How to organize effective logistics supply chain management. Rostov School of Logistics Types of Supply in Logistics

  • ? Logistics and supply chain management concept.
  • ? Supply chain management.
  • ? Evaluating the effectiveness of supply chains.
  • ? Procurement activities of the company.
  • ? Procurement management.

In modern business practice, the terms "logistics" and "supply chain management" do not have a unified interpretation, therefore, first of all, it is necessary to consider the content of these concepts.

In theoretical works, logistics is considered as a part of economic science and a field of activity, the subject of which is the organization and regulation of the processes of promoting goods from manufacturers to consumers, the functioning of the sphere of circulation of products, goods, services, managing commodity stocks, creating an infrastructure for commodity circulation.

The terms "logistics chain" and "supply chain" in business practice are used synonymously and denote an ordered set of legal entities and individuals (manufacturers of goods, wholesale intermediaries, freight forwarding companies, etc.) that carry out logistics operations to bring material flow from a supplier (s) entry-level to end-users.

The International Bank, when compiling the Logistics Performance Index (LPI) for the countries of the world, considers the following indicators that directly affect the development of business in the country, including:

  • ? efficiency of customs procedures;
  • ? quality of export shipments;
  • ? quality of transport and information infrastructures;
  • ? the competence of the logistics staff;
  • ? level of control and tracking of supplies;
  • ? commitment and reliability of local entities of the logistics market.

The logistic approach to organizing a business involves coordinating the operations of all links in the transport and distribution chain in managing material flows, ensuring strict control over financial and information flows, simplifying procedures for processing customs, transportation and other accompanying documents.

Currently, three fundamental logistic concepts have been developed: information, marketing and integral (Table 3.5).

As can be seen from the data table. 3.5, the use of integrated information systems in the management of the logistics system has a significant impact on the further development of the entrepreneurial activity of Russian organizations, which ensures:

  • ? an increase in the speed of data exchange and a reduction in the number of disagreements between various structural divisions of the organization involved in the process of performing various logistics operations;
  • ? reducing the number of errors in the process of organizing document flow and product accounting;
  • ? systematization of data from various information blocks;
  • ? optimal coordination at the operational level of requirements arising in various parts of the logistics system.

Table 3.5

Basic logistics concepts

Development years

disadvantages

End of the 60s XX century

Separate functional areas of logistics are synthesized with a specific computer-information solution, information systems for accounting, communication, control and decision-making are used

The task is not set to optimize the entire process of material management. An inflexible logistic system, difficulties in application in a changing environment. Insufficiently adapted for interaction with environmental actors (for example, with suppliers)

RP (needs planning) concepts, including:

MRP 1 (Requirements Planning System

in materials, based on production schedules linking demand and inventory information);

  • - MRP II (a production resource planning system that combines production, marketing, financial planning and logistics operations);
  • - DRP (system for planning shipments and stocks of finished products in distribution channels, including those from logistics intermediaries), etc.

Ending

Development years

disadvantages

Marketing

The beginning of the 80s. XX century

Ensuring the competitiveness of the organization by optimizing solutions in the distribution (distribution) of goods

Insufficient attention is paid to interaction with logistics partners.

To a small extent takes into account the movement of financial, labor and other flows

DDT - demand-driven logistics;

QR (rapid response system);

CR ("continuous" replenishment), etc.

Integral (integrated logistics)

90s XX century

Unified (end-to-end) management of material, information, financial, labor and other flows when organizing a business throughout the entire chain of goods movement from manufacturer to consumer. Building a unified logistics system and, subsequently, taking measures to optimize it

The need to revise the entire process of managing the organization and logistics operations. Substantial upfront investment. The complication of the logistics process caused by the development of technical means and information technologies, which makes it necessary to make additional financial investments

TQM (Total Quality Management);

LT “just in time”;

LP (Lean Manufacturing);

VMI (Supplier Inventory Management);

SCM "supply chain management";

TBL (time optimization of all stages of the life cycle);

VAD (each logistic operation creates added value); ERP systems (integrated resource planning), CSRP (synchronized resource planning with the consumer)

The practice of European business shows that the integrated logistics concept has been transformed in recent years into the SCM business concept ("supply chain management").

Supply chain management is the planning, organization, implementation and control of material, information, financial and other flows throughout the entire chain of commodity distribution, starting from the design of goods and services and ending with their implementation to the end consumer, in accordance with market requirements with optimal resource costs.

The main goal of supply chain management is to optimize resources with the integrated interaction of all participants in the logistics system.

Supply chain management involves eight interrelated business processes, including:

  • 1) product development management and its subsequent commercialization;
  • 2) material and technical supply management;
  • 3) support of production processes;
  • 4) managing the process of fulfilling customer orders;
  • 5) management of demand for goods and services;
  • 6) direct process of customer service;
  • 7) service maintenance, customer (consumer) relationship management;
  • 8) management of return material flows.

To understand the content of "supply chain management" let us consider the functional areas of supply chain management (Table 3.6).

Table 3.6

Functional areas of supply chain management

Supply Chain Macro Processes

Supply chain management functions

SRM (Supplier Relationship Management) - Supplier Relationship Management System

Supply chain management, including planning cooperation with suppliers and determining the resource requirements for production.

Product management.

Management of relationships with suppliers of raw materials, semi-finished products, etc.

Management of stocks of raw materials, semi-finished products.

ISCM (Internal Supply Chain Management) - internal supply chain management (for example, production)

Production flow management, including planning the needs of production facilities.

Product management.

Inventory management of raw materials, semi-finished products, finished products, warehousing.

Transportation.

Return flow control, etc.

CRM (Customer Relationship Management) - customer relationship management

Demand management.

Management of order execution.

Inventory management. Transportation of goods.

Warehousing of goods.

Customer service (clients). Information support.

Return flow control, etc.

The principles of implementing the concept of supply chain management in the enterprise include:

  • ? implementation of strategic planning of supplies in the market;
  • ? customer orientation of the supply chain;
  • ? segmentation of customers based on their needs for various logistics services;
  • ? monitoring consumer demand on an ongoing basis, adapting activities to changing market conditions;
  • ? development of new distribution channels for goods.

Key performance indicators for the supply chain include:

  • ? supply chain reliability;
  • ? supply chain reaction times;
  • ? supply chain flexibility;
  • ? management of supply chain funds (fixed and circulating);
  • ? supply chain costs.

The main types of costs of an entrepreneur directly related to supply chain management include:

  • ? expenses for the purchase, cargo handling and formation of consignments of cargo shipments;
  • ? freight forwarding costs;
  • ? costs of warehousing and inventory maintenance (inventory management, packaging, return to supplier);
  • ? costs for registration, documentation and information support of orders, logistics communications.

