and
Managing them.
Which of the following methods is most often used in
Information systems MRP and ERP class?
a) Volumetric;
b) volume-calendar;
c) calendar;
d) volume-dynamic.
6. Which planning method allows you to take advantage of the systems
ｫpushｻ type?
a) MRP II;
b) ERP;
c) KANBAN;
7. K30 defines:
a) specialization coefficient;
b) the ratio of the durations of procurement and processing
operations;
c) equipment utilization level;
d) number of completed technological operations.
To what stage life cycle Does the product include sales logistics?
a) Consumption or operation and disposal of products;
b) manufacturing of products;
c) circulation of products;
d) product research and design.
What is the difference between dealers and distributors?
a) The dealer conducts transactions on his own behalf and at his own expense, the distributor - from
on behalf of the manufacturers and at your own expense;
b) the dealer conducts transactions on behalf of the manufacturers and at his own expense,
distributor - on his own behalf and at his own expense;
c) the dealer conducts transactions on his own behalf and at his own expense, the distributor - from
own name and at the expense of the manufacturer;
d) the dealer conducts transactions on his own behalf and at the expense of the manufacturer,
Distributor - on his own behalf and at his own expense.
10. Distribution channel is:
a) a structure that combines internal divisions of the organization with
External agents and dealers, wholesalers and retailers,
through which goods, products or services are sold;
b) physical environment interaction between retailers and wholesalers;
c) a set of departments of the organization involved in logistics
activities;
d) the most rational way to sell finished products to the final
To the consumer.
11. Inventory management in the logistics system occurs:
a) at the production supply stage;
b) in the main production;
c) at the stage of distribution of finished products;
d ) throughout the supply chain.
12. Indicate the costs arising from inventory shortages:
a) due to failure to fulfill an order;
b) due to loss of sales;
c) due to the loss of a customer;
d) in connection with damage and theft.
13. Classification of inventories using ABC distribution is carried out according to:
a) the cost of inventories;
b) the natural volume of reserves;
c) the area occupied by this type of product in the warehouse;
d) nature of consumption.
14. Define the concept of “warehousing logistics”:
a) warehousing logistics is one of the functional subsystems
logistics of the organization;
b) warehousing logistics is the management of the movement of material
resources in the territory warehousing;
c) warehousing logistics is a complex of interrelated operations,
related to cargo processing of material flow;
d) warehousing logistics – regulation of in-warehouse
International trade.
EDI systems?
a) Communication standards define the reception characteristics,
signal conversion and data transfer rate. Information
Test No. 4
Procurement.
By electronic means.
By electronic means
5. The main tasks of optimizing resources in the logistics system:
a) establishing a reliable and continuous material flow for
ensuring the smooth functioning of the organization;
b) maintaining reserves of material resources at the standard level
warehouse;
c) search for competent suppliers, close cooperation with them and
formation of profitable relationships;
d) answers a and b are correct;
e) all answers are correct.
Test No. 5
Logistics strategy?
a) What type of company are we representing now?
b) What type of company do we want to represent in the future?
c) Who are our consumers (buyers)?
d) What is the nature and characteristics of our business?
e) answers a and b are correct;
f) all answers are correct.
Test No. 6
E) there is no correct answer.
5. Typical functions of integrated logistics managers:
a) establishing long-term goals and objectives of logistics management;
b) coordination of logistics marketing and production strategy
firms;
c) development of a strategic logistics plan and coordination with
production schedule;
d) transportation management.
Test No. 7
Russia?
a) legislation in the field of logistics is practically absent;
b) Russian legislation is not sufficiently consistent with
international legislation in the field international trade;
c) Russian legislation does not sufficiently correspond with
E) there is no correct answer.
3. List the scientific and theoretical prerequisites for development:
a) systematization of theoretical, methodological and
E) there is no correct answer.
4. List the scientific and technical prerequisites for development:
a) there are facilities of a powerful warehouse system and
commodity distribution systems;
b) large automated transport systems operate
complexes, transport hubs and cargo terminals;
c) enterprises of various types of transport and communications operate;
d) computing and information control rooms operate
centers;
E) there is no correct answer.
