The concept of supply chain management. Objectives and strategic elements of supply chain management

The concept of DRM has been one of the most dynamically developing areas of scientific and practical activity over the past decades. The term "Supply chain management - SCM" - "Supply chain management" - was proposed by the system integrator - the company "i2 Technologies" and consulting company"Arthur Andersen" in the early 1980s. The emergence of the DRM concept is also associated with an article by C. Oliver and M. Weber, published by them in London in 1982.

In the process of evolution, the conceptual apparatus of the UCM concept has changed significantly, because its terminology is in constant development. In the 1980s, many industries in advanced economies experienced a situation in which the cost of production decreased as much as was practically possible. To maintain competitiveness, there was a need for a new concept of business management. With the emergence of the concept of "UCP" in the 1980s. came up with the idea of ​​coordinating the flow of materials and finished products not only within one firm, but also in a number of firms interconnected by a technological chain. Therefore, for many foreign companies it became clear that effective management The CPU is the next step they need to improve their competitiveness.

In the process of studying the theory and practice of the DRM concept, four main stages in its development can be distinguished.

Stage 1. The origin of the theory of Supply Chain Managers.

1980s There is a need for a new concept of business management as the idea of ​​coordinating the flow of materials and finished products not only within one firm, but also in a number of firms interconnected by a technological chain. At this stage of development, the concept of "UTC" in its content only slightly differed from the extended interpretation of integrated logistics and was almost completely determined by it.

Stage 2. Separation of Supply Chain Management Theory from Logistics

First half of the 1990s There is a separation of the SCM theory from logistics, there are independent studies of CPU management as a science, as well as areas of application of its concept in practice. There is a shift and separation between logistics and SCM of conceptual and semantic categories and individual terms. There is a need to systematize the applied concepts and terms of logistics and supply chain management.

Stage 3. Formation of the classical concept of Supply Chain Management

Second half of the 1990s – early 2000s The difference between m / y integrated logistics and URM is clearly indicated, the functions of controlling, coordination and integration in the management of the flow of goods are assigned to the concept of "supply chain management". The main areas of research focus on the processes of integration and the creation of strategic partnerships, as well as ensuring the interconnection and control of commodity flows and information coordination to ensure communication between links in the chain. The general accumulated experience of theoretical and practical knowledge forms training courses in a new discipline

Stage 4. The current stage of development of the theory of Supply Chain Management

Second half of 2000s There is an even more in-depth study of the theory and practice of DRM and their adaptation to different markets. The modern practice of supply chain management focuses on intra-company planning and resource optimization in building relationships between the focus company and the rest of the supply chain.

As a result of studying this chapter, the student should:

know

• the essence of the concepts characterizing the supply chain and the supply chain management process;
• the relationship between the strategic, tactical and operational levels of supply chain planning;
• supply chain planning technology;

be able to

• apply knowledge to supply chain management;
• organize the supply chain planning process;

own

• supply chain planning methods;
• understanding of the role and place of integrated planning in the supply chain management loop.

Supply chain management and the place of integrated planning in the control loop

The supply chain is a complex economic system that consists of many manufacturers (producers), suppliers of raw materials and materials, warehouse terminals, distributors, 3P and 4PL providers that have certain functionality and interact in material, financial and information flows, as well as service flows from sources of raw materials to the end consumer. The main elements (participants) of the supply chain are shown in fig. 2.1.

Rice. 2.1.

- material flow; – information flow

As a rule, supply chains are complex stochastic systems with a number of features. These features primarily include:

• plurality of participants, moreover, legally independent;
• the complex nature of the interaction between the participants, who often compete with each other;
• each enterprise has its own target function, conflicting interests of enterprises;
• constant and rapid emergence, maintenance and disintegration of bonds in chains;
• a large number and variety of logistics operations and functions performed by participants in the supply chain;
• cooperative and coordinating relations with external suppliers and clients;
• difficult to formalize the qualitative nature of the relationships and criteria for the functioning of enterprises;
• the stochastic nature of most factors and processes that impede the functioning of enterprises and the supply chain as a whole.

Features of the supply chain dictate the need to form a special management system that would ensure effective coordination joint activities supply chain enterprises and the synchronization of their business processes. In the early 1980s American companies i2 technologies and Arthur Andersen introduced the term "supply chain management" (SCM) into economic practice. Supply chain management is understood as new strategy business aimed at destroying obstacles, bureaucratic barriers and boundaries encountered in the way of the movement of material, financial, information flows from various participants in the supply chain. It is important that the point of view of one enterprise is transmitted to the entire chain. The synergy of cooperation is in the center, and the boundaries of enterprises become unsteady, not limited only by the enterprise itself. Constantly changing environment requires flexible and fast coordination of processes that go beyond the scope of one enterprise. The necessary for this is flexible only in content, but rigid in time. teamwork can be carried out outside the local organization, but within the framework of supply chain management.

