Plants built in places where refined petroleum products are consumed. Oil refining

From a historical perspective, supply chain management is a young area, which is understandable, since it is completely related to development information technologies. However, over 30 years of existence, the development of this segment has become important factor competitiveness of companies whose business includes complex and extensive logistics schemes

When stopping at any major gas station oil company, we are actually 100% sure that we will be able to fill our car with exactly the fuel that is needed. At the same time, we, of course, do not think about the fact that we are at the very end of a long and complex chain, through which oil is transformed into petroleum products, petroleum products are moved in space by all possible means of transport (except perhaps by air), and go through several stages of accumulation and transshipment , ultimately ending up in the tanks of a gas station, and precisely in those volumes and proportions that are needed in a given place in this moment time. Any failures in this chain cause problems for business, since the market does not forgive mistakes: if supply exceeds demand, you will have to trade at a loss, otherwise there will be lost profits and dissatisfied customers. The supply chain management (SCM) system allows you to maintain balance, allowing you not only to quickly adjust all factors - from production volume and the refinery product basket to fuel distribution between stations - but also to predict changes in the market situation.

Growth in a falling market

The processes included in the field of logistics account for a significant portion of the costs in any “production-transportation-sales” system, which means that there are significant opportunities for optimizing and increasing business efficiency. Therefore, any company that aspires to success has always paid increased attention to the most rational arrangement of flows of raw materials and products from production to consumers. Completely new opportunities for this have appeared with the development of information technology. The appearance of the term “supply chain management” in the 80s of the last century is also associated with the computer revolution. Among its authors are such system integration and optimization consulting gurus as the American i2 Technologies and Arthur Andersen.*

For large companies, optimization in supply chains brings millions of dollars of additional profit

In fact, we're talking about about the integration of key business processes, and the tool for this integration in the supply chain management system is special software products. SCM solutions create optimal plans for using existing technological capabilities, determining what, when and in what sequence should be manufactured, taking into account the limitations of capacity, raw materials and materials, building an algorithm for distributing manufactured products based on external and internal factors. For large companies With high production volumes and an extensive, geographically distributed distribution network, optimization in supply chains generates millions of dollars in additional profits. Therefore, it is not surprising that given the current caution of business in investing in the information technology segment, the market software in the field of supply chain management is actively growing. According to Gartner, in 2013 its volume amounted to $8.9 billion, which is 7.3% more than the previous year.

Gazprom Neft is developing its supply chain management system based on products from AspenTech, a leading supplier of optimization and engineering modeling software production processes V oil and gas industry. In the optimization software market, AspenTech's share is more than 80% - on software products Almost all refineries in the world operate from this manufacturer.

* Companies ceased to exist: Arthur Andersen - in 2002, after the scandal surrounding the bankruptcy of AA's client, Enron, and i2 Technologies was absorbed by JDA Software in 2011

At the operational level

In Russia, more or less active development of SCM systems began only in the 2000s. At Gazprom Neft, the starting point for the implementation of the Supply Chain Management program was 2007. In many ways, we had to start almost from scratch. When distributing petroleum products at the planning stage, practically no changes in plant production plans, volume restrictions in markets, or information about prices and costs at the point of sale were taken into account. The RPMS system used by Gazprom Neft plants had quite serious limitations for the development of optimization models; moreover, at the company level there were no uniform approaches to the use of planning models, and the modeling systems themselves were not integrated with the company’s information systems. The IT systems for planning and monitoring the execution of plans did not have any special connection with each other. Automated analytical system economic analysis there were no planned or actual data at all. Moreover, the IT architecture that existed in the company did not even allow receiving up-to-date detailed information about the process of supplying petroleum products.

A new system for optimizing production planning began to work at the company’s Omsk and Yaroslavl plants at the beginning of 2008: the place of RPMS was taken by Aspen PIMS, which has similar operating principles, but is more successfully adapted to modern requirements users and modeling purposes are redesigned, and therefore more efficient and convenient. “A plant is a very flexible production with a large number of installations and flows between them, so it is almost impossible to manually calculate what we should produce to get the maximum effect,” explained the head of the department operational planning and controlling of Gazprom Neft Vladimir Reflov. “By optimizing the basket of petroleum products, we extract the most marginal products from oil to the maximum, generating additional income.”

Building product flows from production to consumers is an important component of business

The logistics and sales optimization system was also developed on the Aspen platform - Petroleum Supply Chain Planner (formerly DPO), and it was Gazprom Neft specialists who, for the first time in the domestic industry history of SCM development, managed to most effectively integrate it with the refining optimization planning system. “The integrated optimization planning system allows us to achieve a synergistic effect in the processes of distribution and production of petroleum products. In the logistics and sales optimization system, we calculate what we need to produce at the plants so that, taking into account transportation, storage, price and cost parameters, we get the maximum margin,” said Denis Petrenchuk, head of the optimization planning department at Gazprom Neft. — If we describe the process in the direction of movement of material flows, then in PIMS we calculate the basket of the most marginal products and in DPO we sell them most effectively. To integrate these systems, we, together with AspenTech specialists, developed a completely new mechanism that still works today.”

Today we can already say that the processes of operational planning in the company are automated high level. However, the Gazprom Neft Operational Planning and Controlling Department reminds that planning without control over the implementation of plans costs practically nothing.

Balance of Efficiency

According to Vladimir Reflov, within the ERP** SAP system, the implementation of resource balance is controlled very strictly - and this is also unique for Russian market, where for now the resource planning process is, as a rule, separated from the process of fulfilling the sales plan by trading departments. “With us, if a resource is not allocated in the balance sheet, sales will not be able to sell it,” explained Mr. Reflov. — Any changes in plans go through the procedure of additional calculations, without which it is impossible to ship a single car in excess of the balance; everything is controlled at the hardware level. Of course, such rigidity also requires a corresponding quality of information in the input streams - the quality of the forecast is the same as the quality of the plan.”

The accuracy of forecasts today is quite high, primarily due to the motivation of the sales departments themselves. “If the initial data is incorrectly forecasted, the enterprise is allocated more resources than needed based on the balance sheet, and based on this, a revenue plan is formed that the division will not be able to fulfill. In the opposite situation, that is, when the product is under-ordered, the commercial division earns less than it could, which means it works ineffectively. Therefore, now everyone is interested in ensuring that the forecast is as close to reality as possible,” explained Vladimir Reflov.

