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Supply. The specifics of the supply of trade enterprises

Provision of workshops and production sites with material resources is the final stage of material and technical support. The forms of organization of this process depend on the specific production conditions, the characteristics of the materials consumed, the type of production and other factors. Rational organization boils down to determining the needs of workshops for materials and setting limits, preparing materials for production consumption, dispensing and delivering them to workplaces, controlling the consumption material resources.

The need for basic materials in conditions of mass and large-scale production is calculated by the planning groups of the material and technical support department, at enterprises with small-scale and individual production - by the planning and production departments; on auxiliary materials - by divisions-consumers.

Provision of material resources for production workshops, sections and other divisions of the enterprise involves the performance of the following functions:

- establishment of quantitative and qualitative supply targets (limitation);

- preparation of material resources for production consumption;

- vacation and delivery of material resources from the warehouse of the supply service to the place of its direct consumption or to the warehouse of a shop, site;

- operational regulation of supply;

- accounting and control over the use of material resources in the divisions of the enterprise.

Functions materially - technical supply the enterprise has two departments: material and technical supply and external cooperation. The first provides supplies of raw materials and materials, the second - components and semi-finished products. Both departments report to the Deputy Director of Commercial Affairs. They are subordinate to general-purpose warehouses. In the structure of supply services of enterprises, commodity (material) departments, groups, bureaus specializing in supplying production with certain types of resources prevail. In addition to commodity, the department has planning and dispatching groups. The first plans economic indicators and determines the efficiency of deliveries, the second provides transport services.

In organizing the material and technical supply of the enterprise, an important role is played by the so-called limits, which represent a kind of rate of consumption of raw materials, material, necessary and sufficient for the production of quality products. The limits for all types of raw materials and materials consumed at the enterprise are made by the relevant technical services of the enterprise together with the department of the chief technologist and representatives of the logistics authorities.

The limit is always set taking into account the value production program enterprises and technical condition production. The developed limits are reflected in the consolidated statement in accordance with the nomenclature of consumed materials and approved by the management of the enterprise. By virtue of the foregoing, this document acquires the status of an order, binding on all production services.

On the basis of the limits and rates of consumption of raw materials and materials, the enterprise organizes a system for providing shops and divisions with material and technical resources. The limit is calculated according to the formula:

L = R + Rnz.p + Hs - O,

where L is the limit of this product range; Р - the need of the shop for materials to fulfill the production program; Rnz.p - the need of the shop for materials to change the work in progress (+ increase, - decrease); Н3 is the standard for the shop stock of this product; О - the estimated expected balance of this product in the shop at the beginning of the planning period.

The limit should correspond to the actual needs of the shops for materials, be established on the basis of progressive consumption rates, the size of shop stocks, and be strictly targeted.

Preparation of materials for production consumption includes the performance of such operations as drying, cutting, sorting and others. Operations can be carried out in the procurement shops of the enterprise or at wholesale enterprises. This makes it possible to use materials more economically, reduce waste, and improve the utilization of production space and equipment.

The release of materials can be carried out: according to one-time requirements - when issuing auxiliary materials and materials going for repair and operational needs; by limit cards - when materials are consumed constantly during the planning period; by picking lists - when production conditions require picking of materials and parts within the limit. Over-limit vacation is carried out according to special requirements with the permission of the Deputy Director for Commercial Affairs.

Materials can be delivered to workshops according to a pre-developed schedule by transport workers of the supply department warehouses using ring, pendulum and other delivery systems.

The established limit is fixed in the plan - card, limit card, limit or pick-up list, which are sent to the warehouse and the shop-consumer.

Plan - the card is usually used in mass and large-scale production, i.e. in conditions of stable demand and clear regulation of production. It indicates the limit set for the shop for each type of materials, the timing and amount of the batch submission. In accordance with the plan cards, the warehouse delivers consignments of materials to each workshop with its own vehicles on time. Their leave is drawn up with delivery notes. The plan - card form keeps a current record of the fulfillment of the supply plan.

The limit card is used in cases where strict regulation of supplies within a month in terms of time and volume is difficult (serial and individual production). The limit card indicates the monthly requirement for the material, the stock amount and the monthly consumption limit.

In cases where it becomes necessary to make decisions on changing the limit, the supply service draws up a one-time demand or a replacement demand, which is agreed with the technical service and signed by the responsible person (chief engineer, chief designer, chief mechanic, etc.).

The limit list usually includes a group of homogeneous materials or all materials received from a given warehouse.

Intake sheets (cards) are entered when limiting the consumption of auxiliary materials, usually in cases where the demand for them is uneven and there are no sufficiently accurate consumption rates. The release of materials according to fence cards (statements) is regulated by predetermined deadlines (usually once a month or quarter). The intake card indicates the amount of material that can be consumed by the workshop, and the timing of its receipt.

The supply service is responsible for the timely and high-quality preparation of material resources for production consumption, for which it performs unpacking, de-preservation, and packaging work, which are coordinated with the technological service of the enterprise.

In practice, there are the following schemes for providing shops: on the basis of a standard - a plan and applications. The first scheme found distribution in mass and large-scale production, and the second - on the basis of applications - in serial and single.

Since mass production, and approaching it in terms of its technical and economic indicators, large-scale production is characterized by a stable production process, a range of products and a range of consumed materials, the support system based on a standard plan is active. The system of providing small-scale, single, and even more so individual production is characterized by a passive nature. This is due to the peculiarities of the organization of production and the range of materials consumed. With such an organization of the material and technical support of the workshop, materials are received by filling out limit - fence cards or one-time invoices and, as a rule, independently deliver them to the workshop storerooms.

With an active support system, the delivery of materials to the workshops is carried out by the factory transport service according to the developed schedule, which creates an opportunity to significantly reduce the costs of maintaining an extensive network of factory logistics by direct, bypassing the factory warehouse, delivering materials to workplaces. At the same time, another way of organizing the system of material and technical support of workshops is also possible. It consists in the fact that the responsibility of material and technical warehouses includes, along with the organization of storage and accounting of inventory items, also preparing them for launching into the production process. This, of course, leads to a rise in the cost of maintaining a warehouse through the creation of sites for the preliminary preparation of materials and raw materials. The choice of a particular system, type, nature of material and technical support depends on the specifics of the functioning of production, its organizational and production type and the location of the enterprise.

In large enterprises, procurement departments are built mainly on a functional basis. In this case, the divisions of the department deal with issues of material and technical supply for all types of resources necessary for the functioning of the enterprise. The number of employees in procurement departments depends on the following factors: production volume, industry sector of the enterprise, the state of transport services. In their activities, supply services actively interact with the financial department, accounting, planning and economic, technical and production departments.

DOI: 10.18384 / 2310-6646-2018-1-33-41

organization of the supply stage production process enterprises as part of the supply chain

Volkova MV, Mamedova VA.

Moscow State Technical University named after N.E. Bauman 105005, Moscow, Vtoraya Baumanskaya st., 5, building 1, Russian Federation

Annotation. The article deals with the problem of determining the most effective way of organizing logistics for supplying the production process in industrial enterprise material resources. The authors' review of the literature on the organization of the supply chain made it possible to identify the supply goals for a manufacturing enterprise, the main trends in supply chain management, problems in supply chain management at the supply stage. Within the framework of the study, a sequence of actions has been developed for making a decision on the independent production of the necessary material resources or their purchase from an external source with a feasibility study. The authors concluded that the use of outsourcing can have advantages, however, a comprehensive assessment of the feasibility and efficiency of using external resources, an assessment of the risk of financial losses and threats to the development of the enterprise as a whole is required.

Key words: supply, supply chain, outsourcing, logistics, procurement. MANAGING THE PRocUREMENT sTAGE of ENTERPRisE PRoDUÜTíon

process as a part of supply chain

M. Volkova, V. Mamedova

Bauman Moscow State Technical University

5 / 1,2-ya Baumanskaya st., Moscow, 105005, Russian Federation

Abstract. The article considers the problem of choosing the most effective way to organize material resource supply logistics for the industrial process. The literature review on the organization of the supply chain conducted by the authors made it possible to identify the supply objectives for the production enterprise, the main trends in the management of supply activities, the problems in managing supply chains during the supply phase. Within the framework of the study, a sequence of actions was developed to decide whether to independently produce the necessary material resources or to purchase them from an external source on the basis of a feasibility study. The authors concluded that the use of outsourcing can have advantages, but it requires a comprehensive assessment of the appropriateness and efficiency of using external resources, an assessment of the degree of risk of financial losses and threats to the development of the enterprise as a whole.