For businesses, implementing this strategy means doing business in a strategic way with their external suppliers and customers.

Supply chain management implies the performance of the functions of organizing, controlling, coordinating and planning the supply chain (Fig. 2.2).

The function of the organization includes the formation of the structure of the supply chain, as well as the creation of a system of cooperative relations in the process of bringing the material flow from the source of its occurrence to the end consumer, which ensure the competitiveness of the supply chain. However, these links are formed in a decentralized way at each section of the supply chain. Each enterprise independently manages interactions with its suppliers and customers.

The nature of connections and interactions can be different, as it depends on the goals of the supply chain and on the characteristics of the products for the creation and promotion of which the chain was formed.

At the same time, the organization is the process of implementing the plans developed in the planning process.

Rice. 2.2.

Control function consists in an objective quantitative and qualitative assessment of the results of the supply chain for subsequent adequate corrective action.

Supply chain control is a system for monitoring, detecting and resolving emerging problems in the functioning of the supply chain. Monitoring is carried out over the network of partners, resources and processes in the supply chain to analyze and evaluate their effectiveness. The control system allows you to track every step at all levels of creating wealth and benefits (from the supply of raw materials, materials to after-sales service end user).

The control process consists of setting standards, measuring the results actually achieved, and making adjustments if the results achieved differ materially from the established standards. The standards are based on the plans developed during the planning process.

Coordination is a management function that ensures the continuity and continuity of logistics processes in the supply chain. the main task coordination consists in achieving consistency in the work of all parts of the organization by establishing rational communications between them.

Without appropriate coordination, the enterprises - participants in the supply chain can focus on ensuring their own interests, and not on the interests of the supply chain as a whole.

The formation of common goals and a single direction of efforts of all members of the supply chain to achieve these goals ensures planning function. Planning is included in all other management functions, acts as their necessary component, which is why it is customary to talk about its "omnipresence". At the same time, planning co-organizes all other functions, giving them, and therefore the entire management as a whole, the necessary degree of organization. Planning is a fundamental function of management.

The integrated planning process allows you to more clearly formulate the targets of the supply chain and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, integrated planning provides a clearer coordination of the joint activities of enterprises, the synchronization of all business processes of enterprises and thus strengthens the interaction of all participants in the supply chain. Planning improves customer satisfaction with chain performance. This means that planning is a continuous process of learning new ways and methods to improve the performance of the supply chain through identified opportunities, conditions and factors.

Modern science offers many different definitions of the concept of Supply Chain Management (SCM) - "Supply Chain Management", while the range of opinions is very wide depending on the country, the logistics school (direction) and the particular researcher. To date, there is no consensus on the content of the concept of "supply chain management", it is constantly being refined and changed. A synthetic definition of the supply chain, based on a generalization of the opinion of most foreign scientists and specialists, may sound as follows: “A supply chain is three or more economic units directly involved in external and internal flows of products, services, finances and / or information from a source to consumer."

Currently, the emphasis in the interpretation of this concept is increasingly shifting towards an expanded understanding of Supply Chain Management (SCM), given in the collection of "Standards for Logistics and Supply Chain Management".

Supply Chain Management (SCM) is the organization, planning, control and execution of the flow of goods, from design and procurement through production and distribution to the end user, in accordance with market requirements for cost efficiency. Logistics is the planning, execution and control of the movement and placement of people and/or goods, as well as the supporting activities associated with such movement and placement, within economic system created to achieve its specific goals

The traditional goal of supply chain management is to minimize total logistics costs while meeting a given fixed demand. These costs may include:

cost of raw materials;

domestic transport costs;

investment in equipment;

direct and indirect production costs;

direct and indirect costs of distribution centers;

inventory maintenance costs;

the cost of intra-factory transportation;

external transport costs.

When building a model to solve specific planning problems, you can explore only a part of the company's overall supply chain and its associated costs.

Experts believe that minimizing total costs is not the main goal of the company when analyzing strategic and tactical plans for the supply chain. On the contrary, the firm should strive to maximize net profit, where net profit = gross profit- general costs. At a certain fixed level of demand, it is assumed that the gross profit from satisfying demand is also determined and fixed, so the firm will be able to maximize net profit by minimizing total costs.

