Introduction. Formation of the logistics system of the organization Development of the logistics system of the enterprise on the example

Analysis of logistics systems is a procedure for developing, justifying and making decisions in the process of researching and forming the logistics systems of enterprises. The essence of the analysis is to turn a complex into a simple one, that is, to turn a difficult-to-understand logistic problem into a series of problems with methods of solution, to find effective means of managing complex logistic objects.

The order of research of the logistics system:

the logistics system is broken down into its constituent elements in order to highlight tasks that are more accessible for solution;

the most appropriate special methods are selected and applied for solving specific problems;

private solutions are combined in such a way that it is built common decision the global task of the logistics system.

The main tasks solved in the analysis of logistics systems:

correctly and clearly describe the logistics system;

collect data about a specific logistics system;

identify the purpose of an element that solves a logistic problem in order to determine its composition, methods, forms and ways of interaction with other elements of the logistic system;

formulate the main goals of creating and developing a logistics system;

to establish the degree of relationship between the goals of the logistics system and the means of achieving them;

to develop several options for the development of the logistics system under the influence of various factors of the internal and external environment;

choose the optimal course for the development of the logistics system;

to develop a program for the development of a logistics system;

check the effectiveness of the interaction of the elements of the logistics system, identify and eliminate bottlenecks;

identify the effectiveness of the organization of enterprise management, the functions and structure of management bodies;

develop specific indicators of the functioning of the logistics system.

The need for the analysis of logistics systems arises in the following cases:

when solving logistic problems:

when it is determined what needs to be known and understood by specialists of the logistics service and other functional divisions of the enterprise;

when it is required to link the goal of the logistics system with multiple means of achieving it;

when the elements of the logistics system have ramified links that can cause long-term consequences in various links of the supply chain, and decisions on them require consideration total costs along the product supply chain;

when there are difficult-to-compare options for solutions or achievement of a set of goals;

in the formation of new logistics systems;

when carrying out business improvement activities;

when making strategic decisions in the field of logistics, taking into account the factors of uncertainty and risk;

when developing responsible decisions for the long term (15-20 years);

when developing criteria for optimality, taking into account the development goals and functioning of the enterprise's logistics system.

In other words, the need for the analysis of logistics systems arises when you want a lot, but the possibilities and funds are limited. In these conditions, it is important to streamline the procedure for determining goals - to find out their priorities and hierarchy. The analysis of logistics systems is used, in particular, to solve global problems in the field of logistics associated with the activities of large groups of people and with significant costs of enterprise resources.

Systems analysis as applied to logistics is a methodology for perceiving or ordering (structuring) a logistics system. The logistics specialist first fixes only the visible structures, and then, by analyzing and transforming the logistics system, he reveals the hidden structures that determine the new quality of the system.

A universal tool for system analysis methodologies is a clear identification of structural elements in the process of studying logistics systems. These include:

the goal or set (complex) of the goals of the logistics system;
options for achieving the chosen goal;
resources required;
mathematical and logical models reflecting the system of links between goals, alternative means of achieving them, external environment and resource requirements;
criterion for choosing the most preferable option. Using such a criterion, goals and logistic costs are compared, for example, achieving the goal of a logistic system for a certain planned or predetermined budget of resource costs.

The structure of logistics systems is distinguished by the following features:

purpose (functions);
quality;
reliability;
profitability;
layout;
the degree of duplication;
efficiency;
effectiveness;
complexity;
organization.

The structuring of the logistics system is aimed at finding out:

the real goals of the functioning of the logistics system;

ways to achieve these goals;

the relationship between the elements of the logistics system;

limitations and consequences of one or another option (course) of action.

Structuring contributes to an in-depth understanding of the external conditions in which the logistic problem takes place.

Depending on the level of structuring, there are three classes of logistics systems:

well structured, or quantified;

unstructured, or qualitatively expressed;

poorly structured, or mixed, containing qualitative and quantitative indicators.

Kaliningrad State Technical University

Faculty of Economics

Production management department

_____________________ ___________________

date, signature date, signature

Course work

in the discipline "Logistics"

theme: "Designing a logistics system by the example of RollTex LLC"

I've done the work

student of group 04-EU-1

A.A. Golovanov

Checked the work:

Parshina L.P.