The efficiency of business organization and the size of logistics costs are significantly influenced by the state of the organization's transport and warehouse system.

The key characteristics of the structure of the organization's warehouse system are:

  • ? the number of warehouse facilities, their throughput, capacity, usable and total area;
  • ? location (placement) of warehouse facilities;
  • ? the level of mechanization and automation of the warehouse;
  • ? the cost of processing cargo in the warehouse and the amount of operating costs.

To the main characteristics of the organization's transport system

RELATE:

  • ? the number of vehicles and handling machines and equipment;
  • - technical characteristics of vehicles and equipment;
  • ? the amount of transport costs and tariffs;
  • ? types and range of routes.

When organizing a business, one of the essential issues is the choice to use our own storage facilities or contact logistics intermediaries, use our own vehicles, or contact transport and forwarding organizations.

The development of outsourcing and the logistics services market makes it possible to single out the following basic schemes for building a logistics process:

  • 1PL (First Party Logistic, logistic insourcing) - autonomous logistics, all logistic operations are performed by the cargo owner independently, without involving third parties;
  • 2PL (Second Party Logistic, partial logistics outsourcing) - traditional logistics, the cargo owner plans and controls the supply chain, certain operations related to cargo transportation, cargo storage, etc. are transferred to a third-party organization;
  • 3PL (Third Party Logistics, integrated logistics outsourcing) - third party logistics, the cargo owner transfers to a specialized logistics company a wide range of logistics services, including transportation, forwarding, warehousing, consolidation of shipments, processing payments, documenting operations related to the movement of goods, customs clearance services cargo, design and subsequent maintenance of information systems, conclusion of contracts with other contractors (contract logistics), consulting services, etc. The provided logistics services have a significant added value;
  • 4PL (Fourth Party Logistic, integrated logistics outsourcing) - integration of all participants in the supply chain. The logistics operator develops and maintains processes within the logistics system at a strategic level, he is assigned tasks for the design of supply chains, as well as the management of logistics business processes at the enterprise. Thus, the 4PL provider carries out both strategic and operational management. The largest international companies such as Sony, Ford, Chrysler and others use the services of 4PC providers, which allows them to reduce operating costs by an average of 15%;
  • 5PL (Fifth Party Logistic) - virtual logistics. It performs the same role as 4PL in the market, but with the use of high-tech technologies, operates in a single global space. Now 5PL providers include such global Internet platforms as eBay, Aliexpress, Amazon, etc. In the future, if the European Union creates a unified information logistics network, the demand for 5P1_-providers' services will increase and the scale of their activities will increase.

The modern directions of development of logistics and supply chain management RELATED TO:

  • ? optimization and automation of the process of managing warehouse material, information and financial flows through the implementation of IT solutions for logistics such as Warehouse Management System (WMS), optimization of transport logistics (Transportation Management System (TMS), inventory management systems, management and supply chain planning (Supply Chain Management (SCM), etc.)
  • ? restructuring of the existing warehouse network, formation of a modern warehouse infrastructure (warehouses of classes A +, A, B +, B);
  • ? increasing the turnover of inventory;
  • ? further development of electronic logistics (e-logistics concept), as well as the development of information integration in logistics, the use of cloud technologies in the management of information flows that accompany logistics operations;
  • ? strengthening the influence of logistics outsourcing on the activities of a modern organization, which allows the development of new forms of partnership and provides complex logistics solutions aimed at optimizing logistics costs, achieving a high level of service and customer focus, and as a result, facilitates the supply chain management process as a whole. The evolution of the activities of logistics providers is taking place. There is a transition from ZR1_-providers to 4PL-providers, and then 5P1_-providers;
  • ? development of "green" technologies in the processes of production, distribution, transportation and storage.
  • Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. 6th ed., Rev. and add. M.: INFRA-M, 2011.

There are many definitions of the concept of "logistics", which indicates the lack of knowledge of all sides and depths of its concept. On the other hand, the simultaneous existence of several definitions provides a more complete understanding of the nature, content and importance of this field of activity. In this regard consider the most used her concepts.

Logistics - This is the delivery to a specific consumer of the required product of the appropriate quality in the required quantity at the specified place and at the exactly appointed time at an acceptable price.

Logistics - this is an effective organization, planning, management and control over stocks of primary material resources (raw materials), semi-finished products, components, final finished products and spare parts for these finished products.

This definition fixes attention on the formation of stocks of material and technical resources.

Logistics Is the process of planning, implementing and monitoring the efficiency of the flow and storage of material and technical resources and production stocks.

The emphasis, as we can see, is placed on the movement and storage of resources. Movement requires the choice of modes of transport, methods of transportation, direction of commodity flows, including by own means of transport. Moreover, often the choice between your capabilities and the hiring of transport is a very difficult task that requires taking into account various economic factors.

In turn, the organization of storage means taking into account the number of goods, their sizes, volumes, design, type. Accordingly, warehouses are created with the necessary equipment and lifting vehicles, taking into account the volume of orders for material resources and final finished products, lead times and other circumstances.

The named concepts of logistics refer to Western terminology. In our country, a slightly different interpretation of logistics has been adopted.

Logistics - is planning, control and management of transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials to a manufacturing enterprise, in-house processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with his interests and requirements, and also the transfer, storage and processing of relevant information.

The purpose of logistics: achieving the highest efficiency of the company, increasing its competitiveness.

Main goals: improving the management of commodity circulation, creating an integrated effective system of regulation and control of material and information flows, ensuring high quality of product delivery.

Research object and management in logistics are material flows, which are the main ones. Accompanying streams - information, financial and service.

Subject studying logistics is the optimization of resources in a certain economic system while managing the main and accompanying flows.

Logistics includes: purchasing logistics related to the provision of production with materials; production logistics; marketing logistics (marketing or distribution). Transport logistics and information logistics are associated with each of the listed logistics.

Research objects

The main objects of research in logistics are:

  • chain;
  • system;
  • function;
  • information flow;
Logistic operation

This is a separate set of actions aimed at transforming the material and information flow. Such an operation is specified by a set of initial conditions, parameters of the external environment, alternative strategies, and characteristics of the objective function.

Logistic chain

This is a linearly ordered set of individuals and legal entities (manufacturers, distributors, warehouse managers, etc.) carrying out logistics operations, including those with added value, to bring the material flow from the supplier to the consumer.