Improvement of the planning process continues, and one of the most important areas of development is the formation of operational plans for several months, the so-called rolling multi-period planning. The development of this functionality will make life easier for many departments of the company. Production divisions will have a clear idea of ​​what awaits them in the future, and will be able to better plan the utilization of capacities and tank farms, which is especially important when the seasons change. Logisticians will be able to plan the order of transport capacity with a high degree of confidence and will receive another reliable source of information for more effective interaction with logistics service providers. Trading divisions will be able to better predict their activities and the utilization of oil storage facilities, and will receive a coordinated vision of the company’s transport and production capabilities, which will facilitate decision-making to achieve operational and medium-term goals.

Another direction of development is development automated tools calendar planning. Now production schedules are created almost manually, based on the limited functionality of the Excel platform. The problem here is not only the low speed of the process, but also its non-replication: the skills and experience necessary for the competent formation calendar plans, has a limited number of specialists. The introduction of automated tools makes expert knowledge a common property.

When scheduling shipments in manual mode the problem of efficiency is already becoming critical: the large amount of information that logisticians work with makes the process of recalculating plans labor-intensive and lengthy. Another current SCM project - called BALI - is also aimed at increasing efficiency - efficiency in obtaining information, and most importantly, its implementation will create a holistic picture of the execution of plans along the entire chain of movement of petroleum products.

** ERP system is a software package that implements the Enterprise Resource Planning (ERP) strategy, allowing you to integrate production and management processes labor resources, assets, finance, focused on continuous balancing and optimization of enterprise resources

The purpose of creating an operational event management system (ERS)

BALI and SAUCE

The main task of BALI is to neutralize the consequences of patchwork automation of accounting processes, which, like almost any Russian company, Gazprom Neft did not escape either. “In Russia, it so happens that all systems and processes are implemented piecemeal, since a quick result is needed,” said Vladimir Reflov. — In science, of course, you must first develop a comprehensive concept, a methodology under which the systems are placed, then everything will work organically. But this takes 7-10 years, so quick projects were made that now have to be stitched together.”

However, according to Mr. Reflov, the task is somewhat simplified by the fact that in Russia today, in fact, there are two global accounting systems: SAP and 1C. Therefore, the main difficulty is not in connecting the blocks, but in the methodology for collecting data. “The main idea of ​​the BALI project is to understand what resource we have and where it is at the moment,” added colleague Denis Petrenchuk. — In one form or another, the company has all the information of interest, but due to inconsistency in systems, deadlines, formats, vision, expert opinion collection of data for adoption management decision requires a lot of time. We want all data to be collected in the system using a single methodology.”

The main idea of ​​the BALI project is to understand what resource is located and where it is currently located

The first (and most difficult) stage of data collection, analysis, and aggregation is almost completed - as part of a pilot project implemented on the basis of one processing and two distribution enterprises of the company. “We are convinced that the chain works, now the issue of replication is on the agenda,” said Vladimir Reflov. “Of course, improvements will still be required, but this is a matter of technology; we have taken the most important step.”

Launch in industrial operation The BALI system will also be an important milestone in the implementation of the project to create an operational event management system (ERS), which allows you to quickly respond to any external and internal influences affecting the process of implementing plans. Another task of the emergency management system is to determine the cause of the incident, assess its financial impact on planned indicators and correct financial results units participating in the event. That is, actually digitize economic efficiency operational decisions made. “SOUS is the most complex system in methodological terms, but at the same time quite simple in terms of technical implementation,” noted the head of the operational planning and controlling department. - Most main question— how to calculate the cost of decisions made? It is almost impossible to automate this operation, because each of the events, even if they are very similar, can be caused by completely different reasons. And this is where BALI can help us a lot, because if we see the entire chain - where the imbalance is, where the product is delayed - in principle, it will be clear for what reason. And the decision on each specific event, of course, must be made by a person.”

By the way, the human factor in the process of SCM development - this seemingly entirely IT story - actually plays an important role, and Gazprom Neft takes this into account. First of all, creating a favorable environment for interaction between process participants located at all levels of the supply management chain. For this purpose, a competence center for optimization planning in oil refining has already been created, within which specialists communicate, advise each other, together look for solutions to emerging problems when implementing IT systems, and become initiators themselves promising developments. That is, we are talking about forming a strong professional team capable of performing, among other things, the functions of an internal consultant.

Goals and objectives of BALI

Infographics: Rambler Infographics / Oleg Vasiliev

Specifics and priorities

The effect of implementing a supply chain management system at Gazprom Neft is approaching 2 billion rubles. In Russia, the company is an industry leader in this area. It is difficult to judge the situation relative to the global oil industry from the point of view of SCM development - the tasks of companies in different countries. Europeans have developed calendar planning in the virtual absence of operational planning - small areas of activity allow. America has a very specific transport system - in the absence of pipeline transport and limited railway transport, the emphasis is on road transport. “It’s difficult to compare incomparable things,” says Denis Petrenchuk. “Because of our specifics, we are one of the most active users of product distribution optimization systems and have probably worked out this process most fully compared to our Western colleagues.”

Among the priority tasks of the SCM development program, specialists from the economics and investment department of the logistics, refining and sales block of Gazprom Neft named, first of all, the implementation of multi-period planning processes for the production and distribution of petroleum products, as well as the creation automated system calendar planning. An important task is the modernization of measurement systems in factories. This will make it possible to implement existing optimization models with maximum effect, and even a simple reduction in the existing measurement error will provide additional profit. Due to a more accurate description of processes, planning for the distribution of petroleum products, and the formation of a calendar, the likelihood of plans being fulfilled will significantly increase, which means it will be possible to increase the level of detail in planning the receipt of funds to the company. Effective management by these means - this, of course, is already outside the scope of SCM. This is just another area of ​​increasing the company’s business efficiency - complex task, in which the development of a supply chain management system is far from the last place.

Stages of SCM development

1. Optimization planning distribution of petroleum products

Before the project starts

Lack of transparency in the planning process for the distribution of petroleum products

Distribution of petroleum products without taking into account the flexibility of production plans

Failure to take into account volume restrictions on the market and logistics capabilities at the planning stage

Lack of accounting for information on prices and costs at points of sale when distributing petroleum products at the planning stage

Current status

DPO models have been implemented for planning the distribution of petroleum products and petroleum, scheduling the supply of petroleum and petroleum products. At the planning stage, multi-scenario calculations are carried out using the production vectors of all refineries of the companies. The DPO distribution model uses over 1,500 detailed restrictions on sales markets, supply directions, shipment and transshipment capabilities, price and cost indicators. Planning and distribution of petroleum products is carried out for specific supply areas and customers. A flexible reporting system for analyzing the results of calculations has been developed and is functioning. DPO is integrated with PIMS and SAP to reduce the time for updating data in all systems.