Key words: procurement, supply chain, outsourcing, logistics, custom.

The relevance of the topic under consideration is due to the fact that in conditions of growing competition, enterprises are looking for ways to optimize total costs and improve product quality. In today's world, a company's success depends on its ability to respond quickly to ever-changing consumer demands. Constant change is not new to enterprise managers, but sometimes the change is so widespread that it creates significant supply chain challenges and huge costs.

It is known that supply logistics occupies an important place in the supply chain. It is the first link and includes planning and forecasting the need for material resources (raw materials and materials, components, equipment), rationing and resource conservation, selection of suppliers and regulation of relations with them, inventory management, transportation, incoming control, optimization of logistics costs. Therefore, it is necessary to improve the logistics of supply of enterprises on the basis of the concept of integrated logistics, taking into account adaptation to the conditions of a changing competitive environment, as well as to new demands of consumers. Enterprises often do not focus on certain criteria and risk factors when making purchases or when choosing a supplier, thereby exposing themselves to additional risks.

In general, the purpose of supply is to guarantee a reliable supply of material resources of the required volume and quality at the right time for favorable price... In addition to the supply of materials to the places of production or storage, this stage ensures the synchronization of the movement of material and accompanying financial, information and service flows, thereby increasing its competitiveness. The share of supply logistics costs is more than 60% of total costs enterprises, and therefore it is necessary to conduct a correct assessment of alternatives in order to optimize the cost of material resources. After the above, you can specify the supply objectives for the manufacturing enterprise:

Purchase goods at a favorable price and of the best quality;

Guarantee the delivery of goods;

Maintain a high inventory turnover;

Interact with reliable suppliers;

Receive benefits when concluding a contract (for example, through discounts).

The supply stage is an input link in the logistics chain, therefore, it affects the functioning of other links in the logistics system. For the well-coordinated work of the entire logistics chain, a constant exchange of information between all links is necessary: about the availability of materials, about new suppliers and technologies. As, for example, between supply logistics and production logistics there is an information flow about the flow of material resources, delivery times, transportation methods, etc.

The main trends in the management of procurement activities in an industrial enterprise are:

1) careful forecasting of the needs for material resources and clarification of their qualitative characteristics;

2) concretization of intra-production needs, namely the requirements for the delivery parameters;

3) making the right decision on the basis of a feasibility study on the independent production of the necessary material resources or their purchase from an external source;

4) determination of the type of procurement. Traditional purchases (raw materials) or purchases of basic production assets(machinery, equipment) at the expense of the amortization fund or investments;

5) a thorough research of the supplier market for products, search for the most qualified suppliers;

6) ranking all available suppliers in order to select the most acceptable supplier who timely supplies and provides the necessary services before and after the sale of material resources;

7) efficient delivery of material resources and service;

8) implementation of incoming control of material resources, verification of the conformity of incoming products.

The activity of the purchasing enterprise for the acquisition on the market of the material and technical resources is transformed, of course, with some difference in pace, in the activity of choosing a supplier as a guarantor of stability, in the controlled and regulated provision of the constant availability of the resources necessary for the buyer and in managing relations with him on the basis of close and long-term cooperation.

It should be noted that there are three main problems in supply chain management during the procurement phase:

I. Making the optimal rational decision in the process of choosing volumes and methods of production.

II. Inventory Management.

III. Selection of suppliers.

This article discusses the issues of solving the first and third problems, within which a sequence of actions has been developed for making a decision on the independent production of the necessary material resources or their purchase from an external source on the basis of a feasibility study. To solve the third problem, it is necessary to disassemble several functions that relate to procurement activities:

Thorough research of the supplier market by product, search for the most qualified suppliers;

Ranking of all available suppliers in order to select the most appropriate supplier who delivers on time and provides the necessary services before and after the sale of material resources.

So, within the framework of supply chain management at the stage of supply and making decisions on the choice of volumes and methods of own production of components and semi-finished products and / or the choice of suppliers, the algorithm presented below has been developed (Fig. 1).

Rice. 1. Algorithm for making a decision on the organization of the stage of supplying components of the production process of the enterprise as an element of the supply chain

The main step in this sequence of actions is to determine the degree of the enterprise's need for individual details and to make a decision on its own production or purchase of this product from the outside. In case of making a decision on own production, there is no need to perform further calculations (according to the presented algorithm). Otherwise, when making a decision to purchase from an external source, it sequentially describes the choice of a supplier based on a rating score.

1) Determination and evaluation of the production program or determination of the needs of the enterprise.

Before setting the task to "produce" or "buy" for an arisen need, it is necessary to clearly define the nomenclature of documents regulating the technical characteristics and quality requirements of the products to be produced.

This data should include:

Product name or its type (variety, model, class);

Specifications products and quality indicators taken from its specification, design documentation, requirements for the technological process, instructions for carrying out control and testing, as well as other regulatory documents related to these products;

Applied procedures, methods of control and testing, requirements for technological, control and test equipment, personnel;

Determination of requirements corresponding to certain standards;

Product identification at all stages of its manufacture;

Determination of product certification and (or) other official assessment of its quality.

2) Decision on the independent production of the necessary material resources or their purchase from an external source on the basis of a feasibility study and sustainability of demand.

The first step is to determine if the function needs to be outsourced. Outsourcing has a number of advantages, the correct use of which allows you to achieve good results. The developed foreign and Russian methods make it possible to identify the feasibility and effectiveness of outsourcing, the degree of risk of financial losses and threats to the development of the enterprise as a whole.

3) Analysis of the market of possible suppliers and selection of applicants.

The procurement process is regulated by the federal law of 18.07.2011 No. 223-FZ "On the procurement of goods, works, services by certain types legal entities"(As amended on 04/05/2016; hereinafter - Federal Law No. 223-F3). The law establishes general principles for the procurement of goods, works, services and basic requirements for the procurement of goods, works, services by state corporations, state-owned companies, natural monopoly entities, as well as companies with 50% state participation.

4) Determination of criteria and weighting factors of these criteria, using the expert method.

The procedure for selecting suppliers must be coordinated with the marketing and logistics strategies at the enterprise and with overall strategy business development. The common interests of the supplier and the consumer are becoming increasingly important when concluding a contract. Therefore, it is necessary to correctly set the significance of the criterion when choosing a supplier, and not evaluate only by price (buy cheaper). After conducting marketing research, it was revealed that more than 80% of organizations, when choosing suppliers, are guided by the selling price.

Currently, there has been a tendency towards an increase in the importance of such a criterion as the level of competence and interaction between the supplier and the manufacturing enterprise. Therefore, previously such a higher priority criterion as price is now shifting in favor of other parameters, for example, reliability, quality, prompt response to changing needs, and, accordingly, the criterion of the level of competence and interaction.

In economics, there are various approaches to the formation of criteria for evaluating a supplier, but marketing approaches are more often applied to procurement.

The criteria for evaluating suppliers can be divided into three groups: technical, organizational-economic and psychological.

The first group of criteria includes:

Indicators characterizing the production capacity of the supplier;

The progressiveness of the technologies it uses;

Completeness of the products supplied by them and their compliance with generally accepted standards;

Infrastructure development;

Defects in products;

Post-warranty service;

Range of supplied products;

Consistency of product packaging.

The second group of criteria includes:

Availability of products and conditions for their delivery;

Delivery times and payment terms;

The remoteness of the supplier;

His financial condition;

Organizational management factors and delivery style.

The third group of criteria includes:

Delivery reliability criteria;

His reputation;

Degree of cooperation;

Location;

Competence and interaction level;

Contractual discipline.

