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Logistic approach to the management of material flows of the enterprise. Logistic approach to production management

The logistic approach to the management of material flows at the enterprise allows you to optimize the implementation of a complex of logistics operations to the maximum.

The terms of the cumulative effect from the application of the logistic approach to material flow management at the enterprise:

1. Manufacturing is market-oriented. An effective transition to small-scale and individual production becomes possible.

2. Establishing partnerships with suppliers.

3. Equipment downtime is reduced. This is ensured by the fact that at the workplaces there are always materials necessary for work.

4. Stocks are being optimized.

5. The number of auxiliary workers is being reduced. The lower the level of consistency, the more uncertain the work process and the higher the need for support personnel to perform peak volumes of work.

6. The quality of products is improving.

7. Reduced loss of materials. Any logistic oneration is a potential loss. Optimizing logistics operations means reducing losses.

8. The use of production and storage areas is improving.

9. Injury rate decreases. The logistic approach organically integrates into itself the occupational safety system.

№ 43. Types of logistics

Procurement - search for suppliers and assessment of their reliability; inventory management; analysis of the market conditions of suppliers, etc.

In the process of providing the enterprise with raw materials, semi-finished products, components and other material resources, problems are solved procurement logistics... At this stage, suppliers are carefully studied and selected, supply contracts are concluded and their implementation is monitored. The main goal of procurement logistics is to meet the production needs for materials with the highest possible economic efficiency. The achievement of this goal depends on the solution of the following main tasks:

Determination of the need for material resources; the problem of “make or buy” is solved, which consists in comparing two options - purchasing a given material from a supplier or producing it at our own enterprise.

Research of the procurement market and selection of a supplier according to certain criteria.

Conclusion of a contract for the purchase of necessary material resources for logistics system.

Preparation of a budget for the procurement of material resources.

Coordination and systemic interconnection of procurement with production, sales and warehousing.

In logistics, there are two main criteria for choosing a supplier:

The cost of purchasing a product or service.

The quality of logistic customer service.

Additional criteria include the following:

remoteness of the supplier from the consumer;

terms of execution of current and emergency orders;

organization of product quality management at the supplier;

the supplier's ability to ensure the supply of spare parts throughout the life of the supplied equipment;

the supplier's creditworthiness and financial position, authority in the business world, and a number of others.

The legal basis for procurement is the sales contract.

In practice, the following procurement methods are used:

Purchases in one batch (bulk purchases).

Purchases in small lots within a certain period of time (month, quarter, year).

Daily (monthly) purchases according to quotation lists.

Receipt of goods as required.

Purchase of goods with immediate delivery.

In general, the procurement process includes the following main stages:

awareness of the need to purchase material resources;

development of specifications and drafting of applications;

selection of suppliers from whom prices are requested;

evaluation of the sent price lists and selection of suppliers;

drawing up an order for the purchase of material resources;

obtaining material resources.

Network - analysis of sales markets, construction of distribution channels; inventory management; warehousing; service, etc.

Sales logistics (distribution logistics) is an area of research into the system integration of functions implemented in the process of distributing material and accompanying (information, financial and service) flows between various consumers, that is, in the process of selling goods, the main purpose of which is to ensure delivery necessary goods to the right place, at the right time, at the right cost. Closely related to the concept of sales logistics is the concept distribution channel- a set of various organizations that deliver goods to the consumer

Sales logistics tasks:

Deliver products to the consumer on time.

Deliver products to the consumer in the required quantity.

Deliver products to the consumer without compromising their quality.

Deliver products to the consumer at minimal cost.

In the process of solving the problems of distribution logistics, it is necessary to find answers to the following questions: through which channel to bring the products to the consumer; how to pack products; which route to send; Does the logistics need a network of warehouses, if so, what kind, where and how much; what level of service to provide, as well as a number of other questions.

Warehouse logistics - determination of the layout of warehouses, warehouse parameters, organization of document flow; assessment of the efficiency of the warehouse, etc.

The movement of material flows in the logistics chain is carried out using the transport and storage system included in it. The hubs of this system are various warehouses.

Warehouses- these are buildings, structures and various devices intended for the reception, placement and storage of goods received in them, preparing them for consumption and delivery to consumers.

Warehouse facilities are created for the purpose of receiving material flow with the same parameters (dimensional, quality, time), processing, accumulating and issuing with other parameters to the specified consumer.

Thus, warehouses, as well as other links of supply chains, are subject to the “seven N” logistic rule: to provide the necessary consumer with the goods he needs in the required quantity with the required quality in the right place at the right time with the best costs.

A modern warehouse is a complex system... At the same time, the warehouse itself is just an element of a higher-level system - the logistics chain, which forms the requirements for the warehouse system, sets goals and criteria for its functioning. In this regard, the warehouse is considered in logistics not in isolation, but as an integrated component logistics chain. It is this approach that will ensure the efficiency of not only a specific warehouse, but also the entire logistics chain in which it operates.

The main purpose of the warehouse is to place stocks, store them and ensure uninterrupted and rhythmic fulfillment of consumer orders. The main functions of the warehouse include:

Conversion of production assortment into consumer assortment in accordance with demand;

Warehousing and storage. These functions make it possible to equalize the time difference between production and consumption, make it possible to carry out continuous production and supply using stored commodity stocks;

Consolidation (unification) and transportation of goods. Consolidation of small batches for several customers until the vehicle is fully loaded is carried out in order to reduce transportation costs;

Provision of services (preparation of goods for sale, quality control, freight forwarding services, etc.).

Transport - a choice of types of transport; selection of routes and delivery method, etc.

Transport logistics. Transportation is one of the key logistics functions associated with the movement of products by a vehicle using a specific technology in the supply chain and consisting of logistics operations and functions, including forwarding, cargo handling, packaging, transfer of rights and property, cargo, risk insurance, customs procedures, etc. .P.

