Integrated logistics management of complex organizational and economic structures. What were the prerequisites for the emergence of integrated logistics? Integration as the basis for the formation of modern logistics systems

Introduction.

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

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

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

Option number 4.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

forecasting needs for material resources and demand for finished products;

determination of needs for vehicles;

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

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

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

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

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

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

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

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

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

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

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

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

The prerequisites for an integrated logistics approach are:

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

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

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

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

Restructuring systems management of the household part of the MLPU Semenovskaya Central District Hospital

Thesis >> Management

3)8. Private streams Integrated material flow PATIENT financial... designing logistics systems. 3.4. Design principles and building logistics systems, formation logistics connections. 3.5. Logistics informational systems and...

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Abstract >> Logic

Agricultural holdings and the like integrated structures. Logistics is ... decisions (the so-called algorithm actions). Knowledge of metrics... systems; they should be taken as a basis for planning and setting goals. Principles building logistics systems ...

Goals and role of information flows in logistic system

Abstract >> Logic

Applications integrated information and management systems, ... basis for building all logistics systems. In ... information flows in logistic system The importance of information logistic systems, first of all ... special algorithm on the...

With the development of logistics and the emergence of ideology SCM in business organizations, the level of integration of logistics activities has continuously increased. At the same time, integration in logistics also developed gradually: from infrastructural integration through organizational to informational.

Integration 1 is an extremely capacious and frequently used term in management and logistics. Integrated management, integrated services, integrated logistics manager, integrated information systems / technologies - this is not a complete list of set phrases currently used to describe logistics business processes in supply chains.

Infrastructure Integration was originally associated with the simple idea of ​​combining the management of logistics infrastructure facilities - the company's transport departments and warehouses - into a single transport and warehouse complex subordinate to the logistics service. Such a combination provided significant advantages for the company in terms of better synchronization of transport and warehouse operations (business processes) and more rational use logistical base and fixed assets (structures, rolling stock of transport, handling and storage equipment, etc.). In the future, this integration also affected the information part of the logistics infrastructure - local information systems such as WMS, TMS etc. (in terms of technical equipment and software).

Organizational integration was associated with the evolution of the type of organizational structure of the logistics services of companies - from a linear-functional management structure to a matrix and process-oriented one. As you know, these types of management structures are characterized by the transition from managing individual operations to managing their totality - integrated business processes - in order to optimize the company's resources and meet the requirements of end users.

Finally, information integration was caused by the need to build a single information space for supply chain counterparties, which would provide the necessary modern conditions speed, completeness and accuracy of obtaining the necessary data for the implementation of logistics business processes. Of particular importance were the development and implementation of integrated planning systems, inventory management in supply chains, electronic document management, supply chain monitoring systems, integrated corporate information systems, etc.

Creation of a single information space, i.e. environment for integrated planning and management of the entire supply chain 2 See paras. 218, 219.

rates, as well as coordination and communication of chain counterparties - the most important component SCM- concepts. The main goals of information integration for supply chain management are:

• achieving the required level of information openness (transparency) in relation to needs, capacity utilization and stock levels in the supply chain;
• operational forecasting of demand, planning of capacity utilization and the level of stocks in the chain;
• monitoring of logistics business processes and timely identification of deviations and disruptions in the functioning of the supply chain. Information systems perform

the role of a functional technical infrastructure that ensures the integration of counterparties into the concepts SCM. The objectives of this infrastructure are the strategic configuration of the supply chain (Supply Chain Configuration), tactical and operational planning (Supply Chain Planning) and operational supply chain management (Supply Chain Execution). To solve these problems, a special type of information systems was developed - Advanced Planning Systems - An advanced planning system that supports a new planning logic that can overcome the shortcomings of traditional enterprise planning and management systems. BUT/^-systems can be used as an addition to traditional transactional ^ld-systems, while acting as independent planning systems that can eliminate the shortcomings of traditional systems. To build a holistic information space for supply chain management as part of an integrated information support, in addition to ERP- and LDZ’-systems should include Customer Relationship Management (CRM) - customer relationship management, Supplier Relationship Management (SRM) - supplier relationship management, Supply Chain Event Management (SCEM) - supply chain event management and E-Supply Chain Management (E-SCM).