Kaliningrad

Introduction
Chapter 1. Technical and economic characteristics of the investigated enterprise	5
1.1. General information about RollTex LLC	5
1.2. Dynamics of the main indicators of the enterprise	7
Chapter 2. Formation of a logistics system based on the investigated enterprise	12
2.1. Definition and a brief description of participants in the logistics system.	12
	15
2.3. Logistic activities	16
Chapter 3. Logistic optimization of the enterprise	18
3.1. Inventory optimization using the ABC-XYZ method	18
3.2. Modeling an inventory management system using the "LeanPruduction" system	22
Conclusion
List of used literature
application

Introduction

In conditions of heightened competition among the measures with which it is possible to ensure the rationalization of production and improve its technology, it is necessary to highlight the reduction in the time for the passage of products and stocks in workshops and warehouses. The production management systems used today for this do not always meet the requirements of the market. Their main disadvantages include:

Too large deviations of the estimated planning from the real state of affairs, despite the significant costs for electronic data processing and the system as a whole;

Lack of opportunities to effectively influence productivity, cycle times and required inventory levels;

Insufficient freedom of action of planning structures and planning-related employees.

Currently, the market requirements for the parameters of products, and, above all, for their quality, have significantly increased. This happened due to the predominance of supply over demand, the presence of excess production capacity, etc. It follows that success in competitive struggle can be achieved by the one who has built his production in the most rational way, so that his economic indicators are at the optimal level. This goal is achieved, among other measures, by:

a) reducing the costs associated with the creation and storage of stocks;

b) shortening the delivery time;

c) more precise adherence to delivery times;

d) increasing the flexibility of production, its adaptability to market conditions;

e) improving the quality of products;

f) increased productivity.

IN last years there has been a marked improvement in production methods, which has reduced production costs. Further cost savings, as noted above, can be achieved if the reserves inherent in the rationalization of supporting processes are realized.

Specifically in this work, the analytical emphasis will be placed on the inventory management system at RollTex LLC.

As foreign experience shows, in industrialized countries the effective processing time of a part is at most 20% of the cycle time. This indicates a very long stay of the part in production in a semi-finished form and leads to the creation of large stocks, and, accordingly, an increase in their costs. Research in a number of western countries, suggest that the expected profit from each percent reduction in inventory levels can be equated to a 10 percent increase in turnover. It follows from this that production and the inventory system are becoming interdependent. Analyzing the system of production orders, many firms began to proceed from the method of complex regulation, which allows harmoniously connecting all the links and proportioning the volumes of production and stocks. The above substantiates the urgency of the problem of optimizing stocks at the enterprise within the framework of the logistics department.

The paper gives a brief description of the RollTex LLC enterprise, shows the dynamics of its main technical and economic indicators. Then, along with a small theoretical block, a description of the logistics system operating at the enterprise is given. The third chapter of the work is devoted to the analysis of ways to optimize the inventory management system at the investigated enterprise.

Chapter 1. Technical and economic characteristics of the investigated enterprise.

1.1. General information.

RollTex is a leading Russian enterprise for the development and production of technological equipment for easy and textile industry: flooring tables, cutting end rulers, flooring carriages, measuring rejecting machines, measuring doubling machines. RollTex equipment successfully works at textile and sewing enterprises, factories for the production of upholstered furniture, suppliers of fabrics for clothing, furniture and curtain groups.

The company traces its history back to 1997, when in Kaliningrad, in a small workshop, the first machine for rewinding, quality control and measuring the length of fabric was developed and manufactured. Today RollTex is a successful, dynamically developing company that produces more than 22 pieces of equipment per year of various complexity classes. Moreover, these are both mass-produced and non-standard machines.

In the process of designing and manufacturing RollTex tm equipment, the company's specialists always take into account the individual wishes of customers, thanks to which many interesting projects have been successfully implemented. Some special models that were designed according to terms of reference customers entered serial production. Other machines exist in one or two copies and are maximally adapted to the technological processes of specific enterprises.

All documentation is developed by the RollTex Design Bureau using automatic design tools. The use of modern proven technical solutions in the design allows us to produce high-quality and reliable machines of various complexity classes. Specialists of the Design Bureau are constantly searching for more and more perfect technical solutions that increase the productivity of the equipment produced.