Development

Availability of a single center for development and management of models

Integration of optimization models for distribution of petroleum products with systems for forecasting demand and calendar shipments

Development of a system of sliding multi-period planning and modeling of the processes of supply of raw materials, production of products and their distribution

Increasing the speed of settlements through the use of the most modern IT solutions

2. Optimization planning for the production of petroleum products

Before the project starts

Absence unified program on system development production planning

Limited possibilities for model development due to the peculiarities of the RPMS system

Lack of uniform approaches and procedures when using the planning model for all refineries of companies

Lack of integration of modeling systems with company information systems

Current status

Use of a single flexible and powerful modeling tool at all refineries of companies, in SM and NIS. Developed refinery models (modeling of primary processes, secondary processes (ONPZ, MNPZ), modeling using engineering programs (YANOS), updated NIS models). A unified procedure for using models in the CC for all refineries of companies in multi-scenario PIMS-DPO calculations. A solution fully integrated with company information systems (DPO, SAP). Conducting conferences for Gazprom Neft PIMS users on an ongoing basis.

Development

Availability of our own competence center, which allows us to implement best practices without the involvement of external consultants

Completion of the audit of Moscow Refinery models and their refinement taking into account proposals

Development of the ONPZ model in terms of modeling production processes (base + delta, WASH scheme, etc.) Audit of models

Development of YANOS models in terms of using data from engineering models

Implementation and ongoing use of nonlinear optimization tools PIMS-AO, oil quality modeling, reporting visualization, etc.

3. The process of executing plans and controlling

Before the project starts

High labor intensity of processes for maintaining balances of petroleum products

Lack of integration between IT systems for planning and monitoring plan execution

Lack of a single repository of information on changes to plans at the stage of their use

Lack of analytical IT system for economic analysis of planned and actual data

Lack of detailed information. Inability to obtain information about the current state of supplies of petroleum products

Current status

Automation of processes for monitoring the execution of plans in the SAP system. Integration of the IT planning system and use in a single circuit (DPO - PIMS - SAP). Held economic assessment all changes to plan data. The process is automated. All changes to planning information that occur during the execution phase (SAP) are stored. Planning and execution control are carried out on a unified basis (information on specific NBs and clients). An analytical reporting system has been implemented that takes into account planned information and current data from the transaction system (SAP)

Development

Development of a synergistic effect from the use of planning, execution and control tools through their development within the framework of a unified SCM concept

Implementation and development of a productive accounting system up-to-date information on the movement of products throughout the Gazprom Neft supply chain (BALI)

Implementation and development of a productive system for operational management of events throughout the Gazprom Neft supply chain (SUS)

Development of analytical and probabilistic tools for the Gazprom Neft supply chain

Introduction and development of forecasting tools, production scheduling and shipments. Using the most modern IT solutions

The time has come for those interested in the process of effective and efficient procurement and supply management. Raw material requirements planning, just-in-time production systems, and a new emphasis on quality and productivity required a rethinking of many traditional purchasing concepts. For example, in developed countries The traditional view that having multiple suppliers improves procurement security and assurance has been replaced by a trend towards single sourcing. The results of closer relationships with and collaboration with the seller on supply chain and quality assurance systems challenge the concept of traditional arm's length buyer-seller relationships. All of these trends are the result of increased management focus on quality and increased activity in developing suppliers that meet supply criteria such as quality, quantity, delivery, price, service, durability and process improvement.

Effective supply management can make a significant difference to the success of most modern companies. Today, the emphasis is on a systems approach to supply management in the context of organizational goals, rather than on individual purchasing-related transactions of the company. The rapidly changing supply landscape, with cycles of oversupply and undersupply, supply and changing prices or availability of goods, presents a constant challenge to companies wishing to gain maximum impact in this area.

All processes for ensuring the competitiveness of companies based on the formation of supply and inventory systems must be combined by an end-to-end methodology, which can be ensured by using a logistics approach that allows comprehensive coverage of all processes as a single whole from a systemic perspective.

The relevance of the topic is also explained by the fact that, despite the relatively large number of management theories and concepts developed to date, the existing models of positive changes in the situation of enterprises and companies, their methodological and scientific research tools have limitations in application in relation to real economic processes happening in Russia. These questions are not just of scientific interest, but also have an important applied nature, since the correct answers to them can become an important contribution to effective development domestic economy as a whole and individual enterprises included in industrial complex Russia. In particular, this aspect determines the relevance of the chosen research topic.

Domestic and Foreign experience showed high efficiency principles and methods of logistics, both in the sphere of production and in the sphere of circulation. Logistics is a relatively young economic science and, essentially, is in the stage of formation and development, covering all new areas of application. Promising is the application of the principles and methods of logistics to the problems of supply and inventory management of enterprises and companies of various industry affiliation, including oil, in order to ensure their competitiveness.

The purpose of the work is to substantiate the directions and methods for improving logistics processes in the links of supply chains.

Main objectives of the study:

• - study inventory management models;
• - analyze purchasing logistics models in the activities of the Novosibirsk Post Office;
• - justify the implementation of optimal methods for managing procurement activities in the Novosibirsk Post Office.
• - consider security issues at postal service enterprises.

The subject of the study is the logistics activities of the enterprise.

Object of study - Novosibirsk Post Office - separate structural subdivision UFPS Novosibirsk region- branch of the Federal State Unitary Enterprise "Russian Post".

The system analysis method was implemented as the main method for solving the assigned problems. In addition, the methodology used in this work includes methods of economic analysis, comparison, analysis and synthesis, assessment, coefficient method and some others.

The information and empirical base of the study was formed on the basis of official data Federal service state statistics and its territorial bodies in the regions of Russia; statistical data and accounting data of the Novosibirsk Post Office, the Federal Post Office of the Novosibirsk Region - a branch of the Federal State Unitary Enterprise "Russian Post".

Introduction

In modern economic science and business practice, logistics is defined as an integrated process of managing material and information flows, which should ensure the maximum possible satisfaction of consumer needs with minimal total costs. This process covers all stages of business activity - from the development of sources of raw materials and supplies to the delivery of finished products and services.

