Purchasing logistics and supply management. What is purchasing logistics: where and how to find a supplier

Moldavian Economic Academy.

Faculty : Business and business administration .

Specialty: Marketing and logistics.

On the topic of:

“Purchasing logistics”

Performed:

3rd year student, gr. MKL-288

Ignatenko Elena

Checked by: Solomatin A.

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The goal of purchasing logistics is to meet the needs of a trading organization for goods with the greatest possible economic efficiency. This goal can be achieved if the following conditions are met:

Maintaining reasonable deadlines for the purchase of goods and materials

Ensuring an exact match between the quantity of supplies and the demand for them

Compliance with production and trade requirements for the quality of materials and goods.

This essay will examine the essence and objectives of purchasing logistics, of which two main objectives will be discussed in more detail. This is a make-or-buy problem and a supplier selection problem. Since purchasing logistics studies the material flow as a whole, including the transportation of material, it is necessary to consider methods of material delivery - this is the Kanban and Just-in-Time system. An important component or component is the legal side of procurement, that is, the contract itself. And finally, Appendix 1.2 presents options for the organizational structure of the enterprise, which includes the procurement service at the enterprise, and Appendix 3 presents a document flow diagram “supplier-enterprise” based on the general agreement.

Purchasing logistics is the management of material flows in the process of providing an enterprise with material resources.

Significant element micrologistics system is a procurement subsystem that organizes the entry of material flow into the logistics system. Material flow management at this stage has a certain specificity, which explains the need to separate purchasing logistics into a separate section of the discipline being studied.

Any enterprise, both manufacturing and trading, in which material flows are processed, includes a service that carries out the purchase, delivery and temporary storage of objects of labor: raw materials, semi-finished products, etc. The activities of this service can be considered at three levels, since The supply service is at the same time:

An element that ensures connections and implementation of the goals of the macro-logistics system to which the enterprise belongs;

An element of the micrologistics system, i.e. one of the divisions of the enterprise that ensures the implementation of the goals of this enterprise;

An independent system that has elements, structure and independent goals.

Let us consider the objectives of the functioning of the supply service at each of the identified levels:

As an element macrologistics systems The supply service establishes economic relations with suppliers, coordinating technical, technological, economic and methodological issues related to the supply of goods. Working in contact with the supplier’s sales services and with transport organizations, the supply service ensures that the enterprise is “involved” in the macro-logistics system. The idea of logistics - obtaining additional profit from the coordination of actions of all participants, requires that supply service personnel achieve the goals of their own enterprise not as an isolated object, but as a link in the entire logistics system.

Logistics integration with suppliers is achieved through a set of measures of an economic, technological, technical and methodological nature. Integration should be based on a focus on good partnerships, a focus on the willingness to take a counter step even when it does not bring any profit. In logistics, relationships with suppliers should be built on the following principles:

Treat suppliers the same as the company's clients

Don’t forget to actually demonstrate common interests

Introduce the supplier to your tasks and stay up to date with its business operations

Be willing to help if problems arise with the supplier

Comply with your obligations

Take into account the interests of the supplier in business practice

The supply service, being an element of the enterprise that organized it, must organically fit into the micrologistics system that ensures the passage of material flow in the chain supply-production-sales. Ensuring a high degree of coordination of actions to manage material flows between the supply service and the production and sales services is the task of the logistics organization of the enterprise as a whole. Modern systems for organizing production and logistics provide the ability to coordinate and promptly adjust the plans and actions of supply, production and sales units on an enterprise scale, taking into account constant changes in real time.

Chain supply-production-sales should be built on the basis of a modern marketing concept, that is, first a sales strategy should be developed, then, based on it, a production development strategy, and only then a production supply strategy. It should be noted that marketing outlines this task only conceptually. The scientific marketing tools, aimed at a comprehensive study of the sales market, have not developed methods that allow solving the problems of technical and technological coordination with suppliers, depending on the relevant requirements identified during the study of the sales market. Marketing also does not imply methods for systematic organization of all participants in the process of promoting materials from the primary source of raw materials up to the final consumer. In this regard, logistics develops a marketing approach to business activities, develops methods that make it possible to implement the marketing concept, and significantly expands and complements the concept itself.

The efficiency of the supply service, the possibility of achieving the listed goals, both at the enterprise level and at the macro-logistics level, largely depends on the systemic organization of the supply service itself.

§2. Purchasing logistics tasks And.