Operating in a market economy, transport enterprises (like other participants in the process of commodity circulation) should be aimed at obtaining a single economic result in the logistics chain. This is facilitated by many factors, among which the following can be noted: the established market of transport services, competition between enterprises and different kinds transport, tightening requirements for tariffs and quality of transport services from consumers, etc.

Thus, thanks to transport, the logistics process of goods movement (from suppliers of raw materials and materials, covering various types of intermediaries and ending with consumers finished products) is transformed into a single technological chain, and transport becomes an integral part of a single transport and production process. In this chain, the main functions of transport are the movement of goods and their storage.

Moving goods is a change in their location while observing the principle of economy (reducing cost and time costs). This process must be economically justified, since moving goods consumes time, money and environmental resources. The significance of the time factor is increasing due to the emergence of logistic concepts requiring a reduction in stocks (including stocks in transit), which significantly limit the use of material and commodity resources, i.e. "Tie up" the capital. Transportation also requires financial resources - in the form of internal costs for the transport of goods with our own rolling stock, and external costs for the use of commercial or public transport for this purpose.

Thus, this transport function defines its main goal - the delivery of goods to their destination as quickly as possible, cheaply and with the least damage to the environment. It is also necessary to minimize the loss and damage of transported goods while meeting customer requirements for timely delivery and providing information about goods in transit.

Storage of goods as a function of transportation occurs in cases where it is expedient to save money on repeated transshipment and unloading (when the costs of these operations exceed the losses from idle time of loaded rolling stock), insufficient storage capacity and the need to change the routes of cargo. At the same time, the time spent on the way of goods increases.

In general, using Vehicle for temporary storage of goods is expensive, but it is fully justified from the point of view of total costs, if the transshipment of goods is more costly, if there are no other possibilities for storage, or if lengthening delivery times is acceptable.

Financial - organization of mutual settlements, management of accounts receivable and payable, etc.

Financial logistics is a system of management, planning and control over financial flows based on information about the organization of material flows.

Financial flow is a directed movement of financial resources associated with the movement of material, information and other resource flows both within the framework of the logistics system and outside it. Financial flows arise from reimbursement of logistics costs and expenses, raising funds from funding sources, monetary reimbursement of products sold and services rendered by participants in the supply chain.

The purpose of financial logistics is complete and timely provision in terms of volumes, terms and sources of financing.

To achieve this goal, financial logistics must solve the following tasks:

Financial market research and forecasting of funding sources using marketing techniques;

Determination of the need for financial resources, selection of funding sources, tracking interest rates on bank loans and securities;

Construction of financial models for the use of funding sources and an algorithm for the movement of cash flows from funding sources;

Establishing the sequence of the movement of funds within the project;

Creation of operating systems for information processing and financial flows.

Financial logistics principles:

Self-regulation to achieve a balance of the flow of cash resources with the movement of material resources, production and minimization production costs;

Flexibility associated with the possibility of making changes to the financing schedule for the acquisition of materials necessary for the implementation of the project finished products and when adjusting the terms of the order from consumers and partners;

Minimization of production costs while improving product quality;

Integration of financing, procurement, production and sales processes;

Congruence - the correspondence of the volume of financing to the volume of production;

Reliability of funding sources and project support financial resources;

Profitability (through the assessment of not only costs, but also the "pressure" on these costs);

Profitability when placing funds.

Financial flows differ depending on the used calculation forms:

Cash financial flows are the movement of cash funds, these include settlements in rubles and in foreign currency;

Information and financial flows - movements of non-cash funds, these include settlements by payment orders, settlement checks;

Accounting and financial flows arise in the production of goods or the provision of services in the process of forming material costs in the production activities of the enterprise.

Production - cost reduction, production time reduction, etc.

Production logistics... The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics. The purpose of production logistics is to optimize material flows within an enterprise that creates material goods or provides services. Production logistics systems include:

manufacturing enterprise;

wholesale commercial enterprise;

junction cargo station;

nodal seaport.

In an integrated form, the tasks of production logistics are as follows:

Planning of the production process based on the forecast of demand for finished products and customer orders.

Development of production schedules for production and other divisions of the enterprise.

Establishment of standards for work in progress and control over their observance.

Operational production management and organization of production assignments.

Participation in the development and implementation of industrial innovations.

Control over the cost of production of finished products.

Development of production schedules, agreed with the services

supply and sales.

In practice, fundamentally different approaches to the organization of production processes are used - traditional and logistic.

Traditional concept organization of production assumes the following principles:

Never shut down the main equipment and maintain a high utilization rate at all costs;

make products in as large batches as possible;

to have the largest possible supply of material resources just in case.

In contrast to the traditional logistics concept of organizing production, it assumes the following points:

rejection of excess inventory;

refusal from the overestimated execution time of basic (production) and transport and warehouse operations;

Refusal to manufacture series of parts for which there are no orders from buyers;

elimination of production equipment downtime;

mandatory elimination of product defects;

reduction (elimination) of irrational intra-industrial transportation;

The transformation of suppliers from an opposing side into benevolent business partners;

reduction in the number of auxiliary workers;

more efficient use of production and storage space.

№ 44. Innovation management: origin, formation, main features

Innovation concept.

Innovation- the end result of innovation activities, embodied in the form of a new or improved product introduced in the market, a new or improved process used in organizational activities, a new approach to social problems.

Under innovation in the 19th century. they understood, first of all, the introduction of elements of one culture into another. In the XX century. innovations were considered technical improvements. J. Schumpeter at the beginning of the century understood the role of innovation as a means to overcome economic downturns. He pointed out that the source of profits can be not only price manipulation and cost reduction, but also a change in production.