Over the past decades, the content of logistics has expanded significantly, and from an auxiliary means of supporting individual business processes, it has turned into a powerful tool for organizing and running business as a whole. Each production and marketing enterprise in the process of operation is faced with the need to search for reserves for increasing competitiveness. The priority of creating competitive advantages involves the use of management principles that would be able to collectively ensure the interaction of all supply, production and sales processes in the most effective way.

At the present stage, a new approach is management on the principles of an integrated logistics approach. This enterprise management philosophy ensures effective interaction between traditional departments and resolves the contradictions that exist between them. Therefore, many enterprises in industrialized countries have begun to actively use a new area of ​​management and integrated logistics - supply chain management.

Since the late 1980s. and until 2002, the SCM concept developed based on the integration of logistics business processes. Today, the emphasis in the interpretation of this concept is increasingly shifting to expanding its capabilities and presenting SCM as a new business concept. Thus, the well-known American organization Council of Logistics Management offers the following definition of SCM: “Supply chain management is the integration of key business processes (mainly logistics) starting from the end user and covering all suppliers of goods, services and information that add value to consumers and others. interested parties." This concept is a natural continuation and development of the concept of integrated logistics in terms of interfunctional and interorganizational logistics coordination. SCM software applications are part of the most advanced integrated enterprise management systems, in particular ERP II/CSRP systems, ensuring that the right goods and services are delivered to the right place, on time and at optimal logistics costs.

Considering and optimizing activity chains holistically in practice leads to better results than isolated optimization of functional areas such as procurement, production/operations or distribution. A well-known specification of SCM thinking is the concept of effective customer response (ECR), which originated in product manufacturing. food and consumer products, and then spread to many other industries.

To more effectively analyze, plan and design supply chains, the renowned international organization Supply Chain Council has developed a recommended supply chain operations model (SCOR model).

Successful supply chain management requires multiple solutions to manage flows, products, information and finances. There are three main groups of decisions, the so-called decision phases in strategic supply chain planning:

Supply Chain Strategy and Network Design (SCD)

Supply Chain Planning (SCP).

Supply Chain Operations (SCO).

The supply chain planning phase lasts from a quarter to a year and begins with a forecast of current period demand for the various segments of the market being served. During this period should be developed planning decisions regarding the supply of goods to consumer groups from selected locations of production logistics facilities; counterparties were selected to implement the inventory distribution strategy; The time and size of promotional campaigns, etc. have been determined. When planning, supply chain participants must take into account the uncertainty of demand, prices for counterparties' services, the dynamics of macroeconomic indicators, as well as the actions of competitors in the planning horizon. The main objective of all this work is to provide flexibility in decision-making for inventory management and optimize distribution parameters for the development of operational policies.

An important role in integrated supply chain planning is played by the unification of software and data storage, as well as the implementation of integrated planning and management information systems covering several enterprises. An example of organizational efforts is the search for new, closer forms of cooperation between supplier and manufacturer (system supplier, VMI technologies). At the same time, efforts should be aimed both at increasing the degree of integration of activities between interacting supply chain enterprises and within them.

Integrated supply chain logistics planning

Logistics activities implement the main purpose of the company’s logistics, the so-called logistics mix - rule 7R: “Ensuring the availability of the required product in the required quantity and given quality in the right place at the right time for a specific consumer at the best cost.”

Rule 7R reflects the essential features of the logistics mission of a business organization, the key ones being quality, time and cost. The goal of the logistics activities of a business organization should be to ensure the overall management of material, information and financial flows to achieve long-term business success. Rule 7R should provide the company with a vision system for high quality logistics customer service, competitiveness and positioning relative to the market and competitors.

To effectively conduct business in modern conditions the enterprise must integrate planning not only within its internal functional areas, but also with the functional subsystems of business partners, suppliers, customers, etc.

The essence of integrated planning in the context of strategic interaction is the coordination of sales, production, procurement, development and service processes, resources and indicators by all participants in the product life cycle.

The main strategies for integrated logistics planning in supply chains include:

just-in-time (JIT) strategy;

Collaborative Planning, Forecasting and Replenishment (CPFR) strategy;

customer supplier inventory management strategy (VMI);

effective customer response (ECR) strategy.

Just-in-time strategy.

The Just-in-Time strategy was first introduced by the Japanese automobile concern Toyota and became widespread in the 1960s. its purpose is to carry out procurement and supply in accordance with current needs. This strategy is based on synchronizing the volume and quality of supplies in accordance with the operational needs of production. The key elements of JIT are integrated information processing, production segmentation and production-synchronized deliveries. Just-in-time strategy has found application mainly in the automobile industry.

The effectiveness of JIT lies in the ability to reduce production cycle time by up to 60%, increase productivity by up to 30%, reduce inventory levels by up to 40%, reduce quality control costs by up to 25%, and reduce warehouse space by up to 15%.

Inventory management strategy for the supplier at the client

In the Vendor-Managed-Inventory strategy, the responsibility for replenishing the inventory of the next link in the supply chain is transferred to the previous link. In the classical system (pull principle), suppliers receive orders from customers (manufacturers). In a system based on a VMI strategy, customers and suppliers synchronize information flows about requirements and inventory. Based on current information about the client’s needs and inventories, the supplier independently determines the timing and quantity of deliveries, i.e. uses the so-called push principle. To achieve the effect of using this strategy, it is necessary to both implement appropriate information technologies and reengineer business processes and planning methods. Issues of reliability of partners should be considered separately.

Strategy for effective response to consumer demands

The Efficicut Consumer Response strategy is focused primarily on optimizing distribution channels and reducing costs not associated with the value creation process. This concept also implies the introduction of appropriate information technologies, reengineering of business processes and planning methods. The implementation of the ECR concept makes it possible to achieve a reduction in inventories in distribution centers by up to 40%, improved utilization of transport capacities by up to 20%, and a reduction in lead times for customer orders and process costs by up to 50%.

The ECR concept is a fusion of concepts that should contribute to the cooperative optimization of the supply chain from the manufacturing and selling enterprises to the enterprise purchasing a particular product.

ECR is a cooperative strategy that brings together traditionally self-interested sellers and buyers to minimize conflicts and inefficiencies in distribution channels. In this case, the main attention is focused on the relationship between the seller and the buyer with the final consumer. Effectively responding to consumer demand, in other words, supply chain management through consumer demand, of course, is, on the one hand, the goal, and on the other, the implementation of the ultimate goal of this strategy.

To obtain accurate knowledge of consumer needs, integration of the information chain is inevitable. A prerequisite for this is close cooperation between production and trade. In the ECR strategy, cooperation and information processing play a special role, especially between the areas of marketing and logistics.