The main questions that should be answered in the process of providing an enterprise with objects of labor are traditional and determined by the logic of supply:

what to buy? how much to buy? who to buy from? Under what conditions to purchase?

Logistics adds its own questions to the traditional list:

How to systematically link procurement with production and sales;

How to systematically link the activities of an enterprise with suppliers;

The designated range of procurement logistics issues determines the composition of the tasks to be solved in this functional area and the nature of the work performed.

Let's consider the tasks and work related to purchasing logistics:

Determining the need for material resources. In the process of determining the need for material resources, it is necessary to identify intra-company consumers of material resources. Then the need for material resources is calculated. At the same time, requirements are established for the weight, size and other parameters of deliveries, as well as for delivery service. Next, plans are developed - schedules and specifications for each product item and (or) product groups. For consumable material resources, the “make or buy” problem discussed in paragraph 2.1 can be solved. this paragraph.

Procurement market research. Procurement market research begins with an analysis of the behavior of the supplier market. In this case, it is necessary to identify all possible suppliers in direct markets, substitute markets and new markets. This is followed by a preliminary assessment of all possible sources of purchased material resources, as well as an analysis of the risks associated with entering a specific market.

Selection of suppliers. Includes searching for information about suppliers, searching for the optimal supplier, evaluating the results of working with selected suppliers (the task of selecting a supplier is discussed in more detail in paragraph 2.2 of this paragraph).

Procurement. The implementation of this function begins with negotiations, which must end with the formalization of contractual relations, that is, the conclusion of a contract. Contractual relations form economic relations, the rationalization of which is also the task of logistics. Procurement includes choosing a procurement method, developing delivery and payment terms, as well as organizing the transportation of material resources. At the same time, delivery schedules are drawn up, forwarding is carried out, and customs procedures are possibly organized. Procurements are completed by the organization of receiving control.

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Introduction

2.1 Activities of the company "Optovik" LLC

2.2 Organization of the product procurement process at the enterprise

2.3 Enterprise inventory management

3. Ways to improve purchasing logistics processes at the OOO Optovik enterprise

3.1 Measures to optimize the delivery batch

3.2 Improving the process of automation of procurement activities of an enterprise

Conclusion

List of used literature

Applications

Introduction

Abroad, the scope of activity to provide a company (manufacturer or trading company) with the necessary types of material resources and finished products is traditionally called purchasing/procurement - procurement/purchase management (supply). This same area of production activity in domestic practice is still called material and technical supply (supply), and in wholesale trade enterprises - commodity supply. However, in recent years this area has come to be defined as procurement logistics.

This is due to the fact that at present the nature of the logistics of enterprises has changed: from strictly centralized, funded supply to free wholesale trade in resources. Many manufacturing enterprises have to operate in resource and commodity markets in an unstable competitive environment, which is characterized by: uneven saturation of the market with goods due to the industrial decline, repurposing of many manufacturing enterprises, a high degree of monopolization of production, traditional for certain sectors of the Russian economy; limited information about the resource and commodity market; low contractual discipline of manufacturers and suppliers of industrial goods, etc.

Purchasing logistics is also very important for wholesale trade enterprises, since without a properly structured purchasing strategy, it is quite problematic for an enterprise to gain a competitive advantage. Strengthening market positions presupposes the presence of stable demand for the wholesaler’s products, which leads to an increase in sales volume and an expansion of the circle of consumers. All other things being equal, consumers give their preferences not to similar offers from competitors, but exclusively to the product of a particular wholesaler. This becomes possible if, as a result of a strict and aggressive purchasing policy, the enterprise receives goods from the supplier on particularly favorable terms.

The topic of the thesis is relevant due to the fact that the introduction of logistics methods in trade makes it possible to accelerate the turnover of working capital, optimize distribution costs, and ensure the most complete and high-quality satisfaction of consumer demand. And also logistics at the level of an individual trading enterprise implies coordination of actions for the purchase, transportation, storage and sale of goods, therefore the coherence of the flow of these processes is important to increase the efficiency of the enterprise.

This diploma project is aimed at studying the problems of purchasing logistics at wholesale trade enterprises.

The object of the study is the wholesale trade enterprise Optovik LLC.

The subject of the study is purchasing logistics at a wholesale trade enterprise.

The goal of the diploma project is to determine the essence and content of purchasing logistics at a wholesale trade enterprise.