These criteria are not listed in order of importance for the enterprise, since any criterion for one company may be in one of the first places, but for

for another company, this criterion does not require special attention. Now, most companies, when selecting a supplier, highlight the criteria of quality and reliability.

5) Ranking and choosing the best supplier.

The importance of each factor in choosing a supplier will vary. To determine the coefficient of significance of each factor, it is advisable to use the rating method as one of the most common methods used in the applied theory of logistics.

The supplier with the highest rating is approved as the executor to fulfill the customer's order. Further, all participants are ordered (ranked) in descending order of the rating score to establish cooperation priorities. Depending on the degree of such discrepancy, the following alternatives are possible: change of supplier; impact on an existing supplier; starting work with a potential supplier.

6) Evaluation of the quality of the supplier's work and constant monitoring of the market. After concluding a contract with a given supplier, it is necessary to assess the supplier on a quarterly basis according to the above criteria, because the situation may change, and the supplier will no longer have the highest final rating according to the assessment criteria. To be on the safe side, the purchasing manager will have to periodically monitor the market and have 2 more insurance suppliers in case the supplier leaves the market due to various circumstances.

In conclusion, it can be noted that the developed algorithm allows you to make a rational decision about your own production or the purchase of these components from outside. Outsourcing can have the following benefits: lower costs, higher quality, and faster meeting the needs of the manufacturing enterprise. In case of making a decision on own production, there is no need to perform further calculations according to the presented algorithm. Otherwise, when making a decision to purchase from an external source, it sequentially describes the choice of a supplier based on a rating score. When choosing to purchase components from an external source, the algorithm sequentially describes the selection of the best supplier. Each stage of the algorithm includes a comprehensive analysis of the issue so that the decision made is more objective and contributes to both the optimization of supply chain management and the development of the enterprise as a whole.

The article was received on January 18, 2018.

LITERATURE

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Volkova Maria Valentinovna - Candidate of Economic Sciences, Associate Professor of the Department of Industrial Logistics, Moscow State Technical University named after N.E. Bauman; e-mail: mvvvolkova@bmstu.ru

Mamedova Valeria Andreevna - student of the Department of Industrial Logistics, Moscow State Technical University named after N.E. Bauman; e-mail: lerusyamamedova@mail.ru

INFORMATION ABOUT THE AUTHORS

Maria K Volkova - PhD in Economics, associate professor at the Department of Industrial Logistics, Bauman Moscow State Technical University; e-mail: mvvvoikova@bmstu.ru

Valeria A. Mamedova - student at the Department of Industrial Logistics, Bauman Moscow State Technical University; e-mail: lerusyamamedova@mail.ru

CORRECT LINK TO THE ARTICLE Volkova M.V., Mamedova V.A. Organization of the supply stage of the production process of the enterprise as an element of the supply chain // Bulletin of the Moscow State Regional University. Series: Economics. 2018. No. 1. P. 33-41 DOI: 10.18384 / 2310-6646-2018-1-33-41

Volkova M.V., Mamedova V.A. Managing the Procurement Stage of Enterprise Production Process as a Part of Supply Chain. In: Bulletin of Moscow Region State University. Series: Economics, 2018, no. 1, pp. 33-41 DOI: 10.18384 / 2310-6646-2018-1-33-41

All businesses depend to one degree or another on raw materials, supplies and services that are provided by other organizations. Procurement is one of the main functions in every organization. This is an activity that includes the procedures for the purchase, delivery, acceptance, storage and pre-sale preparation of products for the integrated supply of the enterprise with the necessary resources at minimum costs of inventory management and ensuring the smooth operation of the enterprise.

There are two forms of supply:

· Transit form of supply - the enterprise receives raw materials and materials directly from enterprises that extract, process or produce them;

· Warehouse form of supply - the enterprise receives material resources from the bases and warehouses of supply and sales organizations, wholesale and retail trading companies.

OJSC “BMK” in most cases uses a transit form of supply.

When using this form of supply, it is possible to reduce the time for moving products from the supplier to the consumer, reduce distribution costs by reducing the cost of loading and unloading operations and storing materials at bases and warehouses.

The main issues of supplying the enterprise with raw materials, materials and semi-finished products are dealt with by the department of material and technical supply.

Fig 3.1

The structure of material and technical supply (MTS) at the enterprise of OJSC “BMK” is headed by the head of MTS. This department performs a number of functions, such as analyzing and determining the need, calculating the amount of ordered materials, determining the procurement method, negotiating prices and concluding contracts, establishing monitoring of the quantity, quality and delivery times, as well as organizing the placement of goods in the warehouse.

The main tasks facing the bodies of material and technical supply are as follows:

· Correct determination of the needs of the enterprise in the means of production;

· Correct distribution of the most important means of production between individual consumers and ensuring the minimum costs associated with the procurement, transportation and storage of means of production;

Timely provision of the enterprise with raw materials, materials and other means of production in the required quantities, assortment and quality, ensuring the uninterrupted fulfillment of production plans:

· Accelerating the advancement of materials and other items of material and technical supply from suppliers to consumers and reducing the costs associated with procurement and transportation;

Organizing the development of consumption rates, taking into account the rational use of raw materials, materials and other resources and monitoring their economical use,

· Determination of the required size of stocks of raw materials, materials and fuel;

· rational use warehouse and transport facilities and correct organization storage and accounting of materials.

In the dairy industry, the share of raw materials and materials in the cost of production is approximately 85%, including raw materials 63%. This means that the normal provision of enterprises with raw materials and materials, as well as their rational use are one of the most important tasks that ensure the rhythmic work of enterprises and increase their economic efficiency.

Raw materials for BMK come from collective and state farms. Raw milk intake is variable. Due to a sharp drop in milk yield, the volume of dairy production at the plant is also decreasing. The supply of raw materials is subject to seasonal fluctuations: it increases in summer and decreases in winter. To ensure stability as a supplier, BMK enters into milk supply contracts with them. The contract is concluded for a year in the context of each month.

With suppliers underway Full time job I am establishing stable relations with the plant, since there are no raw materials - no products. This is the most important component of the plant's production sphere.

The procedure for concluding an agreement with suppliers:

1. Contracts are concluded in writing;

2. Long-term agreements provide for obligations that the parties will fulfill during the term of the agreement.

ь gradual renewal of the assortment;

ь improving the quality of goods;

3. The contracts stipulate: delivery times, the procedure for shipment, delivery or delivery of goods, the rules for accepting goods and paying for them.

Supplier selection criteria:

Supply reliability;

Remoteness of the supplier from the plant;

Terms of execution of orders;

Frequency of deliveries;

Terms of payment;

Supplier's share in covering costs;

Risk distribution conditions;

Supplier reputation.

The calculation of the need for material resources is performed one by one commodity group(type of product) with a multi-assortment product portfolio for the next billing period, based on the forecast values.

Table 3.1

Consumption rate of raw materials per 1 ton of the resulting product

At the second stage, it is necessary to predict the volume of purchases based on data characterizing the volume of orders for manufactured products, taking into account the performance of the enterprise (Table 3.2). The time interval reflecting the dynamics of the indicators under consideration is a year. Forecasting values for the billing period will be carried out using the straight line equation.

Table 3.2

The main indicators of the enterprise for the production of fermented baked milk

Let's calculate the effective annual fund (Teff), knowing the number of days of scheduled preventive maintenance:

Tef = 365 - 134 = 231 days.

Let's predict the turnover for 2013 using the straight line equation.

Table 3.3

Forecast of turnover

	Turnover (y)

where is the turnover;

Zero period turnover;

Annual growth;

Number of time slots

The volume of production of the final product is defined as:

where is the annual production of the final product;

Remains of finished products in the warehouse, respectively, at the beginning and end of the year;

Order volume.

Ryazhenka production volume, t:

The need for raw materials and semi-finished products is determined as follows:

where is the volume of demand for "i" material resource;

Consumption rate "i" of the resource for the production of a unit of finished product (data in table 3.1)

The need for whole milk for the production of fermented baked milk is:

The need for cream for the production of fermented baked milk is:

The need for ferment for the production of fermented baked milk is:

Based on the data obtained, it can be concluded that the production of fermented baked milk has increased since 2010, the balances of finished products in warehouses have decreased during the year. Remains of raw materials in the warehouse also decreased significantly.