Development of information integration in the field of logistics and SCM is moving towards expanding the use of concepts/technologies such as СPRE (Collaborative

Planning, Replenishment and Forecasting) - joint planning, forecasting and replenishment of stocks, VMI (Vendor-Managed Inventory)- management of the supplier / seller of consumer stocks, SCMo (Supply Chain Monitoring)- supply chain monitoring, DCC (Demand and Capacity Collaboration) - interaction on demand and capacity management, CSRP (Customer Synchronized Resource Planning)- resource planning synchronized with the consumer, EVCM (Extended Value Chain Management) - advanced value chain management, ECR (Efficient Consumer Response)- effective response to customer requests, etc.

At present, in leading companies, functional business areas - supply, production, distribution, as well as logistics functions traditional in these business areas - transportation, inventory management, purchases and orders, warehousing, cargo handling, packaging - are integrated on the basis of a common information and computer platform, forming a strategic innovation system. The introduction of integrated logistics management methods into business practice allows companies to significantly reduce inventories, accelerate the turnover of working capital, reduce logistics costs, and ensure the most complete customer satisfaction in the field of product quality and related services.

In the concept of integrated logistics, the coordination between the different functional areas of logistics (supply logistics, production logistics and distribution logistics) is of particular importance in terms of total costs, delivery service and flexibility.

Requirements for logistics integration and its essence

An innovative integrated approach to logistics and SCM requires expanding areas of integration. Today, the efforts of many companies are aimed at increasing the degree of integration SupplyС/шш-activities between interacting companies and within them. In addition to the information technology improvement measures mentioned earlier, which should

lead to acceleration and qualitative improvement of information flows between counterparties of supply chains, measures of physical, organizational and social integration. The physical measures of integration include the reorganization of the logistics network or the trend towards spatial convergence (consolidation) of logistics activities in technology parks and logistics centers.

Organizational integration measures are attempts to introduce process managers, i.e. Supply S/shh managers who are responsible for coordinating the entire supply chain. At many enterprises, for the same purpose, SupplyС/г г///?-teams and committees. As an organizational effort to increase the degree of integration, one can cite the search for new, closer forms of cooperation between the supplier and the manufacturer (system supplier). In addition, efforts are often made to strengthen social and interpersonal bonds between Supply Chain-managers, for example, between employees of the planning department and the purchasing department of manufacturing or trade enterprises, on the one hand, and employees of the sales and order fulfillment departments, on the other hand.

SCM- an important, perhaps even the most important, component of today's activities of top managers of many leading companies. As practice shows, 60-80% of personal resources, costs and a significant part of the company's success are determined by how well or poorly organized the interactions of counterparties in the supply chains are. Many enterprises, engaged in different activities or involved in many parallel supply chains, face the challenge of intelligently “horizontal” integration of such links into the value chain for customers. Horizontal integration is applicable where the synergy from the linking of processes gives better results than the isolated execution of activities within functional areas. For example, successful companies Siemens and 3 M have recognized the potentials of partial, carefully chosen combinations of activities of various supply chains and are great effort in order to implement them. Companies that anticipate the subsequent requirements of day-to-day integration and coordination of activities in the supply chain already at the stage of product development and market selection will achieve better results than those that operate without harmonization of various levels of activity.

• The term "integration" comes from the Latin. integer - whole, restored. In the dictionaries of foreign words of the Russian language, the concept of "integral" is defined as inextricably linked, integral, unified. In the generally accepted sense, integration means: 1) the state of connection of individual differentiated parts and functions of the system, the organism into one whole; 2) a process leading to a state of connectedness of individual parts and functions of the system. A detailed semantic analysis of the term "integration" in relation to logistics and management is given in the work: Sterligova A.N. Analysis of the meaning of the term "integration" in the context of organization management // Logistics and supply chain management. - 2005.- No. 6.