Logistic system

This is an adaptive feedback system that performs certain logistic operations and has developed connections with the external environment. In its capacity, physical objects are considered - industrial enterprises, territorial-production complexes, trade enterprises, the infrastructure of the economy of a particular country. At the same time, a logistic system with direct connections is distinguished (the material flow is brought to the consumer without the participation of intermediaries on the basis of long-term economic ties) and echeloned (multi-cascode, multi-level system in which the material flow on the way from the manufacturer to the consumer passes through at least one intermediary).

Logistic function

This is an enlarged group of operations, but aimed at the implementation of the goals of the logistics system, with the values \u200b\u200bof the indicators that are its output variables. The logistics function includes: procurement, supply, production, sales, distribution, transportation, warehousing, storage, inventory.

Material flow

These are products subjected to various logistic operations - transportation, warehousing, storage, loading and unloading. The material flow has dimensions in the form of volume, quantity, mass and is characterized by rhythm, determinism and intensity.

Information flow

This is a set of messages circulating in the logistics system, between it and the external environment, necessary for management and control. Information flow can exist in the form of a workflow or an electronic document and is characterized by direction, frequency, volume and transmission speed. In logistics, there are horizontal, vertical, external, internal, input and output information flows.

Logistic costs

These are the costs of performing logistics operations (warehousing, transportation, collection, storage and transmission of data on orders, stocks, supplies). In terms of their economic content, such costs partially coincide with production costs, transport costs, for the delivery of products, storage, costs for sending goods, for containers, etc.

Supply chain and service logistics

Based on the practice of production and economic activities of industrial enterprises and intermediary organizations, we can conclude that any company manufactures goods and at the same time provides various kinds of services. In this regard, a two-part definition of logistics has been adopted, reflecting the two main types of its activities - supply chain logistics and service logistics.

Supply chain logistics. This is a traditional process that reflects the organization of accumulation (warehousing, storage, stock formation) and distribution (transportation, distribution channels, sales networks) of goods for industrial and consumer purposes.

It is the main organizational element in the production process and in the organization of product distribution. The classical supply chain can be represented as follows: source of primary material resources (raw materials) - transportation (loading and unloading) - production of products (industrial enterprises) - transportation (loading and unloading) - warehousing (storage) - sellers (distribution centers) - final consumers (organizations and individuals).

Service logistics. It is the process of coordinating the intangible activities required to deliver a service. Its effectiveness is determined by the level of satisfaction of the requirements of the buyer, the cost of it.

Service logistics is a decisive factor in the activities of organizations providing various types of services. A service infrastructure should be organized to coordinate and meet customer requirements. In manufacturing industries, service logistics is a relatively minor factor that has a limited impact on profit and competitiveness.

Comparative characteristics of supply chain logistics and service logistics

Supply chain logistics Service logistics
Sales forecasting Service forecasting
Determination of sources of raw materials and materials Identification of potential clients and partners
Production planning and organization Organization of work of personnel and equipment
Delivery of materials Collection of information
Inventory Management Data processing
Storage of raw materials and supplies Training
Processing orders of various consumers Determining the requirements of potential customers
Choosing a rational distribution system Formation of a network of service channels
Warehousing of goods Data storage
Distribution control Control of communications
Implementation of transportation Time planning and regulation
Formation of an acceptable product price Formation of an acceptable cost of services

The main thing that distinguishes services from tangible goods is that the service itself does not exist. Material resources in the form of raw materials, materials, semi-finished products can be consumed or inactive. A service needs an object as a source of work. It can be a person or a technical device. Services have no technical characteristics, they are intangible, and their quality is assessed based on the results of the work performed.

At the same time, services are classified according to several criteria: source of work - using technical means (various kinds of repairs) and lack of tools (for example, consultations); relationship with the consumer - mandatory presence (for example, medical care) or absence (the same repair); type of consumer - organizations or individual consumers.

Distribution levels

Before considering global systems, let us dwell on the levels (positions) of distribution in logistics (for example, consumer goods). These are suppliers of primary material resources (raw materials), manufacturers of semi-finished products, final finished product, information center, logistics platforms (warehouses), wholesalers or retailers, end individual consumers. Let's take a closer look at each level (position).

Suppliers supply various kinds of raw materials (mineral, artificial, agricultural), fuel and energy resources, a certain range of basic and auxiliary materials, i.e. processed or partially processed raw materials.

Semi-finished product manufacturers produce basic and auxiliary materials, forgings, stampings, castings, and component parts. Manufacturers of the final finished product carry out the manufacture, including assembly, of goods for industrial or consumer purposes.

The clearinghouse is the only level in distribution where there is no physical movement of resources and products. Here, customer orders for goods are processed and office work is carried out, reference information is collected, regulatory data governing logistics processes are monitored, operational information on the movement of products in the distribution system is analyzed, and on the basis of this, the goods movement processes are adjusted.

Logistic platforms are subdivided into intermediate (sorting), transport and warehouses at points of sale of goods. Wholesalers or retailers sell products through a chain of stores. The final individual consumer purchases finished products for home, family or personal consumption.

Global systems

American system

The basis of the American system is the relationship "resources - production". The opinion of an individual consumer about a product (quantity, quality, design, acceptable price) is clarified here by the manufacturer of the finished product. He collects data by mail, telephone, questionnaires and observation at the point of sale. In this case, the information and production logistics chain looks like this: an individual consumer - a manufacturer of a finished product - a manufacturer of semi-finished products - a supplier of raw materials (feedback in the logistics chain). Further, there is a direct production link: from the supplier of raw materials to the individual consumer.

The advantage of the American system is that an effective balance is achieved when the amount of goods produced coincides with the number of potential consumers - supply and demand coincide. Another advantage is that it excludes the option of storing large stocks of finished products and, accordingly, stocks of intermediate products - semi-finished products and primary material resources.

The disadvantage is that the manufacturer's forecast, despite the conducted marketing research of potential consumers, may not be justified, since due to certain circumstances (change in fashion, increased competition), the opinion of an individual consumer may change. Then the supply-demand balance is upset, and the goods produced may not find a consumer.

European system

The European system is based on reserves. Here the opinion of individual consumers about the product is determined by the trader. Otherwise, the production procedure and information production links (both direct and reverse) are identical to the American system (the wholesaler and retailer acts as the initial position of the reverse logistic communication, instead of the manufacturer of the finished product).

The advantage of the European system is that it allows an individual consumer to purchase the necessary product (from the proposed choice) in almost unlimited quantities, since the system is built on stocks of finished products in a wide range of each type produced.