In his work "Theory economic development"Schumpeter wrote:" By the enterprise we mean the implementation of new combinations, as well as what these combinations are embodied in: factories, etc. We call business entities entrepreneurs, whose function is precisely the implementation of new combinations and which act as its active element. "

According to Schumpeter, the concept of "making new combinations" covers the following five cases:

Manufacturing of a new, that is, not yet known to consumers, good or the creation of a new quality of one or another good.

The introduction of a new method (method) of production, unknown to this branch of industry, which is not necessarily based on a new scientific discovery and which may even consist in a different method of commercial use of the corresponding product.

The development of a new sales market, that is, a market in which until now this industry of this country has not yet been represented, regardless of whether this market existed before or not.

Obtaining a new source of raw materials or semi-finished products, equally regardless of whether this source existed before, or simply was not taken into account, or was considered unavailable, or it had yet to be created.

Carrying out an appropriate reorganization, for example, securing a monopoly position (through the creation of a trust) or undermining the monopoly position of another enterprise.

If we consider innovation as the end result, then it must have somewhere its beginning, source, and this beginning is some idea, concept, invention. There is a long way from this idea to its implementation, containing many stages and actions. This path is called the innovation process.

It is necessary to highlight the characteristic properties of innovation that distinguish it from a simple innovation:

scientific and technical novelty;

industrial applicability;

commercial feasibility.

The commercial aspect defines innovation as an economic necessity, realized through the needs of the market. From this point of view, two points are distinguished:

"materialization" of innovation - from an idea to its implementation into a product, service, technology;

"commercializing" innovation - turning it into a source of income.

Here you should pay attention to the broad interpretation of the concept of innovation - it can be New Product, new technological process, a new structure and management system of the organization, a new culture, new information etc.

Innovation process.

Innovation process it is an activity in which an invention or an entrepreneurial idea receives economic content.

Considering the innovation process, a number of concepts should be defined that are basic.

Invention, that is, initiative, proposal, idea, concept, invention, discovery.

An innovation is a well-developed invention embodied in a technical or economic project, model, prototype.

Initiation of innovation - scientific and technical, experimental, or organizational activity, the purpose of which is the emergence of the innovation process.

Diffusion of innovation - the process of diffusion of innovation at the expense of firms - followers (imitators).

Routine innovation is the acquisition by innovation over time of such properties as stability, sustainability, constancy and, ultimately, obsolescence of innovation.

The concept of innovation management.

Innovation management is the management of scientific, scientific and technical, production activities and the intellectual potential of the firm's personnel with the aim of improving the produced or mastering a new product (service), as well as the methods, organization and culture of its production and, on the basis of this, meeting the needs of society in competitive goods and services.

The word "innovation" is translated into Russian as "novelty", "innovation", "innovation".

In management, innovation is understood as an innovation that has been mastered in production and has found its consumer.

The Emergence and Formation of Innovation Management: The Oslo Leadership. The methodology for the systematic description of innovations is based on international standards, recommendations for practical application which were adopted in Oslo in 1992 and were named the "Oslo Guidelines".

It has long been understood that the creation, application and diffusion of knowledge are fundamental to economic growth, development and the well-being of peoples. In this regard, the need for a more perfect “measurement” of innovation is put forward to the central place. The nature and diversity of innovation has varied over time, and so has the need for metrics to track these changes and provide policymakers with the right tools for analysis. A significant amount of work on developing models and analytical frameworks for studying innovation was done during the 1980s and 1990s. Experimentation with early surveys and their findings, along with the need for a coherent set of concepts and tools, led to the first edition of the Oslo Manual in 1992, which focused on technological product and process innovation (TPI) in industrial production... It has become the benchmark for a variety of large-scale surveys examining the nature and impact of innovation in the business sector, such as the European Community Innovation Survey (CIS), which is now being repeated for the fourth time.

The main features of innovation management (production technologies as a control object).

The specificity of innovation as an object of management presupposes a special nature of the activity of an innovative manager. Besides general requirements(creative character, analytical skills, etc.), he must be a true professional, know the production and technological area of innovation; the state of the market for an innovative product, the investment market; organization innovation activities on the development and development of new types of products and the provision of new types of services; financial and economic analysis of innovation, production and investment activities; fundamentals of labor relations and staff labor motivation; legal regulation and types state support innovative activity. Particular attention should be paid to the preparation and adoption of managerial decisions, as well as control at each stage of its passage. The ultimate goal of innovation management is to improve the efficiency of resource use and ensure the rational functioning of the subjects of innovation.

№ 45. Management of innovative activities of the enterprise

The concept of innovative activity of an enterprise, an innovative-active enterprise;

types of innovation-active enterprises by the type of innovation strategy (violets, patents, commutants, explorents);

Under the innovative activity of the enterprise the process of creating a new product is understood - from the formation of its idea to the development of production, release, sale and obtaining a commercial effect. The objectives of the enterprise's innovative activity from the standpoint of its internal needs are to increase production efficiency by updating all production systems, increasing competitive advantages- first of all, of a higher order - based on the effective use of scientific, scientific and technical, intellectual and economic potentials.

Respectively, innovatively active enterprise characterized by the release of innovative products.

Thus, the management of the innovative activity of the enterprise is carried out on the basis of achieving the following goals of the innovative organization:

1. Priority goals. These include the growth and development of the organization based on the intensification of innovation, the active promotion of new products and new technologies to the market, the use of opportunities for further specialization and diversification of production for active growth, economic growth, economic prosperity and expansion into new markets.

2. Tactical goals. These goals boil down to the intensification of the development processes, implementation and development of innovations, to the organization and financing of investments in the enterprise, to training, retraining, staff incentives, improving R&D and the scientific base of innovations.