Firms Achieving Strategic Advantages
thanks to competence in logistics, determine
the nature of competition in their industries?

D. BAUERSOX, D. KLOSS

The modern Russian economy is increasingly turning towards systemic structural transformations focused on logistics. The prospects for the new economy are characterized by the effect of integration, caused by a significant reduction in costs and the quality of customer service.

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

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

This is most clearly manifested not only in inter-functional coordination within the company, but also in overcoming inter-company, inter-industry boundaries in effective integrated supply chains.

The prerequisites for an integrated logistics approach are:

1. A new understanding of the mechanisms of the market and logistics as a strategic element in the implementation and development of the competitive capabilities of the enterprise.
2. Real prospects and trends for the integration of participants in logistics chains among themselves, the development of new organizational forms– logistics networks.
3. Technological capabilities in the field of the latest information technologies, opening up fundamentally new opportunities for managing all areas of production and commercial activities.

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

A - financial flow serving the supply (suppliers)
B - supply of components, materials
C - promotion of the commodity flow
D - revenue from the sale of products and services

Integrated logistics allows you to most effectively achieve the goals of business and the state. Profit maximization will be influenced by factors such as competitive positioning (positioning), competitive price, low costs, and industry structure. Integral responsibility for the level of costs is connected in this case not only with intra-company costs. It also includes responsibility for the efficiency and timeliness of deliveries, the choice between manufacturing products and purchasing them from suppliers. Management is based on the method of involving individual interrelated elements in an integrated process (integrated logistics) in order to prevent irrational losses of material and other resources. However, most Russian enterprises managed on the basis of traditional methods and is not adapted to extract additional benefits from logistics. Thus, enterprise logistics can be viewed as an integrated process to ensure the creation of use value at the lowest cost. Until recently, market orientation was considered the main success factor. However, to ensure stable profitability, enterprises must correctly select and combine resources. The concept of resource orientation, which was formed in the 80s in economically developed countries, inevitably leads us to rethink the role of integrated logistics. From this point of view, integrated logistics has the following features that have a direct impact on efficiency:

• formation and use core competencies, which implies a particularly effective combination of resources that competitors do not have;
• maintaining stable key competencies in the long-term strategic perspective;
• the ability of customers to benefit for themselves, the willingness to pay for additional services.

The existing economic mechanism in enterprises focuses mainly on the processes occurring within the enterprise. Its goal is to maximize the difference in price between purchases and sales. An integrated logistics approach using a “value chain” is focused on all participants. Value chains (supply chains) contain five performance areas:

• communication with suppliers;
• communication with consumers technological processes within the same department;
• logistics processes between departments within the enterprise;
• logistics links between enterprises in the supply chain.

Enterprise systems built according to this type are aimed at significantly reducing costs by accelerating capital turnover, reducing order fulfillment time, and coordinating work with a network of suppliers. From the point of view of integrated logistics, the enterprise functioning model, built according to the B2B (business to business) criterion, will look like this:

The analysis of the above diagrams allows us to identify the key areas of logistics competence that ensure the competitiveness of an enterprise or a group of enterprises. World-class companies usually demonstrate results above the industry average in all important areas of competence, but strive for special achievements only in a few key areas outlined by management.

As a rule, among the key areas of competence of logistics, the following are distinguished (see Fig. 3):

• Inventory Management;
• transportation;
• logistics information;
• logistics infrastructure;
• warehousing, cargo handling and packaging.