When using optimization models for strategic and tactical planning, it is not enough to focus only on cost control - the model also provides for the cost of production (which should be used in order to increase net profit by appropriate regulation of sales). For example, when planning for the next year, information presented in the form of a model on the marginal costs of products supplied to various markets could be used to change the draft sales plan. The company's salespeople should be instructed to promote products to markets with the highest possible margins.

The difficulty in applying the demand management model, even in the modest form we have described, is that this model requires the involvement of marketers who are usually quantitative analysis. Moreover, once marketing and sales decisions are included in the model, it becomes difficult to find limits that can and should be considered. Nevertheless, the integration of supply chain management and demand management is attracting more and more interest from many companies, although this area has not yet been sufficiently studied.

Management decisions about the supply chain and demand are very closely related to corporate finance decisions, especially when planning a firm's strategy. More than 25 years ago, scientists proposed optimization models for analysis financial solutions related to the corporate balance sheet, such as annual changes in fixed assets, dividends paid, or share payments without a fixed dividend. They still have not been widely used, but since these models can be fully integrated into logistics, recently financial managers have become interested in their implementation and use.

Of course, the company must also pursue goals related to customer service, product range, quality, and time. Some authors even argue that, in principle, costs and profits are not important. Instead, to achieve competitive advantage the company should focus on time, product range and other aspects of its activities. Such statements are not true, because after all, the purpose of the company is to make a profit. It just doesn't matter from an analytical point of view which goal you choose. Optimization models can help managers evaluate trade-offs in goal selection.

The supply chain performs two main functions.

• 1) The physical function of the supply chain is visible to anyone: materials turn into parts, and those into finished goods, and all this in one way or another moves in space.
• 2) The intermediary function of the supply chain is less obvious, but no less important - what consumers need should come to the market.

Both functions, of course, are performed with some overhead. During the execution of a physical function, there are costs of production, transportation and storage. The intermediary function implies costs of a different kind. When supply exceeds demand, it is necessary to cut prices and sell at a loss, and when demand exceeds supply, there are lost revenues and dissatisfied customers.

Supply chains arise not only to improve the quality of service to consumers, but also to bridge the gaps that arise when suppliers are located at a great distance from consumers. This allows you to perform operations that are performed or can be performed in places located at a great distance from consumers or sources of materials.

In addition to moving materials between geographically dispersed operations, supply chains eliminate the mismatch between supply and demand. In addition, supply chains can make the movement of materials easier.

Benefits of well-planned supply targets:

• 1) the operation is carried out in the best places for this, regardless of the location of the customers;
• 2) by concentrating the execution of operations in large structures, manufacturers can save on scale;
• 3) manufacturers do not store large stocks of finished products, as they transfer these products along the supply chain closer to customers;
• 4) wholesalers place large orders, while manufacturers reduce unit costs, which makes it possible to provide discounts to buyers;
• 5) wholesalers keep stocks of many suppliers, which gives retailers ( retail sales) the ability to choose the goods they need;
• 6) wholesalers are located closer to retailers and respond more quickly to their orders;
• 7) if wholesalers reliably supply products, then retailers' stocks may be small;
• 8) retailers can carry out small transactions that allow them to respond more quickly to consumer requests;
• 9) transportation is simplified and becomes cheaper, because fewer large consignments are transported;
• 10) organizations can gain experience in implementing specific types operations.

Supply chain management includes not only the responsibility for the movement, but also for the storage of materials during the chain.

If we trace the movement of materials through the organization, we can distinguish the following activities that are included in supply chain management:

• - purchase/supply;
• - incoming traffic flows;
• - acceptance of material;
• - warehousing - prompt replenishment of certain positions in trading floor, conditions for the preservation of cargo, safety of packaging;
• - inventory control;
• - order picking;
• - material handling - the goal is to ensure efficient movement along short routes in the warehouse, using the most suitable equipment for this with minimal harm to the material;
• - external transportation;
• - management of physical distribution;
• - processing, product return, waste disposal;
• - choice of location;
• - communications.

There are some obstacles (barriers) on the way of the supply chain. The following types of barriers in supply chains can be distinguished:

• 1) traditions;
• 2) organizational shortcomings;
• 3) legal aspects;
• 4) disconnection of the control system.

Traditionally, the management and control of the supply chain is carried out separately for individual functions.

There are also problems that are not related to efficiency - the organization cannot depend on the supplier. Information is another barrier.

Quality and added value are terms that are constantly used in the supply chain, and are the most important when designing and creating a supply chain. Because the ability to work and efficiency of the entire supply chain determines its weakest element, then the element that does not provide necessary qualities, must be removed first.

Each participant in the supply chain must convincingly prove that his contribution to the common cause adds value to the entire process, and that this cost exceeds all support costs. his contribution.