3. Structural goals associated with the optimal functioning of enterprise subsystems: production, R&D, personnel, finance, marketing and management.

Classification of companies by type of innovative behavior

P / p No.	Parameters	Type of innovative behavior according to L.G. Ramensky
Violent	Patents	Explorents	Commutants
Company type (classification by X. Friesewinkel)
Lions, elephants, hippos	Foxes	Swallows	Mice
	Competition level	High	Short	Average	Average
	Industry novelty	New	Mature	New	New, mature
	What needs are served	Bulk, standard	Massive but not standard	Innovative	Local
	Production profile	Mass	Specialized	Experimental	Universal, small
	Company size	Large	Large, medium, small	Medium, small	Small
	Sustainability of the company	High	High	Low	Low
	R&D expenditure	High	Average	High	Absent
	The factor of strength and competition	High performance	Adaptation to a specific market	Leading the way in innovation	Flexibility

Violent behavior is typical of large companies with large resources, they operate in the market from a position of strength, allocate a lot of funds for research and development, marketing and sales networks. Violent companies are found in all industries, many of which are transnational. According to the stage in the dynamics of their development, they are called: "proud lions", "mighty elephants", "clumsy hippos".
"Proud Lions"- companies that are characterized by the most dynamic pace of development with a clear focus on a narrow, but massive and promising range of high quality products at affordable prices, they invest heavily in the creation of powerful research and development structures. However, the growth potential of the market segment in which the "proud lion" has formed ends sooner or later and it moves to the position of the "mighty elephant". "Mighty elephant" characterized by less dynamic development, but more diversified structure. In this state, the company can exist for many years, its stability is ensured by its large size, diversification and the presence of a wide international network. When a new product appears on the market, the "mighty elephants" begin to act only when the success of the novelty is already evident and, having powerful financial and production potential, push the innovator firms into the background and receive the maximum commercial benefit from the innovation. Due to the fact that only separate directions business, the creative moment of such a company gradually decreases and it turns into a "hulking hippo".
"Hulking Hippo"- a company that is overly keen on diversification, scattered its forces and lost the dynamics of development. For various reasons, the company loses the opportunity to receive a commensurate profit and sometimes becomes unprofitable.
Patents ("sly foxes") can be small, medium, and occasionally large. The strategy of these companies is that they occupy their own niche - a narrow segment of the market, focusing on those consumers who are not suitable for mass production. At the same time, the margin of competitiveness is ensured due to the high consumer value of the product. Gradually, the company accumulates experience and concentrates resources in a chosen narrow niche, cutting off competitors. For such firms, the viability and the possibility of development remains as long as there is a market segment or there is a demand for a product. By virtue of their efficiency, patent companies are attractive targets for acquisitions by violet firms. A direct attempt to penetrate a market niche controlled by a "cunning fox" can lead to significant and sometimes irreparable losses, therefore takeover is practically the only option for access to patents, know-how, and specialized household network. Even after falling under the control of the violet, patients usually retain high degree autonomy. Having avoided absorption, they can develop in two directions: first, moderate growth or stagnation along with the niche they occupy, and second, a change in strategy and transformation into a violet.
The main role of small exploratory companies ("swallows") consists in creating new products and technologies and introducing radical innovations. At the first stage of their activity, they need funding. In the last decade, there has been a tendency to provide ever-increasing financial and organizational support for them from government and commercial structures. For many exploiting companies, the search for innovation ends in failure. Those firms that achieve successful results due to the high use value and competitiveness of the product begin to develop rapidly. To withstand the competition of violets and stay on the market, the exporter must change the strategy to a specialized (patent) one or make large-scale investments in production, management and distribution network (violet strategy).
Switching companies ("gray mice")- small firms, adapted to the conditions of local demand, they fill niches that, for one reason or another, are not occupied by violets, patents or exporters. Satisfying local needs and individual demand, they play a unifying role, linking the economy into a single whole. Therefore, they were called commutants. They contribute to the expansion and acceleration of the innovation process, fulfilling a dual role: on the one hand, they promote the diffusion of innovations, and on the other, their routinization. Small firms promote innovation through imitation activities. Commutators gain significant competitive advantages over the firm that brought the product to market because it is cheaper to imitate than to create something new. Small imitative production is more efficient than large production, providing quality that is almost the same as the quality of the corresponding original products. well-known firms but cheaper. Commutators are most common in industries (sewing, furniture) where patent law is not really able to protect the design from copying. In other industries (pharmaceuticals, electronics), the patent protection period is significantly shorter life cycle goods, which makes it possible to participate in the distribution process, quite legally copying the best developments of well-known companies. Traditional switches are kept small. Their expansion makes it necessary to change the strategy, most likely, to the patent one.
It is not always easy to clearly define the type of enterprise by its innovative behavior, since the vast majority of large companies use different options innovative behavior and innovative strategies, depending on the type of products manufactured, are actively involved in international integration and cooperation.
analysis management activities innovative enterprise: analysis innovation system enterprise, innovative potential based on the competitive advantages of an innovative-active enterprise; features of personnel management in innovative organizations.

1. Coordination of innovation

A feature of innovation activity is its significant diversity.

There are three tipping points in the innovation process where effective coordination is needed:

Transition from science to design;

Transition from design to production of a new product;

The transition from production to marketing.

In addition, in the innovative activity of an enterprise, it is necessary to coordinate the work of the participants in two non-limiting phases - the development phase and the sales phase, that is, developers on the one hand and sales managers on the other.