Fig.3 Key areas competence of integrated logistics

From Fig. 3 shows that logistics is aimed at achieving High Quality customer service based on the integration of key competencies. This allows us to develop modern logistics management technologies and achieve a high level of competitiveness. Successes in each of these areas only make sense if they improve the overall efficiency of the integrated logistics system. Of particular note is the logistics information, which is the most important strategic resource logistics. The use of electronics reduces logistics costs due to more good governance information flows, increasing their speed and coordination. The classics of integrated logistics D. Bowersox and D. Kloss rightly emphasize: - Firms with advanced logistics systems believe that it is cheaper to search for information using information optimal solutions than to carry out non-optimal stock movements?. We present the information resources of integrated logistics in the form of a kind of "tree" consisting of 12 basic elements. (See Fig. 4)

Forlog Services SA manages the entire equipment supply chain

Forlog Services SA is one of the few companies operating in Russia capable of providing a full range of logistics management services for enterprises. Initially, the company was created as a control center for the supply of medical equipment to Russia, as part of an international project. Organizers: International Bank and Fund " Russian Healthcare". The International Bank put forward the following requirements for the project executor:

• mandatory availability of an advanced information system;
• delivery tracking should take place in real time;
• all stages of the workflow must be taken into account and controlled;
• at the request of the Russian Healthcare Foundation, reports of any form and complexity based on real operational information should be given.

The company controlled the entire supply chain of equipment, from the supplier to the final recipient. After unpacking at the regional warehouse, the equipment was delivered to the final recipient in a certain region of Russia.

The tasks set by the International Bank were solved Russian company"IntegProg-Service", which carried out a set of works to create a logistics information system for monitoring deliveries using the developments of the French company "Data Dynamic Systems".

The control system developed on the basis of "Pro Shipper Data" allows you to fully track the sequence of control events due to the geographical movement of cargo and changes in its condition, starting from the dispatch of the entire shipment by the supplier and ending with the receipt of a separate batch of goods by the customer. In addition, the system allows you to track financial information by product: not only the cost of the product is taken into account, but also the additional costs associated with it.

Exactly integrated logistics toolkit most fully ensures the stability of the enterprise in a market environment, providing an effective choice and combination of key competencies.

Thus, the achievement of strategic goals modern enterprise only possible with the integration of logistics functions.

The transfer of the Russian economy to market relations dictates the need to revise the principles of state management of the placement of supplies of products for federal state needs that existed under the planned-administrative system of management. When choosing the nomenclature of components and materials when creating complexes, systems, samples of equipment, the following tasks should be solved:

meeting the needs of all state customers in the process of operation, repair and maintenance of products with a smaller number of spare parts, components and materials;

• reducing the cost of purchasing products based on the development of competition among suppliers;
• support for domestic manufacturers and suppliers of products for state needs;
• reducing purchases of imported products and expanding exports of Russian products;
• optimal redistribution of stocks of supplies in warehouses between various government customers and regions.

One of the directions for reforming the Russian economy, primarily the military-industrial complex, lies in the plane of creating a mechanism that would flexibly and effectively ensure the interaction of the main elements of logistics: "deliveries-production-warehousing-transportation-sales" in the framework of solving these problems.

To achieve these goals, information integrated logistics support is of particular importance, allowing at all stages life cycle products to effectively manage the formation and fulfillment of orders. Essentially, we are talking about giving the country's industry and transport systems new qualities that are designed to ensure the integration of the work of the public and private sectors of the economy on the basis of intersectoral logistics coordination.

At the same time, we take into account the world experience in the use of integrated logistics. After the Second World War, logistics becomes a priority in the functioning of not only the military-industrial complex of the United States, Japan, Western European countries that are members of NATO, but also enterprises of the civilian sector of the economy. The most important innovations in industry and the military have been the shift from product-based or military-arms-based organizational management to function-based management. This trend was revolutionary in both industry and military planning.