So good financial results have always been considered the main purpose of business. Accordingly, all activities to create or improve the supply chain should be carried out taking into account the practical results or the final profit, while the company should think not only about own results but also about the results of other participants in the supply chain.

1.1. Supply chain management: economic essence, significance and role in the modern economy

Modern science offers many different op-

definitions of the concept of Supply Chain Management (SCM) - “Management

supply chain management”, while the range of opinions is very wide and depends on the country, the logistics school (direction) and the particular researcher. To date, there is no consensus on the content of the concept of "supply chain management", it is constantly being refined and changed. A synthetic definition of the supply chain, based on a generalization of the opinions of most foreign scientists and specialists, may sound as follows: “A supply chain is three or more economic units (organizations or individuals) directly involved in external and internal flows of products, services, finances and / or information from source to consumer.

Currently, the emphasis in the interpretation of this concept is increasingly shifting towards an expanded understanding

Supply Chain Management (SCM), given in the collection

"Standards for logistics and supply chain management".

Supply chain management (SCM) is the organization, planning, control and execution of the flow of goods, from design and procurement through production and distribution to the end user in accordance with market requirements for efficiency in order

spending. Logistics is the planning, execution and control of the movement and placement of people and/or goods, as well as the supporting activities associated with such movement and placement, within an economic system created to achieve its specific goals.

There are many examples of different interpretations of the terms "supply chain management" and "logistics". It is rather difficult to cover the whole range of these interpretations, consisting of many different types, changeable terms of logistics and supply chain management. There are a number of reasons that led to this state of affairs:

1. Historically short time of development. Both logistics and supply chain management are quite young and rapidly developing sciences. The term Supply Chain Management was first proposed in 80s of the XX century. Terminology and conceptual apparatus in this field of knowledge are constantly being refined and changed, filled with new content.

2. The presence of various national schools and trends in logistics and supply chain management. At present, we can talk about the existence of an American school ( D. Bau-

Ersox, J. Kloss, D. Waters, J. Stock, D. Lambert, etc.),

serious research in various European countries, in

including the UK M. Christopher, J. Mentzer, K. Oliver, M. Weber and etc.). Of particular interest are the studies of Australian scientists who have a significant impact on the development of the Asian logistics school. In particular, the works John Gatorna recognized world-class specialist in logistics and Supply Chain Management from Australia translated into Japanese and Chinese languages and are currently enjoying great recognition in Asian countries.

3. The interdisciplinary nature of logistics and supply chain management and the combination of economic and engineering disciplines in them. Supply chain management over the past few decades has been one of the most dynamically developing concepts at the intersection of marketing, logistics, operational management and strategic management.

4. The presence of a large number of terms from various fields of knowledge. This is also due to the fact that the leading experts in this field of knowledge are initially specialists in other areas: management, marketing, commerce, various engineering specialties.

5. Lack of some logistics terms in various languages, as well as their inaccurate understanding in different countries. The use of different terminology can be explained by the authors' belonging to one or another logistics school, as well as the desire to focus on certain aspects of the logistics process. For example, the term "physical distribution" was used in the United States in the second half of the 20th century as a synonym for the modern concept of logistics, and in

standing tense, it denotes one of the functional areas of logistics and is synonymous with the term "distribution".

1.2. The evolution of the concept of supply chain management

The concept of supply chain management has been one of the most dynamically developing areas of scientific and practical activity over the past decades.

The term "Supply chain management - SCM" - "Supply chain management" - was proposed by the system integrator - the company "i2 Technologies" and a consulting company "Arthur Andersen" in the early 1980s. The emergence of the concept of supply chain management is also associated with the article K. Oli-

Vera and M. Weber "Supply chain management: Logistics Catches up with Strategy", released by them in London in 1982.

AT In the process of evolution, the conceptual apparatus of the concept of supply chain management has changed significantly, because its terminology is in constant development. AT In the 1980s, many industries in advanced economies experienced a situation in which the cost of production decreased as much as was practically possible. To maintain competitiveness, there was a need for a new concept of business management. With the emergence of the concept of "supply chain management" in the 1980s. the idea of ​​coordinating the flows of materials and finished products appeared not only within one firm, but also in a number of firms interconnected by a technological chain. Therefore, it has become clear to many foreign companies that effective supply chain management is the next step they need to improve their competitiveness.

AT In the process of studying the theory and practice of the concept of supply chain management, four main stages in its development can be distinguished (Table 1.1).