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INTRODUCTION

CHAPTER 1. THEORETICAL BASIS OF SUPPLY LOGISTICS

1.1 Supply, basic functions and principles

1.2 Procurement process

1.3 Organization of supply of the enterprise

CHAPTER 2. ANALYSIS OF THE EFFICIENCY OF THE ORGANIZATION OF THE SUPPLY SYSTEM AT THE ENTERPRISE OF LLC "BEREG"

2.1 Brief description of the activities of the enterprise LLC "Bereg"

2.2 Analysis of the structure and dynamics of trade

2.3 Analysis of the effectiveness of the organization of the supply system at the enterprise LLC "Bereg"

CHAPTER 3. PROJECT OF THE ORGANIZATION OF THE SUPPLY SYSTEM AT THE ENTERPRISE OF LLC "BEREG"

3.1 Creation distribution centers

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

In order to provide the enterprise with the materials it needs in accordance with the identified need, the material and technical supply of the enterprise is organized. Its task is to determine the enterprise's need for materials and technical resources, to find ways to cover this need, to organize the storage of materials, as well as to monitor the correct use of material and technical resources and assist in their saving.

Solving this problem, supplying officials must study and take into account the supply and demand for all material resources consumed by the enterprise, the level and change in prices for them and for the services of intermediary organizations, choose the most economical form of commodity circulation, optimize stocks, reduce transport and procurement and storage costs.

For the uninterrupted functioning of production, a well-established material and technical support (MTO) is necessary, which is carried out at enterprises through the bodies of material and technical supply. Of no small importance is the constant improvement of the qualifications of employees of the material and technical supply service, the development of storage facilities, the reduction of low-productivity labor when performing loading and unloading and other work, the introduction of a scientific organization of labor, the widespread use of computers and automated control systems.

The presence of production, transport, trade and socio-economic factors affecting the process of supplying goods, and the importance of the process itself for the effective operation of a trading enterprise, allow us to talk about the relevance of the selected topic of the course project

The aim of the course project is to organize the supply system at the enterprise LLC "Bereg"

To achieve this goal, the following tasks must be solved:

Revealing the essence, role and basic principles of organizing the supply of the retail trade network;

Analysis of the forms and functions of commodity supply;

Identification of ways to improve the organization of the supply system

Analysis of the main economic indicators of the trading enterprise LLC "Bereg"

Development of measures to improve the organization of the supply system of LLC "Bereg"

The object of the research is the LLC "Bereg" enterprise, the subject is the organization of the supply system at the LLC "Bereg" enterprise.

The course project consists of three chapters. The first chapter provides the theoretical foundations of supply logistics in the enterprise. The second chapter analyzes the efficiency of organizing procurement at the LLC "Bereg" enterprise. The third chapter proposes measures to improve the efficiency of the organization of the supply system of LLC "Bereg"

CHAPTER1. THEORETICAL BASIS OF SUPPLY LOGISTICS

1.1 Supply, basic functions and principles

The procurement process is a set of operations that provide the enterprise with the necessary items and means of labor. The main task of the enterprise in organizing the supply is the timely, uninterrupted and comprehensive supply of production with all the necessary material resources at the minimum cost of inventory management.

The provision of production with raw materials, materials, purchased semi-finished products and finished products is associated with the performance of such functions as purchasing, transportation, warehouse processing and others. All of these operations are planned, carried out, monitored and regulated by specialized services, supply units or dedicated staff (depending on the size of the enterprise).

In the supply activities of the enterprise, two main types of functions can be distinguished: external and internal.

Supply functions:

Identification and study of sources of resources and suppliers of products;

Determination of the need and calculation of the quantity of ordered products;

Ordering decision;

Establishing the quantity and timing of deliveries and monitoring them;

Inventory Management;

Accounting and control of the progress of fulfillment of contractual obligations.

External procurement functions determine the relationship of the enterprise with other supplying enterprises, wholesale and retail trading companies, transport organizations:

Search for possible suppliers of material resources, analysis and selection of the most suitable ones; conclusion of contracts with suppliers;

Establishing rational economic relations for the supply of products to the enterprise, concluding contracts with consumers;

The choice of means of delivery of material resources from suppliers and to consumers, the conclusion of contracts with transport companies.

Internal supply functions characterize the interaction of the supply service with the administrative and production departments of a given enterprise:

Supply planning based on the balance of material resources (supply plan);

Organization and planning of the supply of means and objects of labor of production units;

Limiting the release of materials from the warehouse;

Preparation of material resources for production consumption, release and delivery of material resources from the warehouse to the place of their consumption; - operational regulation of the movement of material resources, control over their use at the enterprise.

There are two forms of supply:

Transit form of supply - the enterprise receives raw materials and materials directly from enterprises that extract, process or produce them;

Warehouse form of supply - the enterprise receives material resources from the bases and warehouses of supply and sales organizations, wholesale and retail trading companies.

Currently, the provision of the enterprise with material resources is carried out through: commodity exchanges, auctions, tenders, bulk purchases, regular purchases in small batches, purchases as needed, supply of production on request, and so on, as well as our own production.

Sourcing principles:

1) Regularity - delivery of products based on planned delivery schedules;

2) Rhythm - the delivery of products at relatively equal intervals of time, which creates optimal conditions for the operation of wholesale and retail trade enterprises, warehouses, transport and other links in the supply chain;

3) Efficiency - the implementation of the process of supplying products, depending on changes in demand for it;

4) Efficiency - the minimum expenditure of working time, material and financial resources for the delivery of products. Achieved through effective use Vehicle, mechanization of loading and unloading operations, establishing the optimal links in the supply chain;

5) Centralization - supplying consumers with products by forces and means of suppliers;

6) Manufacturability - the use of modern procurement and supply technologies.

Development of a supply program - determining the type and quantity of products purchased in various markets, as well as the time of purchase of a particular type of product.

The goal of the supply chain is to provide the planned level of customer service with the lowest total cost.

Supply system requirements:

1) Ensuring a continuous flow of products: ensuring a continuous flow of raw materials, components and the provision of services necessary for the life of the enterprise;

2) Inventory management: bringing together the level of investment associated with inventory of products, and the cost of maintaining them;

3) Maintaining the level of quality of customer service;

4) Work with suppliers: search for competent suppliers;

5) Standardization: purchasing standard products where possible;

6) Reaching the minimum total cost of service, the procurement process requires products and services at the lowest cost;

7) Provision competitive advantage enterprises;

8) Development of relationships and achievement of harmonious, productive and working relationships with employees of other functional divisions of the enterprise;

9) Ensuring supply while reducing the level of overhead costs. Reliability is an important criterion of supply. Reliability of supply - a guarantee of providing the consumer with the products he needs within the planned period of time. Delay in delivery can lead to production downtime, which in turn can lead to significant losses.

1.2 Procurement process

Purchase logistics is the process of providing enterprises with material resources, placing resources in the warehouses of an enterprise, storing them and issuing them to production. The purpose of procurement logistics is to meet production needs for materials with the highest possible cost efficiency.

Stages of the procurement process in the enterprise:

1) Determining the scope of the project (determining the volume of production and sales, estimating the amount of costs, budget parameters);

2) Formation of a procurement plan, preliminary assessment of suppliers. A list of all future purchases for the project is compiled, as well as a procurement schedule for each product;

3) Placement of announcements for the submission of proposals;

4) Evaluation of the proposal;

5) Final negotiations;

6) Preparation of documentation;

7) Delivery and quality control;

8) Discussion of controversial issues and warranty obligations.