The following methods of coordination can be distinguished:

1. the creation of special coordinating structures - councils, committees, which include representatives of departments participating in different phases of the innovation process;

2. creation of a system of assistants and consultants;

3. full availability of working information. Creation of a system of reports, that is, documents reflecting the results of the work of departments in the established "control points". Availability, openness of these reports for managers and leading specialists of all divisions;

4. high intensity of planned communications;

5. encouraging unplanned informal communication by top management;

6. internships and rotation.

7. participation of personnel in the completion or beginning of an adjacent phase.

2. Control in innovation

Control in innovation activity is of particular importance due to high risks.

Before starting to innovate at the stage preliminary control quantitative and qualitative indicators of all types of resources available to the enterprise necessary for the implementation of an innovative project, as well as standards and norms for future activities are determined.

Evaluation and analysis of the information obtained should provide answers to the questions - is it possible to start the innovation process, what additional resources are needed, whether the organization will be able to provide the required quality design work.

In the course of current activities, it is very important strategic control over the expenditure of resources (cost accounting) by comparing planned costs with actual ones. Overexpenditure of resources is a frequent occurrence for innovative activities, in some cases this leads to a significant shortfall in the planned profit.

In addition, in the course of current activities due to feedback, assessment of coincidence of expected results with real ones... And if, in a simple reproduction process, in the case of discrepancies between expectations and reality, current activities are usually adjusted, then during the innovation process, previously adopted norms and standards often have to be adjusted.

The next feature of the control of the innovation process is its comprehensive critical analysis of results, including discussion of all emerging problems. The result of such a critical analysis can be a significant change in the direction of design work or even their complete termination.

To ensure a comprehensive critical analysis of the results, a well-tuned Information Support leadership on the results of innovative activities, sometimes down to the smallest detail. As practice shows, in the innovation process, a petty miscalculation can play the role of a "weak link" and cause a chain reaction leading to the collapse of the entire system.

During ongoing monitoring, three aspects of project implementation are assessed:

- Time- the project must be completed on time.

- Price- the project budget must be met.

- Quality- the established characteristics of the project must be met.

Another feature of control in innovation is that control "at the junctions" of phases innovation process when transferring results from one phase to another. Moreover, each phase of the innovation process begins with preliminary control and ends with final control. To carry out the final control, a selection committee is organized, which should include representatives from both phases - the transmitting and receiving. Control at the “phase junctions” (or as they say at “checkpoints”) should be comprehensive - financial control, technical control, control of deadlines, control of documentation

The overall final control of the project results ends with the delivery of the project to the customer and the closure of the contract.

During the final control, as a rule, tests are carried out in order to assess the achievement of the technical and economic development indicators established in the contract (in the terms of reference). If these conditions are not met, then discrepancies are identified, their causes and measures are developed to eliminate the detected discrepancies.

During the final control, a check is also carried out financial statements, which relates to the reporting of the customer and the executing organizations.

Checking the financial statements includes: checking the statement of the invoice for the entire volume of completed work, reconciling the payments received with the submitted invoices; checking the availability of documentation for the changes; control of the amount of withholding made by the customer.

Another element of the final control during the delivery of an innovative object to the customer can be certification... For its implementation, the customer is presented with the relevant documents characterizing the quality of materials, processes, and the product itself.

Personnel management in innovation activities

There are several approaches to defining the concept of logistics. Most of them associate this concept with material flow and information flow. The whole set of definitions of logistics can be combined into two groups. The first group of definitions treats logistics as a direction economic activity, which consists in the management of material and information flows in the spheres of production and circulation. The second group of definitions considers logistics as an interdisciplinary scientific direction, directly related to the search for new opportunities to increase the efficiency of material and information flows.

In the domestic literature, the approach to logistics as a scientific and practical direction of management, which consists in the effective management of material and information flows in the spheres of production and circulation, is becoming more and more common.

In the terminological dictionary on logistics, published in Russia in 1995, the following definition of logistics is given: “Logistics is the science of planning, control and management of transportation, warehousing and other material and non-material operations performed in the process of bringing raw materials to a manufacturing enterprise, in-plant processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with the interests and requirements of the latter, as well as the transfer, storage and processing of relevant information. "

Summarizing all of the above, a shorter definition of logistics can be proposed.

Logistics is the science of organizing, planning, controlling and regulating the movement of material and information flows in space and in time from their primary source to the final consumer.

In general, the fundamental difference between the logistic approach to material flow management from the traditional one lies in the allocation of a single management function for previously disparate material flows: in the technical, technological, economic, methodological integration of individual links of the material-producing chain into one single system that ensures effective management of end-to-end material flows.

At the macro level, a chain through which a certain material flow passes sequentially consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner. At the same time, the task of managing the end-to-end material flow is not posed or solved. The category “through material flow” is also not distinguished. As a result, such indicators of this flow as its cost, reliability of receipt, quality and others, at the exit from the chain, are added to a large extent randomly and, as a rule, are far from optimal.

With a logistic approach, the object of management is the end-to-end material flow. At the same time, the isolation of enterprises - links in the material-producing chain is largely overcome in order to coordinate the management of the end-to-end material flow. The right cargo begins to arrive at the right time, in the right place, in the required quantity, of the required quality. The movement of the material flow along the entire chain begins to be carried out at minimal cost.

At the macro level, a chain through which a certain material flow passes sequentially, most often consists of various services of one enterprise. With the traditional approach, the task of improving the end-to-end material flow within the enterprise, as a rule, does not have a priority value for any of the departments.

With a logistic approach, a service is allocated and receives substantial rights at the enterprise, the priority task of which is to manage end-to-end material flows, that is, flows that come from outside pass through supply service warehouses, production shops, finished product warehouses and then go to the consumer.

The object of study in "Logistics" as a scientific and educational discipline, as well as the object of management in the activities of a logistician is the material flow and related information, financial and other flows.

The logistic approach to management distinguishes such a category as "through material flow".