Important advantages of RollTex tm equipment: high ergonomics, quiet operation, color scheme of painting machines, functionality of equipment controls, economic return and low cost part during operation. It was revealed that the maximum payback period for RollTex equipment lies within 8-11 months for organizations working with materials costing from 12 USD. per meter and above. For organizations working with materials worth up to 12 USD per meter, the payback period is 10-18 months, taking into account the work in one shift.

The low cost part during operation is created due to the use of fewer human resources when working on machines, low power consumption of machines, minimal use of production areas.

Over the ten-year period of activity, the RollTex company has established and built business relationship not only with the best domestic, but also with foreign suppliers of components around the world: from Osaka in Japan to Manchester in the UK. This made it possible to find ideal solutions for the introduction of advanced technologies in the production of equipment that provide high quality its workmanship and durability. This is confirmed by the high consumer demand for RollTex products.

Closeness to customers instills trust and confidence on their part. In addition to the standard warranty conditions, RollTex offers service packages for expansion and renewal technical support. Additional services on service can significantly reduce the time to restore the equipment operability and minimize losses from equipment repair downtime.

RollTex specialists constantly study the organization technological processes production in textile, sewing and furniture factories, get acquainted with how the work is organized wholesale warehouse from fabric suppliers. Therefore, the company develops and offers its customers only the equipment that will be in demand for its service purpose and technical specifications and will fully satisfy all the needs of the client.

RollTex's mission is to increase the customer's profit by supplying him with high-quality and efficient equipment. Providing appropriate service... Cooperate with textile and light industry in the Russian market so that the company gains an international reputation for quality, price and service.

1.2. Dynamics of the main indicators of the enterprise.

To summarize the characteristics of the efficiency and intensity of the use of fixed assets, the following indicators are used:

1) return on assets (the ratio of profit from core activities to the average annual cost of fixed assets);

2) capital productivity of fixed assets (the ratio of the value of manufactured products to the average annual value of fixed assets);

3) capital intensity (the ratio of the average annual cost of OPF to the cost of manufactured products for the reporting period.

The most generalizing indicator of the efficiency of using fixed assets is the return on assets. Its level depends not only on the return on assets, but also on the profitability of the product.

Let's analyze the above indicators in order to determine how various factors influenced the change in return on assets and capital productivity.

Table 1

Initial information for the analysis of return on assets and capital productivity of the enterprise RollTex LLC for 2006-2007.

According to table 1, we see that the profit during 2006-2007. increased by 7 819.2 thousand rubles, which is directly related to a significant increase in the volume of production, namely, this indicator increased by 22 354.8 thousand rubles.

As mentioned earlier, at the beginning of 2006, the management of RollTex LLC made a decision to expand production, in connection with which, over the next two years, large amounts of financial resources were invested in the construction of new fixed assets, in the purchase of new equipment, repair and replacement of the old one. Consequently, the average annual value of fixed assets during this period also increased significantly.

The relationship between the above indicators is expressed as follows: P opf \u003d FO opf x R vp; (one)

Let's calculate the influence of factors by the method of chain substitutions:

R opf 05 \u003d FO opf 05 x R vp 05 \u003d 2.72 x 0.35 \u003d 0.952;

Conditional data 1 \u003d FO opf 06 x R vp 05 \u003d 2.65 x 0.35 \u003d 0.928;

R opf 06 \u003d FO opf 06 x R vp 06 \u003d 2.65 x 0.35 \u003d 0.928;

ΔР opf FO \u003d Cond. data 1 - R opf 05 \u003d 0.928 - 0.952 \u003d - 0.024 (- 2.4%);

ΔР opf Р \u003d Р opf 06 - Cond. data 1 \u003d 0.928 - 0.928 \u003d 0.

The analysis showed that the return on assets of fixed assets decreased by 2.4% only under the influence of changes in the rate of return on assets.

We will conduct a study of changes in the volume of gross output under the influence of an increase in the average annual cost of OPF:

VP \u003d OPF x FD; (2)

Thus, the relationship between the above indicators is expressed. To assess the influence of the factors of the average annual cost of the production fund and the return on assets on production, we use the chain substitution method:

VP 05 \u003d 201 195.6 thousand rubles;

Catch. data 1 \u003d OPF 06 x FO OPF 05 \u003d 84 295.5 x 2.72 \u003d 229 283.8 thousand rubles;

VP 06 \u003d 223 550.4 thousand rubles;

ΔVP opf \u003d Cond. data 1 - VP 05 \u003d 229 283.8 - 201 195.6 \u003d 28 088.2 thousand rubles;

ΔVP pho \u003d VP 06 - Cond. data 1 \u003d 223 550.5 - 229 283.8 \u003d - 5 733.3 thousand rubles.