Operations carried out within the procurement function:

1) Market analysis;

2) Studying price trends and analyzing the cost of manufacturing a supplier. It allows us to conclude that the purchase is made under the most favorable conditions and at the best time;

3) Receiving and evaluating the supplier's proposal;

4) Choosing a supplier;

5) Coordination of the cost of service and the conclusion of a contract;

6) Verification of the compliance of the purchased products with certain requirements or specifications of the buyer;

7) Carrying out preliminary negotiations between the supplier and the buyer;

8) Placing an order;

9) Delegation of authority and assessment of the implications of procurement policy;

10) Establishment of a unified policy in relations with suppliers;

11) Development of production accounting methods;

12) Reducing the time for checking and approving product specifications;

13) Acceleration of payment for products;

14) Saving enterprise resources, for example, by consolidating orders and setting stock standards;

15) Search for cheaper substitutes for products without prejudice to its consumer properties;

16) Selection, classification and analysis of data required to find an alternative type of product;

17) Forecast of supply, demand and prices for the main types of purchased products;

18) Analysis of the value and capabilities of the supplier;

19) Development of new methods for processing the necessary data for the effective functioning of the procurement system.

Factors affecting the level of service quality in the company's procurement system:

1) The speed of order fulfillment (time from the moment the order is sent to the receipt of the product);

2) Possibility of urgent delivery of products by special order;

3) The supplier's willingness to accept back the delivered products if a defect is found in them, and replace them with high-quality products as soon as possible;

4) Provision of various volumes of consignments of product shipments;

5) Ability to choose the most suitable type of transportation;

6) Availability of an efficiently functioning customer service;

7) Availability of a reliably functioning distribution and warehouse network;

8) Adequate level of stocks of products;

9) The level of prices at which services are provided to consumers.

Procurement Methods:

1) Direct purchases - purchases of products directly from manufacturers;

2) Counter purchases - purchases from suppliers who are also consumers;

3) Leasing - rent, for example, of warehouse equipment;

4) New purchase - a situation of a purchase by an enterprise, in which the buyer makes a purchase of this product for the first time, may require serious research;

5) Regular repeat purchase;

6) Modified re-purchase - a procurement situation in which the buying company changes the order specification, price, delivery terms or product supplier, requires a little research;

7) Integrated procurement - carried out on the basis of an integrated solution and does not require the adoption of any separate decisions.

As a result, the procurement management system at the enterprise allows: expanding the product range, reducing the total resource costs and eliminating losses, getting rid of obsolete and slowly selling stocks of products, increasing the proportion of purchases carried out according to the standard order procedure.

1.3 Organization of supply of the enterprise

Organization of supply provides for the creation of infrastructure for the process of organizing supply and organizational structure supply management.

The supply infrastructure includes subdivisions of warehouse, transport, procurement facilities.

Warehouse facilities can be represented by a network of off-site warehouses or warehouses of individual industries, workshop warehouses and storage areas in large specialized areas. In general, the structure of warehousing at enterprises is determined by the sectoral nature of production, the scale and size of the enterprise, the size and type of production, as well as the organization of production and management. To perform technological functions for the preliminary processing of materials, procurement and preparation of products for industrial consumption, a procurement farm is created at the enterprises, which is included in the organizational structure of the supply of the enterprise.

To perform technological functions for the preliminary processing of materials, procurement and preparation of products for industrial consumption, a procurement farm is created at the enterprises, which is included in the organizational structure of the supply of the enterprise.

The basis for determining the organizational structure of supply management should be based on the principles that provide all management functions of a set of departments. These are, first of all: lack of links in management, flexibility, an effective communication system, the principle of one-man command and a clear delineation of functions.

There are two main forms of supply management organization: centralized and decentralized. How procurement is organized depends on the type and size of the organization. In a small organization, one person may be responsible for all purchases. A mid-sized organization may have a department with purchasing staff, freight forwarders, warehouse workers, and clerks. In a large organization, hundreds of people may be involved in procurement, coordinating huge purchases of materials.

If the organization approaches the procurement process from the standpoint of decentralization, then the employees of the departments will independently carry out purchases, each for their department.

The advantages of this approach: the user knows the department's need better than anyone else; the ability to more quickly meet the need for material resources.

CHAPTER2. ANALYSIS OF THE EFFICIENCY OF THE ORGANIZATION OF THE SUPPLY SYSTEM AT THE ENTERPRISE OF LLC "BEREG"

2.1 Brief description of the activities of the enterprise LLC "Bereg"

Limited Liability Company "Bereg" was founded in 2006. The main activity of the enterprise is wholesale and retail trade in fish products, carried out on the territory of the Samara region.

The parent company is located in Samara, and one of its structural divisions is in the city of. Tolyatti. Careful selection of partners, constant expansion of the range, the formation of flexible pricing policy allow the company to be profitable and increase its share in the fish products market.

Basic principles of work of LLC "Bereg":

Wide range of products

High quality of supplied products

Strict observance of sanitary and hygienic rules and requirements

Low prices

Regularity of deliveries

Qualified staff

Individual approach to every customer.

2.2 Analysis of the structure and dynamics of trade

Turnover is the main indicator for an enterprise, which means the volume of sales of goods and services in monetary terms for a certain period of time. The analysis of trade turnover allows us to assess the compliance of the available goods with the demand of the population for taking measures to optimize the structure of trade turnover, and increase the volume of sales. retail trade turnover supply

Table 2.2.1 Analysis of turnover by commodity groups for 2013-2015

Sales by product group			Growth rate, %
	abs. Thousand roubles.	Abs. Thousand roubles.		Abs. Thousand roubles.

Dried and salted fish
Smoked fish
Fish, frozen
Preserves and cuts
Semi-finished fish and canned food

Table 2.2.2 Indicators of retail trade turnover of LLC "Bereg" for the study periods

Table 2.2.3 Calculation of indicators of retail trade turnover of LLC "Bereg"

Indicators	In fact over the past year	Reporting year	Reporting year in% to the fact of the previous year
				percentage of plan completion

1. Retail turnover, thousand rubles
1.1. Including sales to the population, thousand rubles
2. The size of the population served, people.
3. Purchasing funds of the population, thousand rubles.
4. Trade turnover per person
5. Percentage of coverage of purchasing funds of the population,%

Thus, the change in the turnover of sales to the population in comparison with the previous year increased by 2.68 million rubles, including due to:

Changes in the size of the population served:

(3523-3515) 0.725 = 5.8 million rubles.

· Commodity turnover per person:

(0.832-0.725) 3523 = 376.961 million rubles.

· Due to the growth of the population served (by 8 people), the trade turnover increased by 0.58 million rubles.

Let's count the impact on the volume of turnover of changes in the purchasing funds of the population:

(9408-7386) 41.4 / 100 = 837.108 million rubles.

The volume of trade due to changes in the percentage of coverage of purchasing funds of the population amounted to:

(61.9- 41.4) 9408/100 = 1928 million rubles.

Thus, due to the growth of purchasing funds of the population, trade turnover increased by 837.108 million rubles, and a decrease in the percentage of coverage of purchasing funds by trade turnover reduced the amount of turnover by 1928.64 million rubles.

2.3 Analysis of the effectiveness of the organization of the supply system at the LLC "Bereg"

The supply of goods to the subdivision of LLC "Bereg" located in the city of Togliatti is a complex of commercial and technological operations to bring goods to the enterprise, and sales to consumers.

The process of supplying goods includes the purchase, delivery, acceptance, storage, preparation for the sale and sale of goods.

Purchase of goods - an integral part commercial activities subdivisions of LLC "Bereg", which includes:

Study and forecasting of consumer demand,

Identification and study of sources of income and suppliers of goods,

Organization of economic relations with suppliers of goods, including the development and conclusion of supply contracts,

Organization of accounting and control over the progress of fulfillment of contractual obligations.

The peculiarities of the supply of Bereg LLC include the following:

Procurement of goods in the order of direct relations with OJSC "Rybzavod" and OJSC "Ice-vita";

Delivery of most of the products by the head enterprise (LLC "Bereg", Samara).

Subdivision LLC "Bereg" located in Togliatti enters into a purchase and sale agreement with the supplier. This is a commercial document, which is a contract for the supply of goods, agreed and signed by the supplier, the parent company, LLC Bereg (Samara), and a subdivision of LLC Bereg, located in Togliatti. Its indispensable condition is the transfer of ownership of the goods from the seller to the buyer.