Differences between different approaches to material flow management can be identified both at the macro and micro levels and shown schematically:

Considering the micro level, it is necessary to replace the enterprise diagrams with subdivisions (departments) of one business entity, and the "picture" reflecting the differences will remain the same.

In general, the difference between the logistic approach to management and the traditional one lies in the allocation of a single function of management of previously disparate material flows - management of "end-to-end material flow".

Read more in the tutorials:

1. Gadzhinsky A. M. Logistics: Textbook for higher and secondary specialized educational institutions. - 2nd ed. - M .: Information and implementation center "Marketing", 1999. - pp. 22 - 24

1.3. SPECIFICITY OF LOGISTIC APPROACH TO MANAGEMENT

MATERIAL FLOWS IN THE ECONOMY

Most definitions interpret logistics as the theory and practice of material management. However, this activity has been carried out by humanity since ancient times. The generally accepted definition, which would reflect the specifics of logistics, has not yet been developed. Therefore, let us dwell in a little more detail on the specifics of the logistic approach.

to the management of material flows, both at the micro and at the macro level.

At the macro level, a chain through which a certain material flow passes sequentially consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner (Fig. 2). At the same time, the task of managing the end-to-end material flow is not posed or solved. The category “through material flow” is also not distinguished. As a result, such indicators of this flow as its cost, reliability of receipt, quality and others, at the exit from the chain, are added to a large extent randomly and, as a rule, are far from optimal.

Rice. 3. Logistic approach to material flow management at the macro level

At the same time, the isolation of enterprises - links of the material-carrying chain is largely overcome with the aim of coordinated management of the end-to-end material flow. The right cargo begins to arrive at the right place, at the right time, in the required quantity, of the required quality. The movement of the material flow along the entire chain begins to be carried out at minimal cost.

At the micro level, a chain through which a certain material flow passes sequentially, most often consists of various services of one enterprise (Fig. 4). With the traditional approach, the task of improving the end-to-end material flow within the enterprise, as a rule, does not have a priority value for any of the departments. The indicators of the material flow at the exit from the enterprise, as in the first example, have a random value and are far from optimal.

Rice. 4. The traditional approach to material flow management at the micro level

(individual enterprise level)

Indicators of material flow at the exit (point B)

manageable and have a predetermined value

Rice. 5. A logical approach to material flow management at the microlevel (level

a separate enterprise)

In general, the fundamental difference between the logistic approach to material flow management from the traditional one consists in the allocation of a single function of management of previously disparate material flows; in the technical, technological, economic and methodological integration of individual links of the material-conducting chain into a single system that ensures effective management of end-to-end material flows. *

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* Currently in Russian Federation the name "logistics" is beginning to be assigned to the practical activities of material flow management, regardless of how much this activity corresponds to the logistics idea.

3. Korsakov A.A. BASICS OF LOGISTICS: Tutorial/ Moscow State University of Economics, Statistics and Informatics. - M., 2005.- pp. 10-11

1.5. Basic principles of logistics

Specificity exists both at the micro and at the macro level.

At the macro level, the chain through which the material flow passes consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner (Fig. 1). Moreover, the task

management of end-to-end material flow is not set and is not solved. As a result, such indicators of this flow as cost and reliability are far from optimal. End-to-end material management allows you to see and manage the entire system as a whole.

With the logistic approach, the object of management is the end-to-end material flow (Fig. 2). At the same time, the enterprises consistently manage the end-to-end material flow.

For example, the right cargo begins to arrive at the right place, at the right time, in a small amount of the required quality. As a result, the movement of the material flow along the entire chain is carried out with minimal costs.

At the micro level, the chain through which the material flow passes consists of various services of one enterprise (supply, production, sales services). With the traditional approach, the task of optimizing the material flow is not a priority for any of the departments. The indicators at the exit from the enterprise are far from optimal and are added by chance.

With a logistic approach at the enterprise, the task of managing end-to-end material flows is singled out. As a result, the indicators of the material flow at the exit become controllable.

In general, the difference between the logistic approach to management and the traditional one lies in the allocation of a single function of management of previously disparate material flows.

With the logistic approach, the object of management is the end-to-end material flow (Fig. 2). At the same time, the isolation of enterprises - links of the material-carrying chain is largely overcome with the aim of coordinated management of the end-to-end material flow. The right cargo begins to arrive at the right place, at the right time, in the required quantity, of the required quality. The movement of the material flow along the entire chain begins to be carried out at minimal cost. Gordon M.P., Karnaukhov S.B. Logistics of goods movement. - 2nd ed. revised add. - M .: Center for Economics and Marketing, 2003.

Rice. 1. The traditional approach to material flow management at the macro level

Rice. 2. Logistic approach to material flow management at the macro level

At the micro level, a chain through which a certain material flow passes sequentially, most often consists of various services of one enterprise (Fig. 3) In the traditional approach, the task of improving the end-to-end material flow within the enterprise, as a rule, does not have a priority value for any of the departments. Gordon M.P., Karnaukhov S.B. Logistics of goods movement. - 2nd ed. revised add. - M .: Center for Economics and Marketing, 2003.

The indicators of the material flow at the exit from the enterprise, as in the first example, have a random value and are far from optimal.

Rice. 3. The traditional approach to material flow management at the micro level

With a logistic approach, a service is allocated and receives substantial rights at the enterprise, the priority task of which is to manage end-to-end material flows, i.e. flows that come from outside pass through supply service warehouses, production shops, finished goods warehouses and then go to the consumer (Fig. 5). As a result, the indicators of material flow at the exit from the enterprise become manageable.

Rice. 4.

In the process of managing material flows in the economy, many different problems are solved. These are the tasks of forecasting demand and production, and, consequently, the volume of traffic; determining the optimal volumes and directions of material flows; organization of warehousing, packaging, transportation and many others. Consider who solves these tasks.