Integrated logistics planning (supply chain area) implies, first of all, efficient placement of goods and the possibility of using three different approaches (Table 1)

Table 1 – Approaches used in integrated logistics planning

Integration of information flows	Pursues the goal of creating so-called local solutions. In this case, we are talking about local solutions if supply chain partners use different IT systems to process information. This implies processing all orders “manually”; the transfer of information in paper form is not excluded. The resulting costs and time losses must be reduced through the integration of individual ISs. The goal of this integration is to enable all supply chain partners to seamlessly retrieve stored information from the actors of interest to them. To do this, all data must be stored centrally and processed decentralized.
Effective structuring (transformation of goods flows)	It involves structuring the commissioning, circulation, storage and transportation of goods, followed by a comprehensive analysis of “junction points” and finding ways to improve them. In this way, issues such as delivery time and ordering routes can be successfully worked out.
Updated structuring (transformation) of existing orders and inventories	Assumes a holistic understanding of the supply and procurement systems that are generated through the purchase trade order using standardized and valid long time supply and placement processes. The prerequisite for this is the transfer of real sales data from the direct point of sale to the place of production of the goods, where this data triggers automatic, demand-driven deliveries.

Collaborative planning, forecasting and replenishment strategy

The strategy of collaborative planning, forecasting and replenishment (Collaborative Planning Forecasting and Replenishment) is closely related to the strategy of effective response to customer needs and is considered as the result of its further development and improvement. The CPFR strategy was implemented by the Inter-Industry Trading Standards Association. CPFR is an extended version of the ECR strategy. Unlike ECR projects focused exclusively on the trade sector, the CPFR strategy considers not only marketing and logistics cooperation processes, but also processes of joint planning, forecasting and cooperative management. Unlike ECR, CPFR focuses on improving the quality and relevance of data, rather than on simple information exchange. The main elements of the CPFR model of the Association of Interindustrial Trade Standards are the seller-seller and the buyer-seller, who enter into cooperation in order to qualitatively satisfy the client’s needs. These cooperative relationships are divided into four main groups:

Strategy and Planning

Definition and description of cooperative interaction.

Determining the range of products and their positioning.

Development of strategic plans.

Demand and Supply Management

Determining methods for forecasting demand and making deliveries.

Execution

Calculation of operational orders.

Preparing and completing orders.

Reception of goods and warehousing.

Carrying out transactions.

Analysis

Analysis of plan implementation.

Calculation of results.

Calculation of key performance indicators (KPI).

Development of proposals for adjusting plans.

The main difference between CPFR and ECR is the calculation of demand and supply forecasts, which are constantly updated, thereby giving supply chain participants the opportunity to quickly and plannedly compare the values ​​of work performance parameters and adequately adapt their own plans. Modern research shows that CPFR as an SCM strategy is the most promising: 35% of enterprises are ready to work on its basis, 19% have already implemented it.

Compared to the SCOR model, the CPFR process system presents practical steps for implementing cooperation. The essence of the CPFR process model is to bring together all partners for the purpose of close cooperation based on the resources and information provided by all parties. After determining the goals and limiting conditions of cooperation, the stage of joint forecasting begins. First of all, a sales forecast is drawn up based on the requirements of general business plans. A calendar plan of important events is drawn up, such as, for example, the opening of new branches, marketing campaigns, implementation new products– i.e. events that may affect product sales. Then the planned processes and forecasts move into a practical business process, and at this stage the supply process itself begins.

The key advantages of CPFR are the same forecasting of consumer demand for all partners; coordinating cooperation between manufacturer and seller, from sales forecasting to solving problems arising in operational business processes; dynamic approach to solving problem situations; guaranteed supplies of products from sellers and manufacturers based on general forecasting.

Although there are many benefits to implementing CPFR, the system has so far only become widespread among large consumer goods suppliers. The main problem with CPFR is the need to synchronize a large amount of data and, therefore, impose special requirements on information technology. One of the disadvantages of CPFR is that such solutions are mostly aimed at a limited number of suppliers and trading organizations with a point-to-point architecture. But if over time CPFR systems become global data synchronization systems based on open standards, then they will acquire exceptional practical significance.

Based on the analysis of integrated logistics planning strategies in supply chains, it is possible to develop practical recommendations for selecting the main criteria of the required strategy.

Operational and tactical logistics planning

Achieving LS goals is directly dependent on the quality of operational planning. The operational logistics plan is a short-term action aimed at step-by-step achievement of the long-term strategic goals of the drug. Due to the large number of logistics functions performed by the company, its suppliers and intermediaries, integrated logistics planning is necessary, which should be based on a developed system of corporate management and accounting and supported by an effective information system.

Operational logistics planning largely depends on the qualifications of the company's logistics management personnel, so constant efforts are required to build up the logistics knowledge base, retrain and improve the qualifications of personnel.

Operational (tactical) plan is a means of coordinating the logistics activities of the company. It is compiled for a period not exceeding the budget year (usually calculated by month for the year). The logistics strategy defines long-term goals, within the framework of which short-term operational plans detail tasks such as planning of individual logistics operations/functions, operational reengineering and financial logistics planning (Fig. 1).

Figure 1 Integrated Logistics Planning Process

The supply chain has all the functions required to develop the product, purchase materials, manufacture, and ship the product to consumers. In addition, companies need to respond quickly and flexibly to consumer demands. These functions also need to be designed to respond quickly and effectively to increasingly complex customer demands. Therefore, supply chain planning includes all activities required to operate effectively throughout the supply chain. These activities include the following:

Modeling a strategic network. The physical infrastructure of the supply chain is optimized through the selection of acceptable sources of supply, production, warehousing and distribution, which ensures that the supply chain performance targets for costs and customer service are achieved.

Cooperation with consumers. In the course of cooperation with consumers and discussion of expected demand, available supply and relevant market analysis a mutually agreed plan for demand and corresponding market research is created.

Demand planning. Based on past sales, seasonal indicators and trends, as well as market analysis, a statistical forecast of consumer demand is developed.

Planning distribution requirements. Based on the expected customer demand, which is included in the agreed demand plan, and taking into account the applicable inventory policy and the current and planned inventory levels at each storage location, product movement plans are developed.

Transportation planning. Once developed, the distribution requirements plan is then translated into actual cargo volumes transported by sea, air, railway or trucks. Cargo volumes can be optimized in terms of lowest costs, maximum load Vehicle, the shortest driving distance or other target indicators and are offered in the form of a tender to 3PL logistics service providers.