The disadvantage of the European system is the presence of significant stocks of products, which leads to the costs of their storage (conservation and reconstruction, maintaining a strict regime of specified certain temperature values, compliance with humidity standards, various kinds of preventive work), and, consequently, additional storage costs. In this regard, it should be noted that experts have long come to the conclusion that freezing financial resources in material and technical resources is unprofitable.

To meet the various needs of intermediate and final consumers of products, the American system provides for the production of goods based on projected demand. The European system is based on providing the consumer with a certain choice of products in the presence of significant storage volumes.

Japanese system

The Japanese system is fundamentally different from the American and European, both in the approach to the problem of production and in its implementation. Its basis is the order. Neither the manufacturer nor the seller assesses the opinion of the end consumer about the product. Thus, there is no producer-seller relationship. The end consumer himself appears at the seller, and the order for the goods comes from him. In this case, the seller must satisfy the buyer's requests by providing him with exactly the goods he requested.

It is noteworthy that in the Japanese system, the information and production chain of logistics "end consumer - supplier of raw materials" is completely opposite: "supplier of raw materials - end user". Its distinctive feature is that the manufacturer of the final finished product is constantly waiting for an order from the consumer. There is no production forecast in the system, and the manufacturer of the finished product is based on the opinion of the end user expressed in the order.

The advantage of the Japanese logistics system is maximum maneuverability both when ordering a finished product and when ordering semi-finished products and primary material resources. The end consumer does not choose a product from the offered nomenclature, but orders an individual product in accordance with his taste and requirements.

The disadvantage of the Japanese system is that the manufacturer is constantly waiting for an order to manufacture a specific product and, having received it, proceeds to fulfill it, which takes a certain amount of time. If in the USA and Europe the end consumer does not expect the goods, but quickly purchases it (though not always the one that is required by the individual buyer), then in Japan an order is awaiting, moreover, it additionally pays for the urgency of execution. Nevertheless, Western experts believe that the future of logistics lies in the Japanese system.

Main goals

The movement of goods is complicated by the choice of vehicles. Used sea vessels of significant displacement, road, rail, aviation, pipeline transport. The choice of options for warehousing and storage of material and technical resources in ports, at regional bases and points of sale, systems for distributing goods to small stores, organizing sales, managing goods movement, the ratio of optimal stocks of raw materials, semi-finished products, components, finished products and spare parts in warehouses of various levels. All this sets certain tasks for commodity producers and transport companies.

Ultimately, all operations for the transportation, warehousing and storage of products and raw materials should be reduced from the standpoint of logistics to minimize costs at each of these stages. Minimization of costs involves taking into account the entire complex of information flows (regulatory, reference, operational and analytical data), which ensure the solution of specific problems using computerization.

The infrastructure in the economic sphere, which is developing at a rather significant rate, in turn gives rise to new tasks and problems that require solution at minimal costs at all levels of commodity circulation. Therefore, a whole scientific direction of logistics has emerged, including macrologistics (optimization of commodity movement on the scale of regional, international and other markets) and micrologistics (organization of commodity circulation at a separate enterprise).

Logistics in this sense is considered as a mathematical logic that has a number of applied areas that implement tasks in certain areas of economics, technology, management and marketing.

Logistics, developing methods of minimization and optimization in each of its links in the overall chain, forms specific regulations, programs and standards for production, transportation, shipment, warehousing and storage, distribution. These developments are prepared for each distribution system: manufacturer, reseller, service provider, retail and wholesale.

We can say that logistics currently acts both as a science and as a practice, covering all areas of activity in production, distribution, distribution and consumption of products. The main goal of logistics is to ensure uninterrupted provision of the growing needs of the population with minimal costs.

Industrial enterprises that produce goods for industrial and consumer purposes, and enterprises that provide services, as a rule, solve the following main tasks in the field of logistics that ensure their business: the formation of the goal (goals); planning and forecasting; formation of capacities and reserves; acceptance of orders and responsibility for its implementation; equipment operation and inventory turnover, optimal use of the distribution network to comply with the law.

Successful management of logistics in an enterprise requires careful coordination of the movement and storage of material resources, an interest in the development and industrial packaging of materials. These two areas deserve special attention. The processing of material resources prior to warehousing and storage operations requires not only special equipment, but also significant financial costs. For example, deep freezing of food products, a special mode of storage are associated with high energy costs. Accordingly, there is a need for strategic stocks of material and technical resources, the storage period of which is calculated in years, funds for their preservation and conservation.

Industrial packaging of materials, like their processing, also requires significant material (packaging materials), technical (special equipment), labor and financial costs. In addition, the type and type of packaging (containers, refrigerators) have a significant impact on further transportation and storage operations, loading and unloading operations. Depending on the type of packaging, the area and height of the warehouse, as well as warehouse equipment, etc. are used to the maximum.

How to organize effective logistics supply chain management

To successfully operate in a highly competitive market, trading, manufacturing and transport and logistics companies need to maintain high quality goods and services, ensure accurate delivery, quickly respond to changing customer needs and maintain optimal cost levels.

The success of solving these problems directly depends on the quality of the organization of supply chain management (Supply Chain Management) throughout the entire cycle of commodity circulation - from the purchase of raw materials and production of finished products to the delivery of goods to the end customer. The issue of transport logistics in this process plays one of the primary roles.

In this article, we will talk about how to organize operational with the help of "1C: TMS Logistics. Transportation Management" - a system for the complex automation of transport and logistics processes.

Supply chain management in 1C: TMS

"1C: TMS Logistics. Transportation Management" (1C: TMS) solves one of the key tasks of supply chain management for enterprises - it automates the delivery of material items and services from the source of production to the end customer.

The system is suitable both for managing international supply chains and for organizing intercity and intracity transportation.

Capabilities of 1C: TMS for logistics supply management

1C: TMS has a modular structure. Each module automates a certain type of goods supply management tasks: transportation planning, mobile personnel management, satellite monitoring of transport operations, vehicle fleet property management.

Together, these modules cover the entire range of logistics management processes in the supply chain:

· Registration of tasks for transportation;

· Calculation of the preliminary cost of transport services;

· Formation of flights and preparation of optimal routes;

· Issue of waybills;

· Operational management of work of remote employees (drivers, forwarders, couriers) - unloading tasks, receiving reports and text messages, voice communication;

· GLONASS / GPS control over the execution of tasks with the connection of telematics equipment (actual routes, time of passing control points, fuel consumption, various indicators of transport);

· Management of tariff policy;

· Accounting for the costs of maintaining the company's fleet (fuel costs, spare parts and repairs, drivers' salaries, etc.);

· Organization of interactions between participants in the supply chain management process;

· Obtaining analytics after the execution of flights and closing of orders for transportation.