Material flows are formed as a result of activities various enterprises and organizations producing and consuming certain products, providing or using certain services. At the same time, the following enterprises and organizations play a key role in material flow management:

· transport companies general use, various forwarding companies;

· Enterprises wholesale trade carrying out a complex of logistics operations with goods;

· Commercial and intermediary organizations that do not work with goods, but provide services for organizing wholesale turnover;

· Manufacturing enterprises, whose warehouses for raw materials and finished products perform various logistic operations.

By the efforts of these enterprises and organizations, material flows are formed, the process of goods movement is directly carried out and controlled.

Each of the listed participants in the logistics process specializes in the implementation of a group of logistics functions. In this case, the term "function" in what follows will mean a set of actions that are homogeneous from the point of view of the goal of these actions, and noticeably different from another set of actions that also have a specific goal. The logistics function is a large group of logistics operations aimed at realizing the goals of the logistics system. Each of these functions is a fairly homogeneous (from the point of view of the goal) set of actions. For example, the ultimate goal of all activities for the formation of economic ties is the establishment of business partnership relations between various participants in the logistics process, that is, the formation of links between the elements of macrological systems. Zalmanova M.E., Novikov O.A., Semenenko A.I. Industrial and commercial logistics. Tutorial. - Saratov: Saratov state. tech. un-t, 1995.

Note two characteristics the given complex of logistic functions:

The fundamental difference between logistic functions and similar functions implemented in the traditional organization of economic activity is, first of all, in their deep systemic interconnection with each other.

Successful management of economic flows in a separate enterprise is possible only if the appropriate function is allocated. The dynamically changing situation creates an objective need for a number of enterprises to create a logistics service, the absence of which leads to randomness and inconsistency in purchases, storage, prices, stocks, duration of the production cycle, sales organization, and confusion in the warehouse economy.

Lack of logistics structures at Russian enterprises - rather the result historically established management systems and the inability to represent the logistics service than a pronounced reluctance.

The implementation of the material flow control function in the historically established management structures is shown in Fig. 5. Yu.M. Nerush. Commercial logistics. Textbook for universities. - M. banks and stock exchanges, UNITY, 1997.

The fundamental disadvantage of this structure is that the groups of logistics operations listed in the figure are connected into a material-conducting function according to the classical, but not according to the systemic method.

Let's analyze this figure in the context of four properties of systems (elements, connections, organization, integrative properties).

There are elements (operations), but their composition is formed by chance, that is, it is possible that when designing an end-to-end logistics process, some operations will have to be added and some excluded.

The links between operations are not clearly defined and are often established by chance.

The organization of these operations into a single function is not specifically carried out, and there is no bearer of this function in the enterprise.

The integrative properties of the so interconnected and so organized set of operations, as a result, do not provide the possibility of optimizing material flow management at the enterprise. Zalmanova M.E. Business systems logistics. Tutorial. - Saratov: Saratov state. tech. un-t, 1997.

Rice. 5. Traditional system of material flow management in enterprises

In practice, this means that the logistics function is "spread out" across various services. For example, one division of a manufacturing enterprise is engaged in the procurement of materials, another is in the maintenance of stocks, and the third is in the sale of finished products. At the same time, the goals of these divisions may often not coincide with the goals of the rational organization of the aggregate material flow passing through the enterprise.

The logistics approach involves managing all operations as a single activity. For this, a special logistics service must be allocated at the enterprise, which will manage the material flow, starting from the formation of contractual relations with the supplier and ending with the delivery of the finished product to the buyer. Gordon M.P., Karnaukhov S.B. Logistics of goods movement. - 2nd ed. revised add. - M .: Center for Economics and Marketing, 2003.

A possible structure of the governing body of the through material flow at the enterprise is shown in Fig. 6.

Rice. 6. The structure of the governing body of end-to-end material flow at the enterprise

This structure makes it possible to single out a single function of managing the end-to-end material flow at the enterprise.

The enterprise may have other structures that allow the implementation of the logistics function.

Let us now consider in more detail how the logistics service interacts with other services of an individual enterprise.

The most significant relationship between logistics and marketing. Let's single out the following tasks solved at a manufacturing enterprise by the marketing service:

· Environmental analysis and market research;

· Consumer analysis;

· Planning of goods, determination of assortment specialization of production;

· Planning of services, optimization of market behavior for the most profitable sale of services.

If the first two tasks can be solved by the marketing service without the participation of the logistics service, then the third and fourth tasks should be solved together.

Let's say the marketing service has substantiated the need to release a new type of product. Then the task of the logistics service will be to provide production with raw materials, inventory management, transportation, all in the context of a new type of product.

Solving the fourth problem, marketing defines a strict framework for the requirements of the logistics service for physical distribution. These requirements are met by the logistics system.

In general, the activities of logistics and marketing services in the enterprise are closely intertwined. Let us show their relationship by the example of the production of drinks bottled in tetra-packs. Package design is a marketing function. Strength parameters of packages - logistics. Package volume - both marketing and logistics. The geometric parameters of the package are mostly logistics. The application of a bar code that allows you to track the movement of each product unit is more of a logistics task. However, given that the presence of a barcode on the packaging is one of the factors prompting a purchase, its application can be recommended by the marketing service.

The logistics service at the enterprise closely interacts with production planning. This is due to the fact that production depends on the timely delivery of raw materials, materials, component parts in a certain quantity and a certain quality. Accordingly, the logistics service of the enterprise, which ensures the passage of the through material flow (and therefore organizes the supply of the enterprise), should participate in making decisions about launching products into production, since it will have to provide production with resources. Zalmanova M.E., Novikov O.A., Semenenko A.I. Industrial and commercial logistics. Tutorial. - Saratov: Saratov state. tech. un-t, 1995.