Supply planning based on constraints. The optimal supply plan is created based on expected demand and takes into account all material and capacity constraints, as well as other supply chain characteristics (options such as make or buy, production strategies, inventory policies, lead times for raw materials (sourcing), production and distribution). The use of supply networks is optimized based on cost, flexibility and customer service criteria, using demand plan indicators as input.

Drawing up a complete schedule of capacity utilization. Detailed production plan is created at the plant level and takes into account the supply plan, plant-wide capacity and material constraints, and other plant-wide factors.

Planning the use of materials. To achieve a balanced flow of materials, the materials plan, timing of procurement processes and delivery schedules must be synchronized. The timing of materials delivery and their availability should be based on the overall plan and its goals.

Cooperation with suppliers. Based on the achieved interaction with various layers of suppliers, a mutually agreed plan for the supply of raw materials is developed.

Additional activities that are closely related to supply chain planning include sales and operations planning, which seeks consensus on supply and demand forecasts across all major functions that impact the supply chain. this includes marketing, key account management, production planning, distribution planning, materials and financial management.

It must be emphasized that all operational plans are integrated into the company and into the drug company as a whole by the functional cycle of fulfilling consumer orders and therefore must be considered in conjunction.

As shown in the diagram (Fig. 1), the effectiveness of integrated logistics planning is determined by a system of planned operational indicators and their monitoring in the company. For any operational period, some drug adjustments may be planned. Efforts made to reengineer a drug in the direction of increasing its competitiveness, as a rule, are provided for in several successive operational plans and require the implementation of individual parts of the logistics strategy.

The approved operational plan becomes the basis for the implementation of logistics functions/operations focused on short-term performance indicators. As a rule, approved programs detail financial plans for all departments or teams participating in logistics operations, and the connection of individual functions in the LAN. The operational plan is designed to integrate individual logistics costs within a single unified system of activities. Each logistics manager is responsible for achieving certain coordinated indicators, since an increase or decrease in costs in a separate logistics activity affects the implementation of key indicators of the logistics strategy.

Implementation of the integrated planning process in the enterprise. Integrated solutions.

Implementation of an integrated planning process in supply chains.

Once an organization has clear business goals and an objective, shared understanding of how each part of the supply chain relates to the rest, structured analysis and process improvement can begin.

The path to supply chain optimization can consist of the following six steps, the completion of each of which produces results in itself if properly monitored and executed.

Demand analysis. At the first stage, you should come to an understanding of what the company’s demand structure is. What does it look like life cycle and sales history? What are the main categories of consumers and how clients differ from each other. Are there differences in demand for different product lines? Are there seasonal fluctuations in demand? What is the average order size?

At this first stage, it is not so important to understand what demand we can create through marketing promotions, etc., and not how much we could satisfy it, but to simply determine what the demand is today and how it will change tomorrow. The outcome of this phase will be to determine the demand structure and identify specific problem areas and bottlenecks.

Development of inventory management policy. Simply seeing what is available when and where can quite often avoid excesses and shortages in the rest of the supply chain. You can start by identifying the relevant process attributes, such as product, packaging, production date, quantity of goods, and the correct location of warehouse and production facilities.

Creating a forecasting business model. The next step towards reengineering supply chains will be to create an ongoing forecasting system. This stage should begin with determining the granularity of the required forecast, which will give sufficient accuracy both in terms of products and in forecast time. Next, it is necessary to determine the persons or functions that should be involved in the tasks of studying the forecast. Thirdly, a single agreed and documented plan should be created that takes into account the needs of departments such as sales, marketing, logistics, etc.

Building a balanced model of supply and demand. Although most companies are different in structure, they all solve problems within the framework of sales, purchasing, production and everyday life, the relative importance and complexity in these areas is always high. The step involves the construction of a quantitative model of a specific business, which will help determine how to satisfy demand while maximizing the level of service (Supply Planning Model). The existence of such a quantitative model allows us to evaluate new opportunities and the full potential for improvements. In order to make the results of this stage valuable, all supply chain participants must participate in defining the rules and priorities that are built when setting up the planning model.

Implementation of the operational planning process in accordance with the sales plan (Sales and Operations Planning). It should be a continuous process to ensure that supply is balanced with demand in accordance with the business strategies of the enterprises. This process should consist of a series of monthly meetings and be supported by daily work. This means achieving meeting goals every day while minimizing disruption to the daily operating cycle. In this way, parts of the supply chain - such as demand and supply planning - can be linked together to ensure that the entire business is always using a single set of comprehensive plans.

Creating opportunities to implement the Available to promise (ATP) process, which means that the product is in stock and the buyer can expect to receive it. The mix of capabilities in this process allows you to respond quickly and accurately to queries about the state of the supply chain. To do this, you will need reliable information about warehouse capacity, inventory levels, and the interaction mechanism built in the previous parts allows you to provide most of what is needed to implement the Available to promise process. At this last stage, communication links are created that allow the implementation of specific calculation methods and reporting procedures.

After all stages have been completed, it is necessary to maintain the established process. As a result, the question arises: how to keep the created system holistic and relevant to current business tasks?

First, you need to create a knowledge repository in the first place. This is necessary to preserve the accumulated experience, regardless of the competence of employees.

Secondly, proper diagnosis of supply chains and planning systems is necessary.

Third, you need a way to ensure that business processes can withstand change. This means continually improving functionality and tools.

After implementing the integrated supply chain planning process, the company will be able to successfully move towards supply chain optimization. This is a huge competitive advantage that allows you to outperform your competitors in the long term.

Functions of an integrated logistics manager

The development of process functional and information integration in logistics has led to an increase in the role of coordinating and integrating functions, which in the organizational structures of logistics services began to be performed by the so-called integral logistics managers, who are part of the top management personnel of the company. In many companies, integral managers coordinate the company's logistics strategy with its marketing strategy and are responsible for the development and implementation of the company's strategic logistics plan. One of the most important tasks of the integral manager was the coordination of interests and local goals of the functioning of logistics intermediaries in the LAN, the elimination of emerging conflicts in order to most effectively achieve the global goal of managing material, information and financial flows.