Based on the goal, the following tasks were solved:

– study the procurement planning methods used at the enterprise;

– analyze the effectiveness of existing inventory management practices at the enterprise;

– suggest ways to improve the procurement activities of the enterprise.

The practical significance of the diploma project lies in the fact that at a specific enterprise, an assessment was made of the effectiveness of procurement management, on which the quality of final products and services depends, and ways to improve the procurement processes at the enterprise were proposed.

The first chapter of the project examines the theoretical aspects of purchasing logistics at an enterprise.

In the second chapter, an economic analysis of the activities of the wholesale trade enterprise Optovik LLC is carried out, the organization of product purchases at this enterprise is considered and shortcomings in the activities of the purchasing department are identified.

The third chapter suggests ways to improve purchasing activities at an enterprise: optimization and automation of the purchasing activity system.

To write the diploma project, both educational literature and articles from periodicals and Internet resources were used.

1. Theoretical aspects of organizing logistics at an enterprise

1.1 The essence and purposes of logistics

In countries with market economies, the main goal of purchasing logistics is to maximally satisfy production needs for materials with the highest possible economic efficiency.

For the uninterrupted functioning of production, well-established logistics support (MTS) is necessary, which at enterprises is carried out through logistics bodies (MTS).

The main task of the enterprise supply authorities is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality.

In solving this problem, supply authorities must study and take into account the supply and demand for all material resources consumed by the enterprise, the level and changes in prices for them and for the services of intermediary organizations, choose the most economical form of product distribution, optimize inventories, reduce transportation, procurement and storage costs. Today, the enterprise's logistics system is called procurement logistics or purchasing logistics.

Purchasing logistics is the management of material flows in the process of providing an enterprise with material resources. Any enterprise, both manufacturing and trading, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Logistics support is an important link in production-commercial, flow-process activities in industrial production and/or operation of production or non-production facilities, the content of which is aimed at supplying the relevant facilities with the necessary means (materials, energy, components, spare parts, etc.). P.).

In connection with the transition to market principles of activity, the content of material and technical supply has changed: instead of the so-called “sale of allocated funds,” which is an integral part of the centralized distribution of material resources, enterprises freely purchase them from suppliers and other subjects of the commodity market. In these conditions, when purchasing material assets, enterprises must be guided by freedom of pricing, maximum initiative and entrepreneurship, equality of partners in commercial relationships, take into account economic responsibility when purchasing raw materials, take into account competition among suppliers and be able to choose an economically advantageous supplier.

Purchasing logistics is one of the main logistics subsystems and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to enterprise warehouses.

The standard definition of the overall objectives of the purchasing function is that the company must obtain the necessary raw materials in terms of quality and quantity at the right time, in the right place, from a reliable supplier who meets its obligations in a timely manner, with good service (both before and after the sale). and at a favorable price.

Thus, the following goals of logistics support can be distinguished:

1. The need to ensure a continuous flow of raw materials, supplies of components and provision of services necessary for the operation of the company. Shortages of raw materials and components can lead to a halt in production and, accordingly, to high overhead costs - an increase in operating costs due to fixed costs and the inability to meet customer requirements for product delivery times.

2. Keep inventory investments and costs to a minimum. One of the ways to ensure a continuous flow of material resources and finished products is the creation and storage of large reserves of these resources and products. Inventories involve the use of capital that cannot be invested elsewhere. Each year, the value of current inventory can be 20-50% of the total value of assets.

3. Maintaining and improving quality. The production of products or the provision of services must meet accepted requirements, which leads to an increase in production costs to a significant level.

4. Search for competent and reliable suppliers. The success of the purchasing function depends on the ability to identify and develop relationships with suppliers, analyze their capabilities, select the appropriate supplier, and then work with them to continuously improve the joint performance.

5. Purchasing multifunctional products whenever possible. If during the procurement process it is possible to purchase one product that will perform a function previously performed by two or three products, the company will benefit from: an initial low cost resulting from a discount on the products; lower cost of investment in inventory without deterioration in service; lower cost of personnel training and costs associated with maintaining equipment during its operation, as well as increased competition among suppliers.

6. Compliance with the “price-quality” principle in the procurement process. Purchasing activities involve the use of a large volume of working capital, therefore goods and services are needed with the lowest total cost while maintaining the proper level of quality, quantity, delivery conditions and service.