The results of the analysis showed that, due to the increase in the cost of fixed assets in 2007, the volume of production increased by 28,088.2 thousand rubles, but at the same time decreased under the influence of a decrease in capital productivity by 5,773.3 thousand rubles. Thus, we see that the expansion of production, replacement of old equipment with new ones, construction and development of new production facilities contributed to an increase in production volumes by 28,088.2 thousand rubles. At the same time, the negative trend in the rate of return on assets has reduced the value of production by 5,773.3 thousand rubles.

As part of the analysis of the use of the production capacity of RollTex LLC, we investigate the influence of such indicators as the production area of \u200b\u200bthe enterprise, the share of the area of \u200b\u200bworkshops in the total manufacturing area, the output per 1 m2 of workshops, on the change in the volume of production in 2007.

table 2

Data for the analysis of the use of the production area of \u200b\u200bRollTex LLC for 2006-2007.

To assess the influence of factors on the volume of production, we will use the method of absolute differences. So, the volume of production in 2007 compared to 2006 increased by 22,354.8 thousand rubles:

By increasing the production area of \u200b\u200bthe enterprise:

ΔVP \u003d ΔPP x UTs 05 x VMC 05 \u003d 450 x 0.84 x 300.29 \u003d 114 108.9 thousand rubles;

By increasing the specific weight of the workshop area in the total production area:

ΔVP \u003d PP 06 x ΔUT x VMC 05 \u003d 1250 x 0.08 x 300.29 \u003d 30,029.0 thousand rubles;

By changing the production output per 1 m 2 of the workshop area:

ΔVP \u003d PP 06 x UTs 06 x ΔVMC \u003d 1250 x 0.92 x (- 105.9) \u003d - 121 783.1 thousand rubles;

Based on the results of this analysis, it was revealed that due to the increase in the production area of \u200b\u200bthe enterprise and the share of the area of \u200b\u200bworkshops in the total production area, the volume of production increased by 114,108.9 thousand rubles. and 30,029.0 thousand rubles. respectively. But since the new production areas are not fully utilized, the production output per 1 m 2 of the workshop area decreased in 2007, which entailed a decrease in the production volume by 121,783.1 thousand rubles.

Chapter 2. Formation of a logistics system on the basis of RollTex LLC

2.1. Definition and brief description of the participants in the logistics system.

The logistics system is a complex structured economic system, consisting of elements-links interconnected in a single process of managing material and structuring flows, the totality of which, the boundaries and tasks of functioning are united by the internal and (or) external goals of the business organization.

The list of participants in the RollTex LLC logistics system is as follows:

1. Suppliers;

2. Transport;

4. Production center;

5. RollTex LLC

6. Buyers.

Functions of RollTex LLC logistic system participants:

Provider - determination of the amount of necessary stocks for each type of resources, methods of storage and provision for use.

Production center at participates in the production of goods and services, depending on the adopted technologies.

Transport (carrier) - definition of the range, volumes, terms, transportation methods and sources of supplied resources.

Warehouse - determination of the storage order finished products, means, terms and methods of its delivery to the consumer.

Company ... Determination of the order of payment for the delivered incoming resources, transport and storage services.

Buyer ... Participation in the in-house strategic planning process.

Logistic chain is a linearly ordered set of concretized subjects (subdivisions, physical and / or legal entities, (manufacturers, intermediaries, public warehouses, etc.) carrying out logistic operations to bring the material flow from one logistics link to another (in the case of production consumption) or to the end consumer (in the case of non-production or personal consumption).

In Fig. Figures 1 and 2 show the diagrams of the logistic system and the logistic chain that take place at the RollTex LLC enterprise.

Figure: 1. Simplified diagram of the logistic system of RollTex LLC

Figure: 2. Scheme of the logistic chain of RollTex LLC

The type of the RollTex LLC logistic system is micrologistic, the subtype is external (physical distribution, distribution, supply). Because the entire logistics policy is carried out within one enterprise, when purchasing from foreign organizations and then selling to consumers. This also follows from the definition of a micrologistic system.

Micrological control systems - intra-production logistics area of \u200b\u200bone enterprise or several enterprises united on a corporate basis.