A consequence of function orientation is a tendency towards greater centralization and coordination in a single centre. It is to this approach that we owe the rise of the modern “golden billion” economy. On the business activity and competitiveness of enterprises has a significant impact functional diversification, which grows out of the introduction of technological innovations, which are so lacking, first of all, for Russian industrial enterprises. It takes the form of integration of enterprises engaged in the subsequent stages of manufacturing a particular product within the same industry, or between enterprises of related industries.

In this case, aviation industry enterprises will be interested not only in the manufacture of aviation equipment, its supply under leasing, but also in its efficient operation in airlines. The most significant feature of this approach is the elimination of traditional functional structures in civil and military departments, business enterprises and government unitary enterprises and replacing them with logistic functional diversification. The dynamics of possible changes in the application of horizontal, vertical and logistical integration is presented in Table 1.

A product-oriented management approach hinders rapid technological progress. The strategic policy of companies will increasingly depend not on the high quality of the currently produced product, but on the introduction of innovations based on the mechanism of integrated logistics. The decisive issue for any enterprise in the industry will be the search for new areas of activity. This will necessarily lead to interaction with enterprises in other industries.

Currently, certain steps are being taken in Russia to introduce CALS technologies, which are considered as a tool for organizing and providing information support for the entire chain of participants in the creation, production and sale of products at all stages of the life cycle. This allows you to reduce production and operation costs, improve the level of service. The effective use of this toolkit is possible on the basis of integrated logistics support (ILS), which is the "core" of the concept of CALS technologies. With the help of the ILP, the following goals are achieved:

• ensuring influence on the development and subsequent optimal implementation of the project;
• planning and operational clarification of allocated resources;
• supply of resources;
• providing resources at minimal cost throughout the entire life cycle.

An integrated supply chain ensures the selection of components, coding of products and spare parts, planning

Thus, integrated logistics support (ILS) is information and organizational support for the post-production stages of the life cycle: procurement, delivery, commissioning, service maintenance including supply of spare parts. The purpose of the ILP is to continuously improve processes in all parts of the supply chain, reduce costs and keep the product (for example, an aircraft) in good condition. The US Department of Defense presented 14 new technology concept priorities at a seminar in Russia. Among them is the development of a unified logistics information system for the armed forces of the United States and NATO. The Government of the Russian Federation is implementing a set of measures to create a software and hardware base for the implementation of CALS technologies in various industries (aerospace, shipbuilding).

The Ministry of Industry, Science and Technology, together with the Ministry of Transport and other interested departments, in the context of restructuring government bodies, needs to develop effective mechanisms for managing the supply of aviation equipment, spare parts and the provision of services based on modern information technologies. We see the basis for building such a mechanism in the use of integrated logistics. At the same time, information and logistics centers should play a strategic role in the functioning of industries, turn into an analytical tool for managing and controlling "critical points" of intersectoral interaction.

An integrated approach in logistics requires the integration of various functional areas and their participants within a single LAN in order to optimize it. This approach extends both to the microeconomic level of the firm itself and to the business platform (B2B or B2C). It is important that, when solving the problems of optimizing management at the micro level, within the enterprise - the "owner" of the logistics process, managers proceed from the task of optimizing drugs as a whole. The desire to combine supply, production and distribution is the only possible prospect in addressing the issues of achieving goals within the framework of the LS. This approach allows you to get accurate information about the status and location of products / services at any time - from the "input" at the source of raw materials to the "output" - the receipt of goods by the end user, information about production complex and about the entire distribution network. The following arguments point to the advantages of an integrated approach:

¦ 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. Combining into a system is the most adequate way to resolve them;

¦ the requirements for the information system and for the organization of management are of the same nature and apply to all types of logistics operations. The task of coordination is to optimally link at the operational level the various requirements that arise in the LAN.

An integrated approach creates a real opportunity to combine the functional areas of logistics by coordinating the actions performed by independent LS units that share common responsibility within the target function.

As mentioned above, at present, 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 counterparties of the logistics system

The idea of ​​integrated logistics is based on the fact that enterprises that are part of the supply chain are increasingly understanding 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 coordination of actions.