Typical functions of integrated logistics managers of large Western companies (at the level of vice-presidents of companies) are:

establishing long-term goals and objectives of logistics management;

coordination of logistics, marketing and production strategies of the company;

division of powers for managing material and related information and financial flows;

coordination of interests of MR suppliers, transport and other logistics intermediaries operating in the company’s LAN;

eliminating emerging conflicts;

formulation of goals and restrictions in inventory management in the logistics company network (with procurement management, production, distribution);

determining the level of investment in the inventory control and management system ( information system, storage facilities);

developing a strategic logistics plan and aligning it with the production schedule;

determination of necessary financial resources and budget of the strategic logistics plan;

determination of the LIS structure and requirements for the applied ICT;

formulation of personnel management policies for logistics management, training and professional development programs for personnel;

revision of the inventory management and warehousing strategy in accordance with changes in the marketing and production product strategies of the company;

identifying areas for optimization and reduction of overall logistics costs.

Integrated supply chain solutions.

To support the enterprise's logistics plans, various information integrated solutions are used. As soon as the next development in information technology occurs, application software vendors quickly develop a solution to better meet business needs. About fifteen years ago, six distinct categories of solutions emerged that are designed to plan and execute plans focused on the activities they are supposed to support, namely:

enterprise resource planning (ERP), including materials (resources) requirements planning (MRP);

supply chain planning (SCP);

order management systems (OMS);

warehouse management systems (WMS);

customer relationship management (CRM);

supplier relationship management (SRM);

supply chain event management (SCEM).

However, in last years The distinction between supply chain planning and other areas of enterprise planning and execution has become more blurred as application vendors actively try to offer customers a broader range of functional solutions.

Many activities that were managed through point solutions in the past can now be implemented using an ERP system.

As evolution continues, the dividing lines between concepts become increasingly blurred. Offer core value exists in the form of the ability to plan and reschedule in real time and evaluate multiple “what-if” scenarios before choosing and deciding on one plan. This means that companies can respond to events that occur during supply chain operations that require the plan to be re-optimized.

In general, modern corporate information systems are characterized by a high degree of integration, the presence of a fairly wide range of standard business models (SCOR solutions), and a multifunctional “Logistics” circuit focused on SCM and e-business.

Conclusion

The need for management integration lies in the very nature of the supply chain as an integral socio-economic system, namely in the close relationship, mutual influence and interdependence of all business processes implemented in complex production and logistics systems.

In recent years, a new logistics concept has been actively spreading, which is called the concept of integrated logistics. Its essence lies in considering logistics as a kind of synthetic management tool integrated with material flow to achieve business goals. This concept reflects a new understanding of business, where individual firms, organizations, systems are considered as certain centers of logistics activity in the supply chain, directly or indirectly linked in a single integral process of managing the main and associated flows for the most complete and high-quality satisfaction of the clientele in accordance with their specific needs and business goals.

In the concept of integrated logistics, the process of coordination between various object areas of logistics (supply logistics, production logistics and distribution logistics) in relation to overall costs, delivery service and flexibility is of particular importance. Along with the internal coordination of specific types of partial planning, with a systems approach, further requirements for logistics integration appear.

The strategic plan determines the position of logistics in the company relative to other areas of its activity and serves as the basis for the formation of the drug system.

To improve the efficiency of logistics, a company must consider it as a system of interconnected business processes aimed at achieving strategic, tactical or operational goals of logistics activities. Organizing logistics on this basis makes it possible to solve a number of important problems - from reducing wasteful expenses and wasted time to global optimization of the use of resources in order to achieve strategic compliance with the requirements of consumers in a certain market segment. By modeling logistics business processes and subsequent monitoring of their parameters, a company can more accurately describe its actions and quickly respond to changes in external and internal environment. Logistics business process management requires high degree organization of the company's management and is stimulated by corporate integrated ERP-class information systems and special software products for logistics support.

Planning and Simulation chains supplies Publisher: Alfa Press, 2008 ...

Strategic planning chains supplies

Coursework >> Economics

... chains supplies Basic properties chains supplies and principles of their formation Strategic planning chains supplies Control systems chains supplies... streams throughout chains supplies generally. Integrated tools logistics aimed at...

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Closed system related to detailed planning production, to financial planning cost of materials and production costs... Donald J., Kloss David J. Logistics: integrated chain supplies. 2nd ed./Trans. from English – M.: CJSC “...

Chain management supplies at an industrial enterprise

Abstract >> Logic

... planning and coordination of the movement of material flows from the source of their origin to the user in the form integrated... . – 372 p. ISBN 5-1600-2007-1. Waters, D. Logistics. Control chain supplies/ D. Waters. – M.: UNITY-DANA, 2003 ...

An oil refinery is an industrial enterprise whose main function is the processing of oil into gasoline, aviation kerosene, fuel oil, diesel fuel, lubricating oils, lubricants, bitumen, petroleum coke, raw materials for petrochemicals. The production cycle of a refinery usually consists of the preparation of raw materials, primary distillation of oil and recycling petroleum fractions: catalytic cracking, catalytic reforming, coking, visbreaking, hydrocracking, hydrotreating and mixing components of finished petroleum products. There are many oil refineries in Russia. Some refineries have been operating for quite a long time - since the war years, others were put into operation relatively recently. The youngest plant among the enterprises considered was the Achinsk Refinery; it has been operating since 2002.

The site compiled a rating of refineries supplying Russian regions with petroleum products.
1. - an oil refining enterprise located in the Bolsheuluisky district of the Krasnoyarsk Territory. The company was founded on September 5, 2002. Owned by Rosneft.
2. Komsomolsk Oil Refinery is a Russian oil refinery located in the Khabarovsk Territory in the city of Komsomolsk-on-Amur. Also owned by OJSC NK Rosneft. Built in 1942. It occupies a significant place in oil refining in the Russian Far East.
3. - Russian oil refinery in the Samara region. Part of the OJSC NK Rosneft group. Year of foundation - 1945.
4. - oil refining enterprise, located in Moscow, in the Kapotnya district. The plant was put into operation in 1938.
5. - Russian oil refinery in the Samara region. Part of the OJSC NK Rosneft group. The refinery was founded in 1951.
6. Omsk Oil Refinery is one of the largest oil refineries in Russia. Owned by Gazprom Neft. On September 5, 1955 it was put into operation.
7. - Russian oil refinery. Also known as "Cracking". Part of the TNK-BP group. Located in the city of Saratov. Founded in 1934.
8. - Russian oil refinery in the Samara region. Part of the OJSC NK Rosneft group. Operating since 1942.
9. - Russian oil refinery in the Krasnodar region. The plant forms a single production complex with the marine terminal of the Rosneft oil products supply enterprise - OJSC NK Rosneft-Tuapsenefteproduct. The bulk of the products are exported. It is part of the Rosneft oil company. Founded in 1929.
10. - Russian refinery, the leading Far Eastern producer of motor and boiler fuel. Part of NK Alliance. The enterprise's capacity is 4.35 million tons of oil per year. Founded in 1935.