Table 1.1

The evolution of the concept of supply chain management

1.3. Development of the concept of supply chain management

in Russian Federation

Currently, supply chain management as an SCM concept is one of the effective ways increase profits and market share and is actively implemented in the economies of industrialized countries. Many large companies, including Russian ones, are implementing the principles of Supply chain management as a new business ideology. The introduction and development of the strategic advantages of logistics both abroad and in our country are facilitated by national coordination

organs such as European Logistics Association

(European Logistics Association - ELA) and the Council of Supply Chain Management Professionals (CSCMP). In the Russian Federation, these coordinators are currently National

National Logistics Association of Russia (NLA) and National Supply Chain Council . The need for the creation and functioning of these organizations is to:

- develop proposals and additions to legislative and regulatory legal acts of the Russian Federation in terms of logistics, since there is currently no legislation in the field of logistics in our country;

- remove the barriers in the tax, customs, and transport legislation of Russia that hinder efficient use strategic potential of logistics;

- form integrated logistics systems covering various areas of business, to create interregional and international integrated logistics, transport, trade and information systems.

National Supply Chain Council – public non-profit organization in the shape of non-profit partnership, open to all market participants ( industrial enterprises, suppliers of products and services, transport and logistics companies, financial and credit organizations, insurance organizations, non-profit associations and centers, consulting, educational and state enterprises). The main goal is to disseminate supply chain management standards in practice real business in the Russian Federation and the CIS countries. The mission of the Supply Chain Council is to develop,

development and dissemination of the supply chain model as the basis of the all-Russian intersectoral standard for supply chain management, which combines the best global and national practices. The supply chain model defines the general concept of supply chains, standard terminology, measurement and evaluation system logistic function, generalizes best practices, is a procedural model for the implementation of logistics software, performs an integrating function when building both intra-corporate and inter-corporate supply chains.

National Logistics Association of Russia pre-

constitutes public organization, whose founders are State University – graduate School Economics (SU-HSE), the Russian Association of Business Education (RABE) and the Association of Freight Forwarders of St. Petersburg. The mission of the NLA is the formation and development of logistics in Russia as a new scientific and practical direction that contributes to the socio-economic development of business entities, sectors of the economy and the country as a whole, as well as improving the welfare of citizens. The main tasks of the organization are the following:

- analysis of foreign theoretical studies and practical experience in the field of logistics in order to adapt and implement them in Russia;

- development of proposals and additions to legislative and regulatory legal acts of the Russian Federation in terms of logistics;

- coordination of activities of enterprises, organizations and institutions engaged in research in the field of design, construction and maintenance of the functioning of logistics systems; exchange of best practices in the application of logistics developments

in the Russian Federation and abroad;

- organization and participation in the certification procedure for logistics specialists in accordance with Russian and international requirements and standards.

Growing globalization, interaction with Western companies, as well as domestic research and publications in the field of logistics and supply chain management make it possible to use world experience in practice. Many foreign companies, expanding the geography of supply chains, include the territory of the Russian Federation as markets for finished products, as well as

the purpose of placing production facilities for its manufacture in its own supply chain, thus involving Russian partners in global integration.

As an example, consider the activities of Electrolux. This company is one of the largest players in the washing machine market. By annual rating Fortune magazine, Electrolux is one of the 100 largest companies peace. On the Russian market Electrolux has been in business since 2004. In order to gain a foothold in a new rapidly growing market as soon as possible household appliances the company opened its own factory for the production of Electrolux and Zanussi washing machines in St. Petersburg. An important indicator The activity of the plant is the degree of localization of the production of components. Production localization refers to the practice of placing a company's production facilities in close proximity to the sources of their consumption. From the standpoint of logistics and customs, the expediency of opening a factory in Russia to meet the needs of a growing domestic market obvious. When importing ready-to-use washing machines, it is necessary to pay customs duties at the rate of import customs duty 15% off customs value products in euros or US dollars. Since March 2005, Decree of the Government of the Russian Federation No. 125 "On Amendments to the Customs Tariff of the Russian Federation with regard to components for washing machines" has established a zero duty rate for parts of washing machines (TN VED code of Russia 8450 90 000 0). Thus, part of the components for the production of washing machines began to be imported at a zero duty rate, which made it possible to significantly reduce costs.

Another example of the involvement of Russian potential in global integration is the experience of the automobile concern Ford. In 2002, the official opening of the Ford plant in the city of Vsevolozhsk, Leningrad Region, took place. The functioning of the plant provided for the fulfillment by the company of obligations on a certain level of investment in the implementation of the project and the phased localization of products. To date, Ford's investment in Russian project amounted to about 230 million US dollars. The level of localization of the plant's products is more than 40% of the cost of the car.