5. Factors and trends in the development of logistics during the period of globalization:
a) an increase in the number of transnational corporations positioning
yourself on international market as global companies;
b) the increasing role of ports in attracting cargo flows;
c) penetration into national markets transport services large
foreign companies;
d ) expanding the list and increasing quality requirements
provided logistics services;
e) all answers are correct.
Test No. 1
What were the prerequisites for the emergence of integrated logistics?
a) Development of the theory and practice of military logistics;
b) changes in consumer demand patterns and attitudes;
c) changes in inventory strategies, cost pressures on
production, widespread dissemination of the TQM philosophy;
d) revolution in information technology and implementation of personal
Logistics is a flow process management system that expands the scope of application of logistics methodological tools towards cross-functional integration and optimization of an appropriate set of types of production and economic activities in their interrelation and interdependence, starting with individual operations and ending with end-to-end management of flow processes.
Integrated logistics ensures that the product is always available at the right place, at the right time, in the right quantity and form, provided that each of the organizations that takes part in this end-to-end process takes actions to increase the value of the product for consumers.
The essence of integrated logistics is defined as follows:
1. The main role of an enterprise’s application of the concept of integrated logistics is assigned to the achievement and maintenance of it competitive advantages in the long term.
2. Enterprises direct their activities to increase the consumer value of products or services, using integrated logistics for this purpose, which justifies the costs.
3. Enterprises acquire a new, higher organizational and managerial level, creating strategic integrated structures with partners to achieve competitive advantage.
The primary objectives of integrated logistics are:
■ determination of the goals and objectives of logistics and, accordingly, its importance in the formation and development of the enterprise’s activities;
■ integration of the achievements of related and similar spheres of modern general theoretical, technical and economic sciences into new systemic knowledge for the purpose of its application in the process of formation and development scientific base logistics, increasing its significance for applied use;
■ formation of integrated types of production and commercial activities as a system object of logistics management in correctly defined temporal and spatial parameters of the environment;
■ development of scenarios for the design of logistics systems focused on market economy, as well as the transformation of “their management structure;
■ research and modeling of patterns of creation and progressive development of logistics systems, based on the characteristics and real conditions of the formation of production and economic relations;
■ development of methodological approaches and algorithms for planning and managing integrated types production processes in conjunction with their organizational and managerial integrators, tuned to logistics.
The integration mission of logistics is determined by the manifestation of cause-and-effect relationships between logistics and production, logistics and marketing, logistics and management, and the like. Enterprises are consciously outsourcing a wide range of functions, including development and design, production, distribution, etc., to other organizations. This gives them the opportunity to focus on effectively performing functions that are more necessary for themselves (that is, effectively implementing their basic competencies).
At the “logistics integration” stage, issues of planning and control over the management of key business processes are resolved, starting from the end consumer and covering all suppliers of goods, services and information that provide value to consumers.
The integration effect of logistics management (in contrast to traditional management, which must ensure a minimum of costs in each individual link of the process) can be considered as an attempt by the enterprise to ensure maximum cost reduction for the entire set of processes in production and circulation. This can be represented as follows:
where are, respectively, the costs in each link of the process.
The main stages of the formation and development of logistics as modern instrument enterprise management are determined by the formation and implementation of relevant logistics concepts, which are the initial basis for the development of flexible models for managing flow processes in various areas of production and economic activity of enterprises.
The integrating function of logistics in the management process is implemented through a system of forms and methods of economic activity, which include:
■ integration of functions for the formation of economic relations with the functions of determining the needs for products and their delivery to the consumer;
■ coordination of logistics management of suppliers during the transportation process;
■ cooperation in the integrated use of warehouses and terminals owned by various business entities;
■ optimization of total costs when moving products based on the economic compromise of enterprises included in the integrated chain.
- Integration (from Lat. Integration- recovery; integer- whole) - a concept meaning the state of interconnectedness of individual differentiated parts and functions of the system as a whole, as well as the process leading to such a state; the process of convergence and connection of sciences that occurs next to their differentiation.
- Method (from Greek. Tethodos- path of research, theory, teaching) - a way to achieve a goal, solve a specific problem; a set of techniques or operations for practical or theoretical knowledge (mastery) of reality.