The sales contract includes the subject and scope of delivery, methods of determining the quality of the goods, the time and place of delivery, basic terms of delivery, price and total cost deliveries, terms of payment, order of delivery and acceptance of goods, conditions on guarantees and sanctions, on arbitration, force majeure circumstances, transport conditions, legal addresses parties, signatures of the seller and the buyer.

To find its suppliers, the LLC "Bereg" company uses the old established contacts.

The main problem in the supply and sale of the enterprise is the growth of distribution costs associated with the sale of products not at the location of the enterprise (Samara).

Let us reflect in Figure 2.5.1 the distribution material flows LLC "Bereg" when selling products.

Figure 2.5.1 Organization of the material flow of LLC "Bereg"

Table 2.5.1 Dynamics of the enterprise's supply and sales costs for 2014-2015

Naming of expenditures	2014, thousand rubles	2015, thousand rubles	Absol. change, thousand rubles	Growth rate, %
Purchase value of goods
Labor costs
Delivery costs to the warehouse
Delivery costs to consumers
Maintenance costs
Inventory storage costs
Warehouse management costs

Thus, it can be noted that the costs of the enterprise associated with the specifics of supply and sales, in total in 2015 increased by 940.9 thousand rubles. or by 78.77% compared to the level of 2014. These costs include all costs except for the cost of purchased goods and products.

Thus, the irrationality of the supply and sales system causes an outflow of funds from the LLC "Bereg" company to pay costs.

CHAPTER 3. PROJECT OF THE ORGANIZATION OF THE SUPPLY SYSTEM AT THE ENTERPRISE OF LLC "BEREG"

3.1 Cozdistribution centers

The construction of a warehouse network has a significant impact on the costs arising in the process of bringing goods to consumers, and through them, on the final cost of the product being sold.

On the serviced territory of LLC "Bereg" there are 6 regions where the consumers of the material flow are located.

Therefore, two more possible options for organizing distribution are possible: using one (the basic option is currently used), two or six warehouses (Figure 3.1.1 A, B and C).

Consider a model of a material flow system shown in Figure 3.1.1.

Currently, as already noted, the LLC "Bereg" enterprise located in the city of Togliatti serves the covered territory according to option A in Figure 3.1.1

Figure 3.1.1 Possible options for the organization of material flow

Obviously, if option A is accepted, the transportation costs for delivery will be the highest.

Option B assumes the presence of six distribution centers, as close as possible to the centers of concentration of consumers of the material flow. In this case, transportation costs for the supply of goods will be minimal. However, the appearance of five additional warehouses in the distribution system increases operating costs, the cost of delivering goods to warehouses, and the cost of managing the entire distribution system. It is not excluded that additional costs in this case may significantly exceed the economic gain obtained from reducing the mileage of vehicles delivering goods to consumers. Therefore, it is possible that option B will be preferable, according to which the area is served by two warehouses.

In Figure 3.1.1 A, all consumers are supplied from one warehouse. Increasing the number of warehouses reduces the service area of each of them.

So, when switching to the service model shown in Figure 3.1.1 B (six warehouses), the area served by one warehouse decreases by about 6 times. Reducing the service area entails a reduction in stock in the warehouse. However, the stock is not decreasing as quickly as the service area. Let us consider the dependence of the costs associated with the operation of a warehouse on the number of warehouses in the distribution system. As the number of warehouses in the distribution system increases, the costs associated with operating one warehouse are reduced. However, the aggregate costs of the distribution system for the maintenance of the entire warehouse are increasing. This happens due to the so-called economies of scale: with a decrease in the warehouse area, operating costs per square meter increase.

The dependence of the value of specific operating costs on the size of the warehouse is shown in Table 3.1.1.

Table 3.1.1 Dependence of operating costs on the size of the storage area

For example, in trade, when the warehouse area decreases from 10.5 thousand m2 to 1.5 thousand m2, that is, 7 times, operating costs decrease only 5.25 times. Replacing one warehouse with a family (the total area remains the same - 10.5 thousand m2), will entail an increase in operating costs by 1.4 times.

The costs of LLC "Bereg" for the maintenance of the warehouse and the delivery of products to consumers in the base case are presented in Table 3.1.2

Table 3.1.2 Costs for maintaining a warehouse and delivery of products to consumers in the base case

Indicators
costs of storing stocks, thousand rubles
warehouse maintenance costs (operating), thousand rubles
costs of delivery of goods to the warehouse, thousand rubles
Warehouse management costs, thousand rubles
costs of delivering goods to consumers, thousand rubles

total costs (including the purchase price of products), thousand rubles
Total costs in% of total costs

Thus, the trends noted above for a significant share of the cost of delivering goods to consumers are confirmed.

Let's reflect in table 3.1.3 additional investments for opening 3 additional warehouses.

Table 3.1.3 Additional investments for opening 3 additional warehouses

Thus, the total investment for the creation of 3 warehouses in different territorial entities should amount to 500 thousand rubles.

Let us analyze in table 3.1.4 the current costs for the work of 3 additional distribution centers in Bereg LLC.

It can be noted that the reduction in the costs of storing stocks is due to the redistribution of flows among the warehouses being created.

Warehouse management costs are reduced by reducing the number of employees served at the warehouse, reducing losses and other costs.

Table 3.1.4 Operating costs of the three distribution centers (excluding shipping costs)

Analyzing the data in Table 3.1.4, we can conclude that the current costs for the operation of the three distribution centers will amount to 637 thousand rubles.

Let us present in Table 3.1.5 the calculation of the cost of delivering products to consumers after the events. The calculation was made on the basis of the study of waybills and using the program "Regulatory matrix of vehicle movement".

Table 3.1.5 Calculation of costs for delivery of products to consumers after events

Thus, the company will receive a cost saving for the delivery of products to the warehouse in the amount of 166 thousand rubles. This is achieved through a more rational movement of vehicles through the creation of additional distribution centers.

Let us reflect in table 3.1.6 the consolidated costs before and after the organization of 3 additional distribution centers.

Table 3.1.6 Calculation of costs for the delivery of products to consumers after events, thousand rubles.

Thus, the proposed organization of three additional distribution centers will provide the company with cost savings in the amount of 238.4 thousand rubles. for a year of work.

Let us reflect in table 3.1.7 the impact of measures to improve the supply system of LLC "Bereg" based on the creation of additional distribution centers on the results of activities.

Table 3.1.7 Impact of measures to improve the supply system

The data in Table 3.1.7 indicate that due to the proposed measures to improve the supply system based on the creation of additional distribution centers, there is a decrease in the total costs of the enterprise by 3.79%, which increases gross profit and profitability by 26.21%.

Therefore, the proposed direction for improvement is effective and economically viable.

CONCLUSION

The object of the course project was a subdivision of the enterprise LLC "Bereg", located in the city of Togliatti.

The management structure of the IP Stepanova subdivision - since the number of employees working in it in January 2014 was 5 people, and in January 2015 it was 8 people.

The main functions and job responsibilities assigned to the personnel are defined in the job descriptions drawn up by the head.

The analysis revealed the maximum volume of trade in 2015.

The enterprise carries out two forms of sale of goods - wholesale and retail.

The specific features of the supply of Bereg LLC are:

Procurement of goods in the order of direct ties with OJSC "Rybzavod" and OJSC "Ice-Vita"

Delivery of most of the products by the headquarters from Samara.

In the course of the study, it was determined that LLC "Bereg" serves the covered area with one center. According to the generalized averaged data of all warehouses, it was revealed that in this case, transportation costs for delivery will be the greatest.

In this regard, it was proposed to organize three additional distribution centers, since it was revealed from the three proposed options that the dependence of the total costs for the functioning of the distribution system on the number of warehouses included in it has a minimum of total costs for 4 warehouses.

The proposed organization of three additional distribution centers will provide the company with cost savings in the amount of 238.4 thousand rubles. per year of operation (or by 3.79% compared to the level before the changes), which will increase gross profit and profitability by 26.21%.

It is also necessary to create a supply automation system based on the CFT-Electronic procurement technology, which allows for a systematic reorganization of the material and technical supply system, get rid of acute problems and achieve a significant increase in overall efficiency.