Micrological systems include technologically related productionsunited by a single infrastructure and working for a single economic result.

Logistic systems are characterized by 4 basic properties inherent in any system.

The purpose of the logistics system, the so-called "system 7" symbolizes seven conditions for the effective functioning of the logistics system at an enterprise (group of enterprises) and is formulated as follows:

1. Cargo (product) - the desired product.

2. Quality - the required quality.

3. Quantity - in the required quantity.

4. Time - must be delivered on time.

5. Place - to the right place.

6. Costs - with minimal costs.

7. Consumers - to a specific consumer.

2.2. Characteristic material flows

Material flow - material resources in motion, work in progress and finished products considered in the process of applying various logistics operationsassociated with physical movement in space (loading, unloading, transportation, sorting, etc.)

Information flow - it is a set of circulating in the logistics system, between the logistics system and external environment messages required to manage and control logistics operations .

Financial flow - is a directed movement of funds circulating in the logistics system, as well as between the logistics system and the external environment, necessary to ensure the effective movement of the reproduction process as a whole.

Information flow

Financial flow

Figure: 3 The scheme of movement of material, information

and financial flows

2.3. Characteristics of logistics activities

Logistic activities (logistics operations) - actions aimed at transforming the material flow. It is customary to divide logistic activities into elementary and complex.

Elementary Logistic activity is any action that is not subject to further decomposition within the framework of the set research or management task associated with the emergence, transformation or absorption of material and accompanying information and (or) financial flow.

The elementary activities of the logistic system of RollTex LLC include: loading, unloading, sorting, acceptance and release of goods from the warehouse, collection, storage, transmission of information about the cargo (goods), settlements with suppliers and buyers, etc., carried out with material resources or finished products.

An integrated logistic activity or logistic function is a separate set of logistic operations aimed at implementing the tasks set for the logistic system.

Among the complex logistics activities, there are: basic, key and auxiliary (supporting) logistics.

The basic logistics activities include: supply, production and sales.

The key logistics activities are: transportation, inventory management, purchasing, order management, physical distribution, and so on. That is, all activities of the considered classification.

Ancillary (supporting) logistics activities include: information and computer support, warehousing, cargo handling, support for the return of goods and the provision of spare parts and services.

Chapter 3. Logistic optimization of the activity of RollTex LLC.

3.1. Stock optimization method ABC - XYZ .

This method allows, in accordance with a given criterion, to select the most significant from the entire set of objects of the same type. As a rule, there are few such objects, and it is on them that the main attention should be focused. In particular with the help this method selective management of stocks of goods is carried out.

The criteria can be selected:

Consumption volume;

Number of orders;

Profit;

Average stock for a certain period;

Analysis procedure ABC

1. Objects and criteria are selected on the basis of which the classification of management objects will be carried out (for example, the consumption of goods for certain period time).

2. Goods are distributed in descending order of their consumption.

3. Consumption is calculated on a cumulative basis.

4. The share (%) of consumption of each product in the total volume of consumption of goods is determined.

5. An ABC curve is constructed to identify three classes of goods A, B, C.

6. The division of the analyzed assortment into groups A, B, and C is proposed to be carried out as follows:

Group A includes elements of the highest importance according to the selected criterion (for example, 20% of goods making up 80% of consumption);

Group B includes items of medium importance (for example, 30% of goods that make up 15% of consumption);

Group C includes all other goods, the degree of importance of which was assessed according to the same criteria as the previous groups of goods (for example, 50% of goods that make up 5% of consumption).

Analysis XYZ

ABC analysis allows you to differentiate the assortment by the degree of contribution to the intended result, and when analyzing XYZ assortment divided into the degree of uniformity of demand and the accuracy of programming.

The coefficient of variation of demand for individual items of the assortment (ν) is calculated by the formula (1):

(1)

Where x i - i-th value of demand for the estimated position;

- the average quarterly demand for the estimated position;

n is the number of quarters for which the assessment was made.

Analysis procedure XYZ

1. Coefficients of variation are determined for individual items of the assortment.

2. Control objects are grouped in ascending order of the coefficient of variation.

3. The analyzed assortment is divided into groups X, Y, Z according to the algorithm proposed below:

4. The matrix ABC - XYZ is built and the commodity items that require the most careful control are highlighted.

ABC matrix - XYZ

AX	AY	AZ
Bx	BY	BZ
CX	CY	CZ

To carry out this analysis according to the above-described methodology, the average stock of component parts for the assembly of a measuring and grading machine mod. B - 02.4, which is the most sought after by clothing manufacturers with a wide range of fabrics.