In the theory of integrated logistics, there are two levels or two approaches to integration. The first is integration logistics functions at the enterprise level or in-house integrated logistics. The second is integration across the entire supply chain or intercompany integrated logistics. Their commonality is determined by cross-functional integration.

Departure from the idea of ​​integrated logistics at the level of a particular 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 are deteriorating and the flow of information between individual structural divisions enterprises, which in turn hinders coordination between them and leads to lower

efficiency, higher costs and ultimately worse customer service;

* the degree of uncertainty in the functioning of supply chains increases and the duration of delays increases;

* unnecessary stocks of buffer, insurance purposes appear between individual elements, such as, for example, stocks of work in progress;

* important information, such as general logistics costs, becomes unaffordable;

* 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. Intra-company 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, it is quite difficult to integrate all logistics within an enterprise. In an intra-company supply chain, many various kinds activities, all types of operations using different systems and widely dispersed geographically. The solution may be a gradual integration that builds up over time. For example, one department may gradually take over all aspects of placing orders and receiving raw materials and products. Another department is to take care of all issues related to the delivery of finished products to customers. Some enterprises choose to stop the integration process when they reach this level, and therefore they work by performing two functions:

* material management (materials management) - a site docked with production and responsible for the flow of incoming raw materials and the movement of materials from one operation to another. The controlled movement of the material flow in the integrated system "supply - production" is determined by the concept of "material and technical support of production";

* physical distribution (physical distribution) - a site docked with 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 supply and marketing functions, which can be overcome in only one way - by combining two functions into one responsible for all movements. materials at the enterprise level.

In spite of obvious benefits intra-company 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 that is 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 team approach and cooperation, rather than achieving their own goals and conflicts with each other. Top managers in this situation should play the role of cross-functional coordinators.

Internal integration should be facilitated by the development of the practice of accounting and analysis of general logistics costs. In the traditional approach, each of the cost elements 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 decrease in total costs. But in the 60s. of the last century, enterprises began to systematically approach logistics and analyze the interdependencies between individual 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, while costs can increase in individual processes. It is known, for example, that air transport is much more expensive than air transport. railway, but faster delivery eliminates the need for inventory and warehouse maintenance, resulting in greater savings.

An important advantage of integration is access to information and common 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 are found in creation corporate networks type of intranet, although in recent years the Internet has been increasingly used for the efficient transmission of logistics information. Information must be fed into the control system, which assesses the current circumstances, makes the necessary decisions and receives the appropriate results. For example, an information system can show, for example, that stocks are running out 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 the performance of its own operations, then inconsistencies arise in external interactions, including in the form of a mismatch in logistics capacities, which hinder the progress of material flow and increase costs. Cross-company integrated logistics help eliminate bottlenecks and improve the entire supply chain.

Intercompany integrated logistics is understood as providing a supply chain-wide interconnection of all types of logistics activities between participants that are performed in a coordinated manner in the form of a single end-to-end function until the final need is satisfied.

Intercompany integrated logistics embodies two essential rules:

* for maximum satisfaction of the end consumer, enterprises operating within the same supply chain should cooperate;

* enterprises in the same supply chain should not compete with each other, but with enterprises operating in other supply chains.

The main advantages of intercompany integrated logistics are manifested in the following:

* the ability to exchange information and resources between enterprises;

* lower costs due to balance of operations, lower stocks, fewer forwardings, economies of scale, elimination of activities that waste time or do not add value;

* improved performance through more accurate forecasts, better planning, more productive use of resources, better prioritization;

* improvement of the material flow, as the integration allows you to move it faster and more reliably;

* better customer service associated with a reduction in lead time, more fast delivery and more fully taking into account the needs of individual consumers;

* higher flexibility, allowing enterprises to respond faster to changing conditions;

* the possibility of achieving compatibility in the use of standardized procedures, which eliminates duplication of efforts, information transmitted and operations performed during planning;

* the stability of product quality indicators and a smaller number of its inspections as a result of the implementation of integrated quality management programs.