The functionality of the system can be configured in accordance with the individual needs of users and adapted to the specifics of any company using its own or hired transport.

The modular structure allows using only the required functionality at any time and quickly expanding the capabilities of the system, if necessary.

Integration of the supply management system with corporate systems

1C: TMS was created on the 1C: Enterprise platform and can be easily integrated with any 1C programs, as well as with solutions from other vendors (SAP, Oracle, etc.). Thanks to this, it is possible to organically integrate the supply chain management system into the corporate information system, taking advantage of the synergistic effect from the joint use of several software solutions.

Integration allows you to link together the key business processes of the company, including the purchase and sale of goods and services, inventory management, internal and external document flow, planning and control of the work of departments, customer relationship management, maintaining regulated accounting, reporting, etc.

Benefits of automated supply and logistics management

One extremely important variation should be noted. In foreign (and recently in domestic literature and logistics practice), along with the concept of "logistics system", the terms "logistics chain" and "supply chain" are widely used. And if earlier, up to the days of integrated logistics, they were often used interchangeably, now, when an independent paradigm of supply chain management is being implemented (Supply Chain Management), the distinction between these terms is important and timely.

Recall that by a logistics system we mean an ordered structure in which the planning and implementation of the movement and development of the aggregate resource potential, organized in the form of a logistics flow, starting from the alienation of resources from the environment to the sale of the final product, is carried out. The logistics system, being a basic definition, reflects the functional content of the main management structure of logistics, its content and competence boundaries.

The logistics chain is a linearly ordered set of individuals and (or) legal entities (suppliers, logistics intermediaries) directly involved in bringing the necessary materials and (or) finished products to a specific recipient (consumer).The logistics chain clarifies the role setting for each logistics link, taking into account its status and organizational specifics.

Supply chain is defined as the combination of all types of business processes (design, production, sales, service, procurement, distribution, resource management, supporting functions) necessary to meet the demand for a product or service - from the initial moment of receiving raw materials or information to delivery to the end consumer. This definition emphasizes the inherent integration of the supply chain of the main functional logistic functions of the firm (corporation) and its partners from the beginning of the emergence of the logistic flow or its components to the complete satisfaction of the end consumer. It is in the structure of the supply chain that complete logistics chains can be distinguished, including all the main links and stages of the reproduction process from sources of raw materials to end consumers. Inlet and outlet flows together constitute the maximum supply chain.

JR Stock and JM Lambert not only unambiguously define the concept of "supply chain management", but also establish its content. By their definition "Supply Chain Management is the integration of key business processes from the end user to all suppliers of goods, services and information that add value to consumers and other stakeholders."As you can see, this definition is meaningful and defines the scope of competence of this department.

Functional is the definition of the European Logistics Association: supply chain management (SCM) is an integrated approach to business that reveals the fundamental principles of management in the supply chain, such as the formation of functional strategies, organizational structure, decision-making methods, resource management, the implementation of supporting functions, systems and procedures.This approach allows us to conclude that SCM, significantly exceeding the level of competence of "non-integrated" logistics, it really sets new challenges for the company's logistics management. Their solution will require a new level of interaction between logistics management and other types of functional management of the company.

Of course, such innovations could not but affect the fundamental concepts and categories. Let's point out the transformation of the category "logistics".

In accordance with the classical interpretation, logistics is the science of planning, control and management of transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to a manufacturing enterprise, in-house processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with with the interests and requirements of the latter, as well as the transfer, storage and processing of relevant information.

Consideration of the 5SM concept only as an integrated logistics, carried out outside the focus company and including consumers, suppliers and contractors, largely disavows the idea of \u200b\u200blogistics as such and presents "non-integrated" logistics as just a set of transport and warehouse operations. It should be noted that this kind of logistics remained for quite a long time. It took a situation at the end of the 20th century, when the task of total management of resource and commodity movement within the framework of direct supply chains turned out to be practically insoluble.

Positive perception - the concept has led to a revision of the definition of logistics as such. According to the definition of the Logistics Management Board (USA), given in 1998, logistics is defined as part of the supply chain process that plans, implements and controls the efficient and productive flow of goods, their inventory, service and related information from the point of origin to the point of absorption (consumption) in order to meet customer requirements.

Thus, if at the early stages of the formation and development of supply chain management it could be interpreted as a stage in the development of logistics associated with integration in logistics chains, and in a categorical aspect it could be defined as an integral concept of the logistics paradigm, then in the previous definition, the dependence of logistics on chain management is stated. supplies as a higher order category.

It should be noted that integrated logistics provides for the combination of logistics activities, while BSM requires the integration of not only logistics, but also other functional activities. These differences also lead to large-scale systemic changes. If the management of a direct supply chain is possible within the framework of a micro-logistics system, then the transition to an extended supply chain will require integration at the scale of mesological systems. Effective management of the maximum supply chain will require mandatory integration at the scale of the macrologistic system, while many problems will outgrow the logistics aspect itself and take on a macroeconomic nature. Another not often overlooked difference is the nature of flow control.

If in classical logistics all logistics systems are subdivided into pushing and pulling, then supply chain management, which begins (in a causal aspect) from the end user and covers all suppliers of goods, services and information, presupposes an exclusively pulling nature of the functioning of logistics systems.

Supply chain management includes the following key functions:

  • 1) customer relationship management;
  • 2) customer service management;
  • 3) demand management;
  • 4) management of order execution;
  • 5) production flow management;
  • 6) supply management;
  • 7) product management;
  • 8) control of return flows.

The implementation of these functions provides for a wide range of specific performers (from the point of view of coordinated activities of various types of functional management): only logistics (p. 4); logistics and marketing (p. 1 and 2), logistics and production management (p. 5), logistics marketing and production management (p. 6), marketing only (p. 3). Some functions (clauses 7 and 8) within the framework of the interaction of these types of functional management cannot be performed - interaction with business planning at the company level, with project management, environmental management, etc.

Thus, "supply chain management" goes beyond the competence of not only classical, but also integrated logistics and presupposes the emergence of a new type of functional management.

It should be noted that logistics management is inherently inherent in the idea of \u200b\u200bthe closedness of the process of circulation of resources, which we paid attention to more than ten years ago. This was expressed both in determining the scope of competence of logistics from the introduction of natural resources into circulation to the completion of the process of consumption of the final product, and in the importance of the environmental component of the company's competitive potential. Supply Chain Management allows us to take this idea to its logical conclusion. For this, we emphasize two points.