Table 3

Initial data for the analysis of ABC-XYZ, m.

Table 4

Conducting ABC Analysis

A - system of constant control over stocks.

B - stock check once a week.

C - stock check 2 times a week.

Table 5

Performing XYZ Analysis

Thus, based on the analysis performed and the compilation of the ABC-XYZ matrix, we obtain that:

AX and AY choose individual inventory management technologies and in particular consider using just-in-time delivery technology and optimal order size.

For products included in the group BY both identical and individual technologies can be used. The intervals between checks should be small.

For group products CY - checking the availability of stocks once a month.

3.2. Modeling the operation of the inventory management system according to the system " Lean Production ».

The essence of the logistic concept "LeanProduction" or "lean production" is expressed in the combination of the following components:

· High quality

Small batch size

Highly qualified staff

Low stock levels

Flexible equipment

This concept got its name "lean manufacturing" because it requires much fewer resources than mass production - less inventory, less time per unit of production, less waste due to the minimized batch sizes and production time. Thus, among the main purposes of using this system at the RollTex LLC enterprise, the following can be distinguished:

High standards of product quality

Low production costs

Quick response to consumer demand

Short changeover time

In my opinion, the application of this concept of "lean production" at RollTex LLC is quite justified for a number of reasons:

1) the enterprise manufactures an average of 22 units of equipment, unique for the Kaliningrad region, either on individual orders or in very small batches per year;

2) Some machines exist in one or two copies and are maximally adapted to the technological processes of specific enterprises;

3) RollTex specialists constantly study the organization of production processes at textile, sewing and furniture factories, get acquainted with how the work of a wholesale warehouse at fabric suppliers is organized. Therefore, the company develops and offers to its customers only the equipment that will be in demand for its service purpose and technical characteristics and fully satisfy all the needs of the client.

4) A low cost part during the operation period is created due to the use of fewer human resources when working on machines, low power consumption of machines, minimal use of production areas.

In the presence of the aforementioned conditions, the company has a full range of capabilities to quickly respond to consumer demand. When making products to order in single copies, and therefore, in very close cooperation with the client, quality control of the equipment produced must be carried out at the highest level, which is what happens at the RollTex LLC enterprise.

In the theory and practice of logistics, there is also the concept of production to order, many of the principles of which are similar to the key components of the LeanProduction model, but at the same time this concept has a number of its own characteristics.

There is currently a decrease life cycle products, accompanied by an expansion of its range and increased competition. One of the tools to improve the efficiency of the enterprise's logistics system is the application of the concept of production to order.

Manufacturing to order or deferred production is a company management concept that aims to postpone resource-consuming activities (procurement, production, delivery, etc.) until a specific order is received.

The production to order method provides that the range and quantity of products produced is dictated directly by the consumer, to whom the products are delivered from the company's warehouses. Availability electronic system inventory accounting allows you to determine the volume and assortment products sold and place an order for its production. Thus, the signal for the start of production of a particular product will be the decrease in these products in the warehouse in connection with their sale.

The transition to the use of this concept reflects the changes that have occurred in the views of marketing scientists on the market: the concepts of production improvement and product improvement have been replaced by the marketing concept, which claims that the key to achieving the goals of an organization is to identify the needs and requirements of target markets and ensure the desired satisfaction in more efficient and in more productive ways than competitors.

Using the concept of manufacturing to order allows you to achieve a more efficient use of company resources by manufacturing components, and assembling finished products only after receiving an order for a specific model. Previously, manufacturers tried to provide the largest possible range of finished products at the points of sale and this led to high level stocks of finished products, now the main idea is to forecast the demand for these products and the production of a sufficient number of components required to assemble the projected volume of finished products. However, the assembly itself begins only after receiving the order. This approach allows you to maintain a low level of stocks of finished products, and at the same time allows you to quickly assemble and deliver the required number of ordered products.