The benefits of inter-company integrated logistics seem obvious, however, as in the case of the development of intra-company integrated logistics, enterprises face a number of difficulties, and relatively large ones. Thus, many of them have a distrust of others in the supply chain and therefore share information with caution. But even with a sufficient level of trust, problems can arise due to differences in development priorities, the use of incompatible information systems, different levels of staff training, a special approach to security issues, etc.

The most difficult problem that arises in the organization of 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 win at the expense of the other party. In other words, if the company makes a good deal, in their opinion, this automatically means that the supplier loses 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 the principles of categorical “either-or” does not have long-term prospects for business development. For example, if vendors set strict conditions and do not receive guarantees of repeat business, then they do not see the need for cooperation and try to make as much profit as possible in the course of making a one-time sale. In turn, customers do not feel loyalty to such suppliers and try to find the best way to complete transactions, constantly reminding suppliers of their competitors. Under such circumstances, each side pursues its own autonomous line of conduct, is guided only by its own interests, and solves only its own tasks. As a result, changes in the terms of the transaction sometimes occur promptly and unilaterally, while the other party receives a corresponding notification at the last moment. There is uncertainty about the number of orders and their volumes, suppliers and customers are constantly changing, the types of products and conditions for working with them are changing, the time between orders becomes unstable, there are no guarantees of repeat orders, the costs for the same orders can vary significantly.

It is possible to avoid such problems if the management of enterprises realizes that it makes sense in their own long-term interests to replace conflict relations with agreements. This requires a massive transformation in business culture based on the understanding that intercompany integrated logistics brings benefits to all participants in the supply chain.

There are several main ways of cooperation between enterprises for the organization of intercompany integrated logistics. The simplest of them is running a joint business. In this regard, the experience of Japanese firms that create the so-called "keiretsu" (keiretsu) - groups of enterprises working together, but without formal partnership, is of interest.

Today, "keiretsu" are the largest financial, industrial and commercial conglomerates that are of decisive importance for the Japanese economy. Their formation proceeded along the lines of the concentration of commercial and industrial groups (“sogo shisha”) around the banks of Fue, Daiichi, Sanwa and the Bank of Tokyo 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 deriving 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 the parties with certain advantages due to their flexibility and lack of obligation to take any action. However, this also leads to a disadvantage, which consists in the fact that each of the parties can terminate cooperation without warning the other party, and at a time that suits only it to the greatest extent. That is why many enterprises prefer to enter into more formal agreements with written contracts that establish the scope of obligations of each of the parties. Such formal agreements have the advantage that they fix the basic parameters of cooperation, and therefore each party knows with certainty what it must do. At the same time, there are also disadvantages - the loss of flexibility and the need to act in more stringent conditions. The most common types of formal agreements include: alliances, joint ventures, etc. In agreements providing for cross-share ownership, inter-company integrated logistics is provided by financial integration, which creates the prerequisites for its convergence with intra-company integrated logistics. A complete transformation occurs in cases of mergers and acquisitions.

The basis of cooperation in the implementation managerial functions determines the presence of general information. Without active participation in the exchange of information, and not limited to the enterprise, but covering all links in the supply chains, cooperation in these chains will be incomplete or even cease. The exchange of information is a fundamental building block that characterizes strong relationships in supply chains.

Along with the exchange of information, an effective factor of cooperation is the managerial staff, which must work together in an atmosphere of trust, mobilizing common knowledge. 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 a higher level of trust between the parties, since everyday personal contacts help to eliminate any hidden inconsistencies and remove artificial privacy barriers. It also helps the supplier and customer to respond more quickly to problems and opportunities.

The best performance of supply chains is achieved when enterprises direct cooperation towards the use of modern technologies and thus contribute to the development of integrated logistics on an innovative basis.