Consequently, the proposed measures to improve the supply of goods are effective and economically feasible.

LISTUSEDLITERATURE

1. Abchuk V. A. Commerce: Textbook for universities / V. A. Abchuk. - SPb .: Publishing house KNORUS, 2010 .-- 475 p.

2. Akchurina S. R. Technology and organization of goods acceptance by quantity / Achkurina S. R. // Financial and accounting consultations. - 2012 .-- p. 54 - 65.

3. Albekov A. U. Logistics of commerce: a textbook for universities / A. U. Albekov. - Rostov-on-Don: Phoenix, 2001 .-- 212 p.

4. Anikin BA Workshop on logistics. M .: INFRA-M, 2009 - 269s.

5. Bragin L. A. Trade: economics, marketing, organization / L. A. Bragin, T. P. Danko. - M .: INFRA-M, 2014 .-- 260 p.

5. Bondarenko V. A., Fedko V. P. Commercial logistics: textbook.- M .: ICC "Mart", 2013.- 104 p.

6. Gurskaya S. P., Pigunova O. V. Organization of commercial activities: reference manual... - Minsk .: graduate School, 2000.-341 p.

7. Kirshina MV Commercial logistics. - M .: Center for Economics and Marketing, 2008. - 247 p.

8. Nikolaychuk V. Ye. Logistics: textbook.- SPb .: "Peter", 2012. - 227 p.

9. Nerush Yu. M. Logistics: a textbook for universities. - 2nd ed., Revised. And additional - M .: UNITY-DANA, 2001.

10. Nerush Yu. M. Commercial logistics .- M .: Banks and stock exchanges "Unity", 1997.

11. Shepelev AF Transport support of commercial activity: a textbook for universities.- M .: INFRA-M, 2015.-38 p.

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The forms of possible organization of procurement activities of large companies, including holdings, can be grouped in the form of three main corporate supply systems:

- centralized supply system;
- decentralized supply system;
- combined (mixed) supply system.

When supply management is carried out through a single service of the enterprise, which collects requests for the purchase of material and technical resources from the departments and places consolidated orders with suppliers (manufacturers) (Fig. 6.5). The positive side of organizing procurement according to a centralized principle is the enlargement of the scale of procurement activities of the entire enterprise, which makes it possible to:

- exclude from supply chains a large number of intermediary organizations whose services increase the cost of purchased goods without changing their value;
- to receive additional volume discounts on the volumes of purchases from direct manufacturers together with fixing purchase prices for a long period within the framework of system contracts;
- to reduce transport costs by choosing the most economical modes of transport, maximizing the use of the freight capacity of the rolling stock, carrying out a centralized delivery of goods to direct recipients;
- to reduce the share of fixed costs in the prime cost due to the scale of warehouse processing and storage of goods at our own diversified cargo terminals;
- to reduce administrative and managerial expenses in terms of the wages fund for employees of supply services of the holding's divisions;
- increase the transparency of financial flows, simplify the procedure for control and monitoring of supplies due to the reduction in the number of suppliers;
- to develop long-term partnerships between suppliers and buyers.

Rice. 6.5.

Among the negative aspects that can arise with the centralization of supply, usually noted an increase in the time for planning needs and placing orders, large volumes of capital investments in warehouse stocks, a decrease in their speed of circulation and an increase in the number of illiquid assets. Therefore, when deciding on centralized purchases, it is necessary to separately analyze the situation for each product group and its share in the company's total purchases. Since the centralization of material flows usually makes economic sense for the procurement of products that are typical for all divisions of the holding, and does not represent an individual need.

At decentralized supply chain management is carried out by the company's divisions independently and independently of each other (Figure 6.6).

Rice. 6.6.

Combined (mixed) supply system implies that the company's divisions can carry out procurement activities both independently and through a single supply service of the holding (Figure 6.7). The implementation of this concept gives the company's divisions the right to independently purchase resources that are not strategically important for the company (for example, office supplies) or that are unique resources for this division. At the same time, the central subdivision purchases strategically important resources (raw materials, energy, etc.), expensive means of production (equipment), homogeneous resources (furniture, computer hardware and software) or raw materials and materials needed by several subdivisions in sufficiently large volumes, at the request of the company's divisions. In such cases, the effects inherent in the concepts of centralized and decentralized sourcing are achieved.

Rice. 6.7.

Example

The coal mining company, which has 5 mines, produces 125,000 tons of coal per month. The cost of production per ton is 522 rubles. In the structure of the prime cost, the purchase of consumables for life support in a decentralized way accounts for 27% and their transportation - 10%. The rest of the costs are related to the wages fund, the maintenance of the management staff, the depreciation of equipment, etc.

The cost of purchasing consumables is 17,617,500 rubles / year, of which 80% is for the main groups of material and technical resources. The company's specialists calculated an alternative option for centralizing supply and compared it with the existing situation (Tables 6.5-6.7).

Table 6.5

Annual costs for the purchase of basic consumables to support the production process in mines

Name of materials

Quantity

Decentralized sourcing

Centralized supply

Cost, thousand rubles

Channel No. 12

Corner 90 x 90

Standardization of the range of purchased goods and services, increased control over the company's external expenses, a professional approach and a unified policy when working with suppliers - these and many other areas of development of procurement within the framework of a centralized approach to management were considered as the main means of increasing the efficiency of procurement operations on a corporate scale.

In the Russian corporate environment, the understanding of the need to analyze the potential benefits from the centralization of procurement activities is just emerging. In this respect, we are at the level of 1985-1990. development of Western management thought. Many Russian companies, since the early 2000s. demonstrating high growth rates, at present, firstly, they have reached a level at which the optimization of internal business processes becomes a matter of maintaining operational efficiency and competitiveness of products, and secondly, they are directly faced with crisis phenomena and uncertainty in the national economy and, in- third, they began to consider supply from the position of a source of reserves to increase the return on assets.

A study of a number of Russian companies - leaders in various sectors of the national economy gives a general idea of the advanced domestic enterprises forms of organization of procurement management, as well as an approximate assessment of their presence at Russian market(fig. 6.8).

Rice. 6.8.

The organization of procurement for each company was assessed from the standpoint of two parameters: the degree of territorial centralization of procurement management and the degree of functional centralization of procurement. The first parameter characterizes the degree of delegation of authority in the field of supply to managers of territorial divisions, the second - the degree of dispersion of procurement functions within the organization. In the overwhelming majority of the enterprises considered (-75%), there was a functional decentralization of procurement (for example, in the case of the distribution of functions for drawing up an annual procurement program and maintaining purchase orders between various divisions of the organization; this also includes companies with distributed functions of the initiator and organizer of tender procedures for choice of supplier). Thus, against the backdrop of emerging aspirations to assess the potential benefits of centralized procurement by domestic players, companies with a strong centralized procurement organization in Russia are now a rare exception.

The question of choosing an approach to procurement management sooner or later arises before each organization that purchases goods and services. And the larger the enterprise becomes, the more successfully it develops, the more urgent this issue becomes. As a result, more and more attention from company management is paid to procurement tools and solutions, which entail restructuring of procurement and the search for optimal procurement processes for various categories of purchased goods and services.

The choice of the form of corporate procurement comes down to assessing the possible synergy from the centralization of procurement between geographically dispersed business units of the company, the expanded list of which contains five main types.

1. Fully centralized procurement organization ( Fullycentralizedpurchasing).
2. Center-oriented purchasing organization ( Centerledpurchasing).
3. Hybrid (coordinated) purchasing organization ( Hybrid, coordinatedpurchasing).
4. Locally oriented purchasing organization (Locallcdpurchasing).
5. Fully decentralized purchasing organization ( Fullydecentralizedpurchasing).

Table 6.8 shows the dynamics of changes in the supply management structures among more than 280 companies from 1987 to 2003.