Modern scholars argue that a custom manufacturing system is possible when the start of production takes place after the order has been received. Supporters this approach proceeds from the assumption that the gain in saving resources that can be wasted on the production of products that have no demand will be greater than the gain in time that the company will receive by having the finished product in stock and shipping it immediately after the order arrives. This approach is typical, as a rule, for enterprises that produce unique products in accordance with the specific requirements of the client and which may allow specifying in the supply contracts exactly the time it takes to manufacture the products. It is in such conditions that RollTex LLC operates, therefore, the use of the model of production to order will become for it effective tool increasing competitiveness in the market of machine-building enterprises.

Conclusion

In the last decade in Russia, there has been a constant increase in the interest of commercial structures in the theory and practice of logistics, which in developed countries peace has long been a practical and effective business tool. This is due to the fact that logistics technologies can achieve significant competitive advantages. They ensure the delivery of the right product in the right quantity and quality at the right place and time to a specific consumer at an optimal cost. The implementation of such, at first glance, a simple rule makes it possible to reduce all types of stocks of material resources by 30-50%, the duration of the movement of products from the primary source of raw materials to the final consumer by 25-45%, reduce the costs of production and distribution of goods, accelerate the turnover capital of the enterprise, to increase the level of satisfaction of consumer demands in the quality of goods and services.

The problem of the rational movement of raw materials, materials and finished products has been the subject of close attention before. The novelty of logistics lies, first of all, in the change of priorities in the economic practice of the company, where the management of the processes of commodity circulation, that is, bringing the finished product to a specific consumer, began to occupy a central place. If earlier the processes of supplying material resources, production and physical distribution of finished products were considered separately, isolated from each other, then the logistic approach involves the synchronization and coordination of all operations, procedures and processes associated with the movement of material resources into a single business process of the enterprise. For example, keeping and storing goods in a warehouse in case they might be needed sometime is too expensive. After all, the maintenance of stocks itself is expensive, and the products stored in the warehouse can become outdated, no longer in demand, etc.

The problem of effective inventory management was laid in the basis of this term paper, within the framework of which the activities of the Kaliningrad machine-building enterprise RollTex LLC were considered. A brief description of the company was given and the main technical and economic indicators of its work over the past two years were given. Further, based on the results of the analysis of the main logistic activities and the system of organizing material flows at the enterprise, in the third chapter of the work, a number of proposals were made to improve the inventory management system.

Bibliography

1. Gadzhinsky A.M. Logistics: Textbook for higher and secondary specialized educational institutions. - 3rd ed., Rev. and add. M .: ITC "Marketing" 2001

2. Sergeev V.I. Logistics in Business: A Textbook. M .: INFRA. 2001.

3. Nerush Yu.M. Logistics: Textbook for Universities. M .: UNITI, 2000.

4. Lectures and practical exercises in the discipline "Logistics".

Kaliningrad State Technical University

Faculty of Economics

Production management department

_____________________ ___________________

date, signature date, signature

Course work

in the discipline "Logistics"

theme: "Designing a logistics system by the example of RollTex LLC"

I've done the work

student of group 04-EU-1

A.A. Golovanov

Checked the work:

Parshina L.P.

Kaliningrad

Introduction
Chapter 1. Technical and economic characteristics of the investigated enterprise
1.1. General information about RollTex LLC
1.2. Dynamics of the main indicators of the enterprise
Chapter 2. Formation of a logistics system based on the investigated enterprise
2.1. Definition and brief description of the participants in the logistics system.
2.2. Characteristics of material flows
2.3. Logistic activities
Chapter 3. Logistic optimization of the enterprise
3.1. Inventory optimization using the ABC-XYZ method
3.2. Modeling an inventory management system using the "Lean Pruduction" system
Conclusion
List of used literature
application

Content

Introduction

Too large deviations of the estimated planning from the real state of affairs, despite the significant costs for electronic data processing and the system as a whole;

Lack of opportunities to effectively influence productivity, cycle times and required inventory levels;

Insufficient freedom of action of planning structures and planning-related employees.

Currently, the market requirements for the parameters of products, and, above all, for their quality, have significantly increased. This happened due to the prevalence of supply over demand, the presence of excess production capacity, etc. Hence it follows that success in the competition can be achieved by the one who has built his production in the most rational way, so that his economic indicators are at the optimal level. This goal is achieved, among other measures, by:

a) reducing the costs associated with the creation and storage of stocks;

b) shortening the delivery time;

c) more precise adherence to delivery times;

d) increasing the flexibility of production, its adaptability to market conditions;

e) improving the quality of products;

f) increased productivity.