  • 1. Supply chains can vary their length from a direct supply chain, which includes, along with the focus company, its supplier and the first level consumer, to the maximum supply chain extending from the end user (including the focus company) to the initial supplier;
  • 2. In the supply chain, an important role is played by return flows, including both the return of packaging, vehicles, goods that have not withstood the warranty period, and those containing waste of business processes that have secondary value.

We propose to consider a generalized view of the supply chain on an expanded scale (Fig. 1.5). As you can see, classical logistics functioned in a direct supply chain, integrated logistics began to cover an extended supply chain and prepared the transition to supply chain management, which is implemented within the maximum supply chain. Our additions are shown in the diagram in the form of shaded contours and, as you can see, are as follows. The emergence of logistic flows subject to management should not be attributed to the initial supplier (market entity), but to the very process of mining, the process of alienating resources from the environment (nature).

The nature of the formation of these flows largely determines the nature of their existence in the integrated value of supplies. The end user does not end the process of managing the totality of these logistics flows. Obviously, return flows will not be able to ensure the closed nature of the cyclic functioning of these resources at all stages of reproduction, and therefore that substance that at a given level of technological development is of no secondary value to anyone should be prepared for returning to the environment in such a way that disturb the state of equilibrium of the environment.

Thus, we are talking about the formation of a complete supply chain, which largely removes the contradiction of social

Figure: 1.5.

economic and environmental aspects of economic development.

We also note the possibility of organizing return flows not only between entities adjacent to the supply chain, but also any other participants in the complete supply chain, based on organizational expediency. Moreover, before Supply Chain Management as not only functional management, but also economic goal-setting, multiple problems arise, among which the following should be noted as the most important.

Educational settings:

know

Principles of formation and functioning of supply chains;

be able to

Model business processes in supply chains;

own

Organizational and economic methods of supply chain management.

Key terms

Integrated logistics (supply chain logistics). Integrated supply chain. Supply chain management. Focus company. Direct supply chain. Extended supply chain. Maximum supply chain. Supply chain network structure (logistics network). Network structure configuration. Key (main) participants in the supply chain. Ancillary participants in the supply chain. Managed business ties. Tracked business ties. Uncontrolled business ties. Links with entities outside the supply chain. Logistic coordination function. Integration of business processes. Global supply chain optimization.

Evolution of the concept of supply chain management

The development of integration processes in the economy and their going beyond the main economic link along the lines of interaction with business partners in the supply and marketing of finished products led to the emergence of the concept integrated logistics, or supply chain logistics. Accordingly, the concept of "supply chain management" has been developed in the management of integrated logistics.

The term "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 concept of the same name (supply chain management - SCM) is associated with the publication of an article by K. Oliver and M. Weber "Supply chain management: Logistics Catches up with Strategy" in London in 1982.

Initially, supply chain management was identified with integrated logistics. For example, D. Bowersox and J. Kloss remain in this position and consider the relevant aspects of logistics and supply chain management almost as synonyms, believing that "the integration of logistics overcomes the framework of intra-firm coordination of procurement processes, logistics of production and physical distribution, extending to suppliers and consumers ".

The interaction of the functional areas of entrepreneurial logistics and their relationship with the business environment of the business is emphasized by the term "integrated supply chain". Its content is characterized by consistently built: supply chain, intra-production chain and supply chain of the enterprise. From the point of view of the systemic organization of logistics, integrated circuit supplies - it is, first of all, a set of economic entities: suppliers, producers, consumers and intermediaries, who are in economic ties and united by participation in a single reproduction cycle of a product (service).

As the concept of supply chain management develops, there is a division of conceptual and semantic categories and separate terms between logistics and SCM. But the definition of the European Logistics Association, SCM - supply chain management - is an integrated approach to business, revealing the fundamental principles of management in the supply chain, such as the formation of functional strategies, organizational structure, decision-making methods, resource management, the implementation of supporting functions, systems and procedures.

In the process of evolution, the conceptual apparatus of the supply chain management concept has changed significantly. In the 1980s. in developed economies in many industries, a situation has developed in which traditional methods of business management, working towards saving current costs, have practically exhausted their resources. To maintain competitiveness, there was a need for new approaches, one of which was the concept of supply chain management. She put forward and substantiated the idea of \u200b\u200bcoordinating the flow of materials and finished products not only within one firm, but also in a number of firms interacting in business.

The mastery of the concept and the formation of the practice of supply chain management are determined by the transition from the management of economic relations to the management of supply chains, in particular, from the management of economic relations for supply to the management of integrated supply chains. This is evidenced by the fact that "economic ties are subject to the general logic of the process of material and technical support, expressed by the sequence of stages of interaction - from finding partners to fulfilling contractual obligations and meeting the interests of each of them." The first practice was mastered by foreign companies, who really realized that effective supply chain management is the next step that they need to take to increase their competitiveness.

To date, four stages have emerged in the development of the supply chain management concept (Table 8.1).

Stage I. The origin of the SCM theory (1980s) At this stage of development, the concept of "supply chain management" was rather a new fashionable term, in its content not much different from the concept of "logistics". The SCM concept at that time was similar to and almost completely defined by the expanded interpretation of integrated logistics. D. Waters, regarding the relationship between the two concepts, noted that “this is more a matter of semantics, not reality.

Table 8.1

Evolution of the concept of supply chain management

Characteristic

I. The origin of SCM theory

There is a need for a new concept of business management as the idea of \u200b\u200bcoordinating the flow of materials and finished products not only within one firm, but also in a number of firms in interaction. The concept of "supply chain management" in its content only slightly differed from the extended interpretation of integrated logistics

II. Separating SCM theory from logistics

First half of the 1990s

There is a separation of the SCM theory from logistics, independent research of supply chains as an object of management appears, as well as areas of use of certain concepts of general and functional management in practice. Attempts are being made to delimit the conceptual apparatus. There is a need to systematize the concepts and terms used in logistics and supply chain management

III. Formation of the classic SCM concept

Second half of the 1990s - early 2000s.

The distinction between integrated logistics and supply chain management is clearly delineated, the functions of controlling and coordination in managing 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 control of the movement of goods flows and information coordination, coordination of actions of participants in the chain. The complex of accumulated theoretical knowledge and practical experience forms training courses in a new discipline

IV. The current stage of development of the SCM concept

Second half of the 2000s

An even more in-depth study of the theory and practice of supply chain management and their adaptation to different markets is taking place. Current supply chain management practices focus on intra-firm planning and resource optimization when building relationships between the focus company and the rest of the supply chain

differences ... both terms refer to the same function. "

The logic of interpreting the concept of supply chain management at that time can be formulated as follows. Business entities form a supply chain through which an end-to-end material flow passes, which is an object of supply chain management in order to optimize the output flow parameters. To achieve a common goal, all subjects - participants in the chain act in a coordinated manner. The movement of the material flow along the entire chain begins to be carried out with minimal costs due to the improvement in the value of the parameters of the system as a whole.