A state economy with an oil refinery can be considered full-fledged and original, since the processing and sale of oil at all times remains one of the most profitable segments of industry.

General information

Oil refineries are industrial enterprises which specialize in such petroleum products as:

• Petrol;
• Fuel oil;
• Aviation kerosene;
• Diesel fuel;
• Lubricants;
• Oils;
• Bitumen;
• Raw materials for petrochemicals;
• Coke.

Depending on the focus of the enterprise, they receive one or another type of product.

Production cycle

The production scheme of an oil refinery mainly consists of the stage of preparing raw materials for processing and the primary distillation of extracted oil. This is followed by secondary processing of the oil fraction, this stage includes:

• Catalytic cracking is the processing of petroleum fractions to produce components of high-octane gasoline or light gas oil.
• Catalytic reforming - upgrading octane number gasoline to produce high-octane gasoline.
• Coking is the processing of liquid or solid fuel by heating without oxygen to produce coke.
• Visbreaking is a single thermal cracking of heavy raw material residues, which is carried out under milder conditions.
• Hydrocracking is the processing of fuel oil, gas oil and high-boiling fractions to obtain reactive and diesel fuel, oils and gasoline.
• Hydrotreating is the chemical transformation of substances under the influence of hydrogen at elevated pressure and temperature.
• Mixing components of finished petroleum products.

Currently on site Russian Federation thirty-seven production facilities are active petrochemical industry, which are located in Omsk, Saratov, Yaroslavl, Nizhnekamsk, Volgograd, Kstovo, Perm, Tomsk, Ufa, Moscow, Perm and Krasnodar.

Types of products

Modern oil refineries offer about a hundred items finished products. The products produced by the refinery are classified according to the profile:

• Fuel;
• Fuel and oil;
• Fuel and petrochemical;
• Fuel-oil-petrochemical.

It is the products of fuel enterprises that enjoy high sales, since motor fuel is the product with the largest volume of use. Universal methods of processing petroleum raw materials, in comparison with more narrowly focused ones, for example, fuel ones, are more effective. An integrated processing method means, for example, a fuel and petrochemical profile.

Refinery characteristics

The structure of oil production depends on the method of processing raw materials and its depth. When creating a plant, the technologies that make it possible to obtain one or another product depend on this depth.

The refining depth is the yield of petroleum products converted into oil, as a percentage of mass tonnage and after subtracting gas and waste fuel oil. The choice of technologies means the choice of focus and specialization of the refinery.

A production facility specializing in oil refining to produce products used as fuel necessarily has facilities such as distillation columns, hydrotreating and reforming columns.

Auxiliary facilities may include devices for vacuum distillation, production of isomers, coke, hydrocracking and catalytic cracking.

Oil after desalting is supplied to distillation columns under vacuum and pressure. The universal column is also called a tubular column. The tubule consists of blocks for separate atmospheric and vacuum distillation.

Atmospheric distillation

It is used to obtain light oil fractions and is produced in a rectification column. It contains so-called plates through which the liquid moves down and the vapor moves up.

Used to separate gas oil and fuel oil. The vacuum in this column is produced by devices such as liquid and steam ejectors.

After distillation, a procedure for stabilizing the composition and secondary distillation follows. This is necessary to eliminate gas, in particular butane, from the resulting fraction, since after primary processing the amount of gaseous lower alkanes in the volume is higher than normal. Gasoline that has not undergone secondary distillation cannot be used.

During secondary processing, gaseous alkanes are distilled off in a liquefied state, and narrower fractions are separated by the required number of processing columns.

Fuel and oil profile

These types of industries produce oils, paraffins and lubricants, as well as fuels and carbon products. This profile differs from a purely fuel profile in that there is no need for a thermal cracking stage.

The resulting fuel oil enters oil blocks, where distillate and residual base oil and paraffin are obtained, deoiling them. These products are obtained by applying a sequential production scheme.

A sequential production scheme means:

• distillation under vacuum;
• selective cleaning;
• hydrotreating;
• removal of paraffins;
• deasphalting (if we are talking about distillates).

Fuel and petrochemical profile

In addition to carbohydrate materials and fuel, such industries produce reagents and polymer compounds. Among the installations of fuel and petrochemical production, there are different capacities for producing fuel, as in narrowly targeted fuel production, as well as capacities for the manufacture of petrochemical products.

Among such installations are devices for pyrolysis, the production of polymer high-molecular compounds: polymers of ethylene, styrene, propylene. Reforming capacities are used to produce hydrocarbons derived from benzene.

Primary distillation units

The installation layout for primary distillation is selected based on the nature of future processing:

• Fuel;
• Fuel and oil.

For surface processing of the fuel profile, the power of atmospheric tubes is used; for more advanced processing, the power of atmospheric-vacuum tubes is used.

In these devices, raw materials are processed in several stages. First, atmospheric distillation to produce fuel oil and fuel fraction, then vacuum distillation of fuel oil to produce a narrow oil fraction, then vacuum distillation of tar and fuel oil.

The use of two stages of vacuum processing to obtain narrow oil fractions makes the technological process more flexible and allows for rapid dehydration and desalting of oil.

Chemical methods

Any enterprise in this area uses both physical and chemical methods of processing raw materials. Such methods make it possible to separate fuel and oil fractions, remove chemical reagents and obtain new mixtures.

Transformations are classified according to the type of reaction:

• Destructive;
• Oxidative;
• Hydrogenation.

According to the method of activation of the reaction, they are distinguished:

Promising directions

Over the past decades, this industry segment has paid great attention to the issue of strengthening and combining devices intended for primary processing, as well as achieving their greater versatility.

Another promising direction in this area – attraction to technological process large-scale production installations for advanced processing of primary raw materials.

This will reduce the volume of fuel oil produced by production, but increase the volume of production of light fractions of fuel and petrochemical products for further use in polymer chemistry and organic synthesis.

Competitiveness

Oil refining production is a promising and profitable element of the state economy, of interest to both the external and internal markets.

Own production covers the entire domestic need for petroleum products, and its import is carried out quite sporadically and in relatively small volumes.

High competitiveness in this area is determined by the availability of sufficient volumes of raw materials and installations for its production, as well as low costs for material support production, electricity and environmental aspects, in comparison with the profit received.

One of the negative and perceived factors in this industrial segment is the serious technological dependence of domestic industries on foreign ones.