In recent years, there has been a marked improvement in production methods, which has reduced production costs. Further cost savings, as noted above, can be achieved if the reserves inherent in the rationalization of supporting processes are realized.

Specifically in this work, the analytical emphasis will be placed on the inventory management system at RollTex LLC.

As foreign experience shows, in industrialized countries the effective processing time of a part is at most 20% of the cycle time. This indicates a very long stay of the part in production in a semi-finished form and leads to the creation of large inventories, and, accordingly, an increase in their costs. Research in a number of Western countries suggests that the expected return on every 1% reduction in inventory levels can be equated to a 10% increase in turnover. It follows from this that production and the inventory system are becoming interdependent. Analyzing the system of production orders, many companies began to proceed from the method of complex regulation, which allows harmoniously connecting all links and proportioning the volumes of production and stocks. The above substantiates the urgency of the problem of optimization of stocks at the enterprise within the framework of the work of the logistics department.

Chapter 1. Technical and economic characteristics of the investigated enterprise.

1.1. General information.

The RollTex company is a leading Russian enterprise for the development and production of technological equipment for the light and textile industries: spreading tables, cutting end rulers, spreading carriages, measuring grading machines, measuring dividing machines. RollTex equipment successfully works at textile and sewing enterprises, factories for the production of upholstered furniture, suppliers of fabrics for clothing, furniture and curtain groups.

In the process of designing and manufacturing RollTex tm equipment, the company's specialists always take into account the individual wishes of customers, thanks to which many interesting projects have been successfully implemented. Some special models, which were designed according to the technical specifications of the customers, went into serial production. Other machines exist in one or two copies and are maximally adapted to the technological processes of specific enterprises.

Important advantages of RollTex tm equipment: high ergonomics, quiet operation, colors of machine painting, functionality of equipment controls, economic payback and low cost part during operation. It was revealed that the maximum payback period for RollTex equipment lies within 8-11 months for organizations working with materials costing from 12 USD. per meter and above. For organizations working with materials worth up to 12 USD per meter, the payback period is 10-18 months, taking into account the work in one shift.

The low cost part during operation is created due to the use of fewer human resources when working on machines, low power consumption of machines, minimal use of production areas.

Over a ten-year period of activity, RollTex has established and built business relationships not only with the best domestic, but also with foreign suppliers of components around the world: from Osaka in Japan to Manchester in Great Britain. This made it possible to find ideal solutions for the introduction of advanced technologies in the production of equipment, which ensure high quality of its manufacture and durability. This is confirmed by the high consumer demand for RollTex products.

Closeness to customers instills trust and confidence on their part. In addition to the standard warranty conditions, RollTex offers service packages for the expansion and renewal of technical support. Additional maintenance services can significantly reduce the time to restore the equipment operability and minimize losses from equipment repair downtime.

RollTex specialists constantly study the organization of production processes at textile, sewing and furniture factories, get acquainted with how the work of a wholesale warehouse is organized at fabric suppliers. Therefore, the company develops and offers to its customers only the equipment that will be in demand for its service purpose and technical characteristics and fully satisfy all the needs of the client.

RollTex's mission is to increase the customer's profit by supplying him with high-quality and efficient equipment. Provision of appropriate service. Cooperate with textile and light industry enterprises in the Russian market so that the company gains an international reputation for quality, price and service.

1.2. Dynamics of the main indicators of the enterprise.

To summarize the characteristics of the efficiency and intensity of use of fixed assets, the following indicators are used:

1) return on assets (the ratio of profit from core activities to the average annual cost of fixed assets);

2) capital productivity of fixed assets (the ratio of the value of manufactured products to the average annual value of fixed assets);

3) capital intensity (the ratio of the average annual cost of OPF to the cost of manufactured products for the reporting period.

The most generalizing indicator of the efficiency of using fixed assets is the return on assets. Its level depends not only on the return on assets, but also on the profitability of the product.

Let's analyze the above indicators in order to determine how various factors influenced the change in return on assets and capital productivity.

Table 1

Initial information for the analysis of return on assets and capital productivity of the enterprise RollTex LLC for 2006-2007.

Index	Condition. designation

Profit from product sales, thousand rubles
Production output, thousand rubles
Average annual cost of fixed assets, thousand rubles
Fund profitability,%
Product profitability,%
Return on assets of OPF, rub.
Capital intensity of OPF, rub.