Thus, supply chain management implied the use of a logistic approach to coordinate the actions of all parts of the system, i.e. in fact, the concept of logistics was in demand for organizing business in the production and commercial sphere.

Phase II. Separation of SCM theory from logistics (first half of the 1990s). The concept of supply chain management was defined as an independent scientific idea in the 1990s. At this time, the isolation of the theory of supply chain management takes place, independent theoretical studies in this and related fields of knowledge begin to develop. Attempts are being made to identify the essence and content of supply chain management as a science, as well as areas of use of the concept in practice. With the emergence of the SCM ideology, there is a division of logistics and SCM as independent terms, as well as conceptual and semantic categories. There is a need to systematize the applied concepts and definitions of logistics and supply chain management. The search begins for a reasonable organization of the basic vocabulary of logistics and SCM, which would allow defining classes of interrelated concepts and taking into account all the diverse and heterogeneous set of terms used in these areas of knowledge. For a uniform interpretation of the main terms and concepts, the problem of standardization of terminology in logistics and SCM, which is dealt with by several foreign organizations, in particular the European Logistics Association ( European Logistics Association) and the Council of Supply Chain Management Professionals ( Council of Supply Chain Management Professionals).

Stage III. Formation of the classic SCM concept (i second half of the 1990s – early 2000s). At the stage of the formation of the classical concept, the distinction between integrated logistics and supply chain management was already clearly defined. The former coordinating role of logistics and end-to-end materials management in the supply chain becomes the prerogative of SCM, the controlling and coordination functions in materials management are also assigned to the concept of "supply chain management". Logistics is interpreted as a functional of controlling and optimization of all types of activities related to the movement of goods, i.e. the focus is shifted to operational activities (transportation, warehousing, cargo handling, transshipment, etc.), as well as the location of logistics and production facilities.

The rapid development of the concept required serious applied research in various industries and in various regional markets. The accumulated theoretical knowledge and practical experience formed the basis for the formation of training courses in the new discipline. At this stage, the ideology of supply chain management begins to develop both as an independent concept and as a functional area of \u200b\u200bmanagement, commerce, marketing and logistics. The main areas of research focus on the processes of integration and the formation of strategic partnerships, as well as the use of the process approach, the study of the main functions of companies in the context of business processes. At the same time, special attention was paid to the development of processes for ensuring the synchronization of commodity flows, as well as enhancing communications between links and information coordination of actions.

Stage IV.The current stage of development of the SCM theory (mid 2000s and further). An even more in-depth study of supply chain management as a concept and a functional area of \u200b\u200bactivity takes place, as well as the adaptation of the concept to different markets. The SCM concept is aimed at solving the problems of integrated management of functional areas of logistics and coordination of the company's logistics process. The accumulated practical experience is analyzed and used by companies to improve their competitiveness. Special attention is paid to the development of information technologies using engineering and technical tools based on the application of the ideology of supply chain management in real time. Supply chain management practices focus on in-house planning and resource optimization and are key to building forward-looking relationships between the focus company and supply chain participants. All this requires further development of scientific research in areas related to SCM, to create new relevant concepts.

Currently, supply chain management as a SCM concept is one of the most effective ways to increase profits and market share and is being actively implemented in the economies of industrialized countries. Many large companies, including Russian ones, are mastering SCM principles as a new business ideology. The provision and development of the strategic advantages of logistics both abroad and in our country are facilitated by the nationwide coordinating bodies - the European Logistics Association and the Council of Supply Chain Management Professionals. In the Russian Federation, such coordinators are currently: the National Logistics Association of Russia (NLA), the National Council for Supply Chains.

The purpose of these organizations is to:

  • to develop proposals and additions to the legislative and regulatory legal acts of the Russian Federation in terms of logistics, since currently there is no legislation in our country in the field of logistics;
  • eliminate the barriers in the tax, customs, transport legislation of the Russian Federation, which hinder the effective use of the strategic potential of logistics;
  • to form integrated logistics systems covering various areas of business, to create interregional and international integrated logistics transport, trade and information systems.

National Logistics Association of Russia Is a public organization founded by the State University - Higher School of Economics (SU-HSE), the Russian Association of Business Education and the Association of Freight Forwarders of St. Petersburg. The mission of the NLA is the formation and strengthening of logistics in Russia as a new scientific and practical direction, contributing to the socio-economic development of economic entities, sectors of the economy and the country as a whole, as well as improving the welfare of citizens. Among the main tasks of the organization are proclaimed:

  • 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 the legislative and regulatory legal acts of the Russian Federation in terms of logistics;
  • coordination of the activities of enterprises, organizations and institutions engaged in research in the design, construction and operation 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.

National Council for Supply Chains Is a public organization in the form of a non-profit partnership open to all market participants (industrial enterprises, suppliers of products and services, including state transport and logistics companies, financial and credit organizations, insurance organizations, non-profit associations and centers, consulting firms, educational institutions ). The main goal of her activities is to promote the development of supply chain management standards in the practice of real business in the Russian Federation and the CIS countries. The mission of the Supply Chain Council is to develop, develop and disseminate a supply chain model as the basis for an all-Russian cross-industry supply chain management standard that combines the best world and national practices. The supply chain model defines the general concept of supply chains, standard terminology, a system for measuring and evaluating logistics activities, summarizes best practices, is a procedural model for the implementation of logistics software, and performs an integrating function in the construction of both intra- and inter-corporate supply chains.

Growing globalization and the development of foreign economic relations make it possible to use world experience in practice. Many foreign companies, expanding the geography of supply chains, consider the territory of the Russian Federation as markets for finished products, as well as a base for locating production facilities for their production for inclusion in their own supply chain, thus involving Russian partners in the process of global business integration.

Russia, following the rest of Eastern Europe, is gradually being drawn into the orbit of global logistics. In this she is assisted by abundant capital investments from various sources. In recent years, the Russian logistics market has become more and more attractive for foreign investors: this can be judged by the large foreign investors who came to Russia. These are, for example, British funds Fleming family & Partners and Raven. Among other things, it takes into account the fact that in Russia the average payback period for projects is 7–8 years or less.