On the other hand, logistics interacts with production in the process of organizing the sale of finished products. Managing material flows in the process of implementation and having comprehensive information about the sales market, the logistics service, of course, should participate in the formation of schedules for the release of finished products.

An essential function of the logistics service is the delivery of raw materials and components to the workshops directly to the workplaces and the transfer of manufactured products to storage locations. The weak interconnection of production with logistics in the implementation of this function leads to an increase in stocks in different areas, creating an additional load on production.

One of the main indicators characterizing the supplier and influencing the organization of the entire logistics process is the quality of the supplied products. Determination of the optimal level of quality, as well as control over its observance is also a joint task of the enterprise logistics service and the production planning service.

Material management activities in an enterprise are usually associated with high costs. Accordingly, the activities of the logistics service are closely related to the activities of the finance service. For example, when determining the optimal volumes of stocks, the logistics service, of course, will proceed not only from economic calculations, but also from the real financial capabilities of the enterprise. Joint decisions of logistics and finance services are also made when purchasing equipment to ensure logistics processes. Control and management of transport and storage costs are jointly carried out.

Most definitions interpret logistics as the theory and practice of material management. However, this activity has been carried out by humanity since ancient times. The generally accepted definition, which would reflect the specifics of logistics, has not yet been developed. Therefore, let us dwell in somewhat more detail on the specifics of the logistic approach to material flow management, both at the macro and micro levels.

At the macro level, the chain through which a certain material flow passes sequentially consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner (Fig. 2). At the same time, the task of managing the end-to-end material flow is not posed or solved. The category "through material flow" is also not distinguished. As a result, the indicators of this flow, such as its cost, reliability of receipt, quality, etc., at the exit from the chain are added up to a large extent randomly and, as a rule, are far from optimal.

With the logistic approach, the object of management is the end-to-end material flow (Fig. 3). At the same time, the isolation of enterprises - links of the material-carrying chain is largely overcome with the aim of coordinated management of the end-to-end material flow. The right cargo begins to arrive at the right place, at the right time, in the required quantity, of the required quality. The movement of the material flow along the entire chain begins to be carried out at minimal cost.

1.4. Preconditions for the development of logistics

Let us consider what caused the need and what caused the possibility of widespread use of logistics in the modern economy.

The need to apply logistics is explained by a number of reasons, among which we will single out two main ones.

The first reason is development of competition caused by the transition from the seller's market to the buyer's market. Until the early 60s. in countries with developed market economy manufacturers and consumers of products did not attach great importance to the creation of special systems that would optimize material flow management. Distribution systems were generally not planned. Manufacturing, wholesale and retail worked without close coordination with each other. The released goods somehow ended up in final consumption. The control system for the distribution of goods was weak. There were no real connections between the various interconnected functions of logistics. Such a lack of attention to the sphere of material flow management was explained by the fact that the main potential of competitiveness was created during this period due to the expansion of production improvement.

However, by the beginning of the 60s. the reserves for increasing this potential directly in production have been substantially exhausted. This necessitated the search for unconventional ways to create competitive advantages. Entrepreneurs began to pay more and more attention not to the product itself, but to the quality of its delivery. Improving distribution work, without requiring such additional capital investments as, for example, mastering the release of a new product, nevertheless, was able to ensure high competitiveness of the supplier by reducing costs and at the same time increasing the reliability of supply. Funds invested in distribution began to influence the position of the supplier in the market much more than the same funds invested in production. In logistically organized material supply chains, the cost of goods delivered to the end consumer turned out to be lower than the cost of the same goods that passed along the traditional route. The emerging difference provides the participants with competitive advantages that depend not on the amount of capital investment, but on the ability to properly organize the logistics process.

In addition, suppliers using logistics can guarantee the delivery of the right quantity of goods of the required quality on time and are of much greater value to the consumer than suppliers who do not provide such guarantees of reliability.

Thus, the competitiveness of entities applying logistics is ensured by:

· A sharp decrease in the cost of goods;

· Increasing the reliability and quality of supplies (guaranteed terms, absence of defects, the possibility of deliveries in small batches, etc.).

The second reason explaining the need to apply logistics in the economy is energy crisis of the 70s.

The rise in the cost of energy has forced entrepreneurs to look for ways to improve the efficiency of transportation. Moreover, it is impossible to effectively solve this problem only by rationalizing the work of transport. This requires coordinated actions of all participants in the overall logistics process.

The possibility of using logistics in the economy is due to the modern achievements of scientific and technological progress . As a result of scientific and technological progress, various means of labor are created and are beginning to be widely used to work with material and information flows. It becomes possible to use equipment that meets the specific conditions of logistics processes. At the same time, the computerization of the management of logistics processes is of key importance for the development of logistics.

The creation and widespread use of computer technology, the emergence of standards for the transmission of information provided a powerful development information systems, both at the level of individual enterprises and covering large territories. It became possible to monitor all phases of product movement - from the primary source of raw materials through all intermediate production, storage and transport processes up to the end consumer.

The main reasons why, since the mid-60s. in economically developed countries there is a sharp increase in interest in the logistics idea, are as follows:

· Transformation of the seller's market into a buyer's market;

· Ensuring competitive advantages of logistically organized material-conducting systems by reducing the cost of production and improving the quality of supplies;

· Energy crisis;

· Scientific and technological progress and, first of all, computerization of management.

A necessary condition for the development of domestic logistics is the elimination of economic prerequisites for the reproduction of monopolistic tendencies and scientific and technological progress in the spheres of production and circulation.

Logistic approach to the management of material flows of the enterprise. Logistic approach to production management

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