Table 6.8

Changing the forms of organization of corporate neglect over time

Supply Management Organizational Structure Type
Supply Management Organizational Structure Type	Quantity	Quantity	Quantity
Fully centralized
Center-oriented
Hybrid (coordinated)
Locally oriented
Fully decentralized
Total

The key difference between one procurement management structure from another in the above case is the degree of prevalence of general (corporate) procurement principles and rules as procurement norms governing the activities of local managers. The main criteria for choosing a form of corporate procurement organization are the following:

- the degree of unification of the procurement nomenclature;
- geographical remoteness of subdivisions;
- the structure of the supplier market;
- savings potential;
- the required expertise of the market for purchased goods and services;
- changes in the price level;
- requests of end consumers.

Despite the obviousness of the savings from the centralization of supply, until recently, comparatively little attention was paid to the issue of its comprehensive quantitative assessment. Several works published in the last two decades of the last century and containing approaches to measuring the considered effects were devoted only to the potential benefits of participation in procurement consortia and joint procurement programs of groups of organizations ( Group Purchasing Organizations). Formulas for calculating the amount of wholesale discounts, savings on transportation costs, and overall savings from participation in a procurement consortium are built using the apparatus of mathematical statistics using the example of linear dependencies. Nevertheless, the cited numerical methods for estimating savings are outside integrated approach to the problem do not allow to make an informed decision on the centralization of procurement activities.

The situation is complicated by the fact that the bulk of approaches that quantify the effect of centralization are considered regardless of the categories of purchased goods and services. However, one of the most popular types of hybrid purchasing organizations is one in which some purchasing categories are acquired centrally, others through management decisions of local managers.

Consider the "portfolio" approach of Peter Kralich to the organization of procurement, which involves the assessment of each procurement category on two parameters:

- the amount of expenses for the purchase of goods and services ( Busines- simpact);
- the complexity of the supplier market ( Supplycomplexity).

Combinations of high and low settings

purchasing categories allow us to distinguish four types of purchasing strategies (" Kralich matrix "), describing the approach to making decisions in the field of supply for a specific category of goods or services, which is characterized by one or another combination of the values of the above parameters (Figure 6.9).

Rice. 6.9. "Matrix Kralich"

For us in this context, it is important that, having determined the type of procurement strategy for a specific category, we can make a decision regarding it to centralize procurement activities. So, for categories characterized by a significant cost volume and a relatively low level of complexity of the market for purchased goods or services (there are a large number of suppliers or substitute goods on the market), a centralized procurement management system should be created. This is explained, firstly, by significant potential cost savings (due to significant procurement volumes), and secondly, by the relatively low risk on the part of the corporate procurement department not to cope with purchases within the category "transferred" to them.

The opposite situation arises for the categories of purchased goods and services characterized by low consumption volumes and a high complexity of the supplier market - procurement for them should be decentralized. The approach to deciding on the centralization of procurement based on the "Kralich matrix" is quite successful, since it allows us to get answers to two important questions related to this decision:

- how procurement should be managed within a specific purchasing category;
- how to give priority to those categories, the procurement of which we are going to centralize?

However, there are a number of disadvantages that reduce the efficiency of using the considered approach for making a decision on the centralization of supply in practice.

1. The relationship between the value of purchased goods or services within a category and the amount of potential savings on procurement costs is not always direct. Often, possible savings are determined by the quantity of purchased products, the replenishment policy, the uniformity of the assortment (the number of different procurement specifications), etc.
2. The parameter of the complexity of the supplier market does not take into account the existing nature of interaction between counterparties in the supply chains: in a “complex” market, the customer of the product may have leverage and negotiation opportunities with respect to suppliers than with a relatively “simple” structure of the purchased product market.
3. "Kralich Matrix" does not imply an unambiguous answer to the question about the form of the procurement organization by categories that have been assigned to the 1st or 3rd quadrants. In particular, a strategic partnership with a supplier (quadrant 1) can be carried out both through centralized supply management and through decentralized procurement operations.

Let us consider an approach that allows, firstly, to bring additional clarity to the issue of choosing the form of organizing procurement management within a specific category, secondly, to serve as a tool for a comprehensive quantitative assessment of the cost savings effects and, thirdly, to partially eliminate the above-mentioned disadvantages of the process decision making based on the "Kralich matrix".

The approach under consideration (as in the "Kralich matrix") involves the use of the principles of portfolio analysis to make a decision on the centralization of procurement activities within specific categories of goods or services. Each category is rated on the following two dimensions.

1. The potential for corporate procurement efficiency - the effect of centralization of procurement activities, expressed in the amount of savings in the total cost of ownership ( Total Cost of Ownership , TCO) purchased goods or services in the category. The parameter reflects the attractiveness of a centralized supply management structure from an economic point of view and is measured as a percentage of the current value TSO by category.
2. The company's bargaining position with suppliers in the purchasing category is an assessment of the company's ability to achieve potential savings through negotiations with the supplier. This parameter reflects the most serious and least controlled by the management of the supply function risk for the organization - the risk of failure to reach agreements with counterparties in the supply chains. Realizing a significant part of the potential savings depends on whether the company is able to negotiate with its suppliers to change the contractual terms and / or business processes of procurement activities. Other risks associated with changes in the procurement management structure can be mitigated with varying degrees of success by hiring (moving within the company) qualified personnel, reengineering business processes, automating procurement and other changes within the company.

Combinations of high and low levels of the above parameters make it possible to build a role matrix of the corporate procurement department (Figure 6.10) and identify four types of solutions to the issue of centralizing procurement activities - four quadrants, one of which should include each category of goods and services purchased by the company.

1. Centralization of procurement (quadrant 1). The introduction of centralized management of the purchasing category is advisable in the case when it has a significant potential to save on the total cost of ownership in procurement, as well as a strong negotiating position of the company, which makes it possible to count on a change in the favorable direction of the existing commercial conditions of cooperation with suppliers.
2. Decentralization of procurement (quadrant 3). When the state of affairs in the category of purchased goods or services is directly opposite to that described in the previous paragraph, we are faced with the need (and rationality) of a decision to decentralize the supply function. In other words, when the potential savings are small, and the chances of achieving them from suppliers are even lower, procurement operations should be left in the competence of procurement managers in the territorial divisions of the company - for such categories, a decentralized procurement management structure is optimal.

Rice. 6.10.

3. Operational control (quadrant 2). For procurement categories for which there is a high potential for savings, but there is a weak bargaining position of the central procurement department, it is important to focus on optimizing the internal procurement business processes. In this case, the Corporate Department provides methodological guidance and control over the operational efficiency of procurement activities of territorial divisions. At the same time, interaction with suppliers and decision-making on financial issues in the supply sector remains within the purview of division managers.
4. Financial control (quadrant 4). With an insignificant potential for corporate procurement efficiency by category and a strong bargaining position of the procurement department, control over the total amount of expenses for the procurement of goods or services in a category becomes a priority. The corporate procurement department is responsible for streamlining the supplier portfolio and overseeing procurement budget execution by tracking a set of financial metrics. Determination of the optimal order of implementation of procurement operations can be left to the leaders in the field.

Thus, having determined the position of a specific procurement category on the coordinate plane of the role matrix of the corporate procurement department, we can make an informed decision on the structure of procurement management in relation to it. Determining the location of the category is carried out through the assessment of the values of the parameters of the potential of corporate procurement efficiency and the bargaining position of the company in relations with suppliers.

Special interchangeable profiles for rock support
current. Support is an artificial structure erected to prevent

collapse of surrounding rocks in mine workings, as well as during the construction of mines, tunnels, subways and other underground facilities.
Karjalainen K. Challenges of Purchasing Centralization. Empirical Evidence from Public Procurement. Helsinki School of Economics, 2009.
Geldeman C .J., Van Week A ... J. Purchasing portfolio models: a critique and update // The Journal of Supply Chain Management. Summer. P. 19-28.
Johnson P ... F., Leenders M ... R. A Longitudinal Study of Supply Organizational Change // Journal of Purchasing and Supply Management. 2006. Vol. 12.No. 6. P. 332-342.
Nagarajan M „Sosic G .. Hao Zhang. Stable Group Purchasing Organizations. Sauder School of Business, Marshall School of Business, 2009.
Kralich P. Purchasing must become supply management // Harvard Business Review. September – October 1983. P. 109

Supply. The specifics of the supply of trade enterprises

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