Company Castorama part of the British group of companies Kingfi sher. It is the first in Europe and the third in the world chain of DIY home and renovation hypermarkets - Do It Yourself ("Do it yourself"). Group Kingfi sher - it is more than 770 stores in Europe and Asia. Main retail brands of the company Kingfi sher – Castorama, Brico Depot, Screwfix and B&Q. Hypermarkets Castorama gained their popularity in Europe thanks to a wide range of high quality products, low prices and a service system based on the principle of professional advice. The first European stores under the brand Castorama opened in 1969. Today Castorama - These are 98 hypermarkets in France, 27 in Italy, 37 in Poland, seven in Russia. Castorama in Russia it began its work in 2005. At the moment, hypermarkets are open and are successfully operating in Moscow, St. Petersburg, Samara, Rostov-on-Don, Omsk and Krasnodar. The company plans to further open about five to seven hypermarkets each year in the largest Russian cities. Mission Castorama - help buyers make their homes more perfect and more comfortable, transform the laborious and costly process of renovation and furnishing into an interesting hobby accessible to everyone. goal Castorama - to become number one in the Russian DIY market.

In 2005 the company Castorama RUS organized an office in Moscow with a staff of only 10 people. Employees of the company were engaged in the opening of the first hypermarket in Samara, actively conduct negotiation sessions with suppliers and carry out all the necessary organizational actions regarding a costart-up project in Russia.

The main task of the leader and the only employee Supply Chain Department- SCM strategy development and project implementation. Since the company Castorama is part of a group of companies Kingfi sher, then she has the opportunity to apply her best practices and experience, powers and technologies, procedures, etc. As the foundation of SCM in Castorama it was decided to use the experience of the company B&Q in England. S&Q has 320 stores, 40,000 products and 650 suppliers; the company uses eight regional centers for cargo consolidation and five distribution centers. The benefits of SCM in IN steel: centralization of management, active use of outsourcing, distribution system of goods, category management and information support.

2006-2007 company Castorama opened a total of five hypermarkets. Based on the existing concept of outsourcing business processes Castorama signed a contract with a logistics operator for the provision of safekeeping services. In addition to direct delivery of goods to stores, suppliers in Russia have begun to deliver goods on a "cross-docking" basis through a distribution center Castorama. Inventory management and placing orders with suppliers are entrusted to Buying Department. However, the development of the company led to the fact that the structure of planning and formation of orders to suppliers (both imported and Russian) was changed. In each of the hypermarkets, an Ordering Department was organized, whose tasks include: tracking and controlling the stock in hypermarkets warehouses, planning and forecasting sales, placing orders with suppliers taking into account transit time.

Since 2008, we can already talk about the implemented supply chain management (SCM) system in the company.

Modern science offers many different definitions of supply chain management. There is no consensus on its content, moreover, the range of opinions is very wide and depends on the logistics school (direction) and the position of a particular researcher.

The general thing is that the emphasis in the interpretation of the concept is increasingly shifting towards an expanded understanding of SCM, given in the collection of "Standards for logistics and supply chain management": supply chain management is the organization, planning, control and execution of the flow of goods, from design and procurement through production and distribution to the final consumer in accordance with market requirements for cost efficiency.

M. Christopher gives the following definition of supply chain management: it is "relationship management with upstream and downstream suppliers and customers, aimed at achieving higher customer value at lower costs throughout the supply chain as a whole."

J. Stock and D. Lambert define supply chain management "as the integration of key business processes starting from the end user and encompassing all suppliers of goods, services and information that add value to consumers and other stakeholders."

The list of definitions can be continued, η including in the context of comparing the concepts of logistics and supply chain management. The current situation of ambiguity is caused by a number of reasons.

  • 1. Historically short development time. Both logistics and supply chain management are fairly young and actively debated areas of knowledge, given that the term "supply chain management" itself was introduced in the 1980s. Naturally, their conceptual apparatus is constantly being refined and changed, filled with new content.
  • 2. The presence of various national schools and trends in logistics and supply chain management. Currently, we can talk about the existence american school (D. Bowersoke, J. Kloss, D. Waters, J. Stock, D. Lambert and others), serious research in various european countries, including Great Britain (M. Christopher, J. Mentzer, K. Oliver, M. Weber, etc.). Research is of particular interest australian scientists, having a significant impact on the development of the Asian logistics school. In particular, the works of John Gathorna - a recognized world-class specialist in the field of logistics and SCM from Australia - have been translated into Japanese and Chinese and are now widely recognized in Asia. Scientific schools of logistics and supply chain management have been established and continue to develop in Russia (see paragraph 1.1).
  • 3. The interdisciplinary nature of logistics and supply chain management and the combination of economic and engineering disciplines in them. Over the past several decades, supply chain management has been one of the most dynamically developing concepts at the intersection of commerce, marketing, logistics, operational 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 professionals in other fields, including engineering and technical specialties.
  • 5. The lack of some terms of logistics in different 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 logistic school, as well as by the desire to focus on certain aspects of the logistic 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 now it designates one of the functional areas of logistics and is synonymous with the term "distribution".

Appealing to existing studies and summarizing their results, the scientific school of the Department of Commerce and Logistics of St. Petersburg State University of Economics is guided by the following definition.

Supply chain management Is a process of planning, organization, accounting, control, analysis, regulation, aimed at achieving the strategic goals of the participants in the supply chain. The combination of general management functions and special management functions in logistics (cost management, service quality management, etc.) forms a complex controlling function, ensuring the achievement of logistics coordination in supply chains.

Supply chains are a collection of successively interacting suppliers and consumers: each consumer becomes a supplier for the next consumers - this continues until the finished product reaches the end consumer. The supply chain has in its structure the focal company, suppliers, consumers, as well as channel intermediaries involved in the interaction. Focus company – it is a key link in the supply chain that determines the configuration of the chain and the characteristics of the interaction of participants.

Depending on the number of links, there are three levels of complexity in supply chains:

  • 1) direct supply chain;
  • 2) extended supply chain;
  • 3) maximum supply chain.

consists of a focal (central) company (usually a manufacturing or trading company), a supplier and a buyer / consumer participating in the external and (or) internal flow of products, services, finance, information. At the same time, as a rule, the focal company determines the structure of the supply chain and management of relationships with business partners (Figure 8.1).

Figure: 8.1.

Extended supply chain includes additional suppliers and customers of the second level (Fig. 8.2).

  • Stoke J., Lambert D. Strategic logistics management: trans. from English. 4th ed. M .: INFRA-M, 2005.S. 51.