7. The company will be competitive if it can control all procurement costs and time parameters in order to avoid unprofitable activities, or activities that require additional time, etc. This requires optimization of costs, changes in the distribution program, and introduction of technological progress.

8. Achieving harmonious relationships and effective cooperation with other functional departments of the company. Purchasing activities cannot be effective without cooperation with other departments and employees of the company: technical control (QC) department, production department, accounting, marketing, design, engineering, etc.

9. Reduced administrative costs. If purchasing activities are not efficient, the administrative costs of the purchasing department will be too high. The composition of the goals of purchasing logistics depends on the specialization of the company (industrial, trade, service), the degree of development and/or complexity of production, the sector of the economy in which the company operates, and competitiveness.

In countries with market economies, the main goal of purchasing logistics is to meet production needs for materials with the greatest possible economic efficiency.

However, its achievement depends on a number of tasks. In general terms, these tasks can be grouped as follows:

1. Maintaining reasonable deadlines for the purchase of raw materials and components (materials purchased earlier than the scheduled date place an additional burden on the working capital of enterprises, and delays in purchases can disrupt the production program or lead to its change);

2. Ensuring an exact correspondence between the quantity of supplies and the needs for them (excess or insufficient quantity of supplied inventory resources also negatively affects the balance of working capital and the sustainability of product output and, in addition, can cause additional costs when restoring the balance optimum);

3. Compliance with production requirements for the quality of raw materials and components.

Principles of purchasing logistics (supply):

– Systematicity - delivery of products based on planned delivery schedules;

– Rhythm - 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 parts of the supply chain;

– Efficiency - implementation of the process of supplying products depending on changes in demand for them;

– Cost-effectiveness—minimum costs of working time, material and monetary resources for product delivery. Achieved through the efficient use of vehicles, mechanization of loading and unloading operations, establishing an optimal link in the supply chain;

– Centralization - supplying consumers with products using the forces and means of suppliers;

– Manufacturability - the use of modern procurement and supply technologies.

1. Planning, which involves:

Study of the external and internal environment of the enterprise, as well as the market for individual goods;

Forecasting and determining the need for all types of material resources, planning optimal economic relations;

Optimization of production inventories;

Planning the need for materials and setting their limit for supply to workshops;

Operational supply planning.

2. An organization that includes:

Collecting information about required products, participating in fairs, sales exhibitions, auctions, etc.;

Analysis of all sources of satisfying the need for material resources in order to select the most optimal one;

Concluding business agreements with suppliers for the supply of products;

Receiving and organizing the delivery of real resources;

Organization of warehousing, which is part of the supply authorities;

Providing workshops, sites, workplaces with the necessary material resources;

3. Control and coordination of work, which includes:

Monitoring the fulfillment of contractual obligations of suppliers, their fulfillment of product delivery deadlines;

Control over the consumption of material resources in production;

Incoming control over the quality and completeness of incoming material resources;

Control over production inventories;

Making claims to suppliers and transport organizations;

Analysis of the effectiveness of the supply service, development of measures to coordinate supply activities and increase its efficiency.

In market conditions, enterprises have the right to choose a supplier, and therefore the right to purchase more efficient material resources. This forces the company's supply personnel to carefully study the quality characteristics of products supplied by various suppliers.

The formation of a regulatory framework, forecasting and development of plans for material and technical supply, establishment of economic relations, and coordination of the work of supply services included in the enterprise are concentrated on the basis of the supply service of the enterprise. The interaction of the divisions of the supply service of the enterprise is carried out on the basis of functional connections, and not administrative subordination.

Organization of the procurement process has certain stages:

1. Determining the need for material resources. Any purchase begins with determining the overall needs of the company and the individual needs of each of its divisions.

2. Determining the required characteristics and quantities of goods and services. It is necessary to have an accurate description of the need, article number of the product or service that is being requested. For this purpose, the purchasing department maintains a list (catalogue) of constantly purchased items, which facilitates the maintenance of correct accounting records and the procedure for storing them in the warehouse.

3. Analysis and identification of possible sources of supply. Supplier selection is an important part of the purchasing function and involves sourcing supplies and assessing the ability to deliver on time and provide required pre- and post-sales services. Among the basic information that can be stored both electronically and in accounting books, the purchasing department should include information about existing contracts with suppliers, in accordance with which orders are placed, the commodity classification of purchased products, and a register of suppliers.

4. Determination of price and terms of purchase.

5. Preparation and placement of purchase orders. Placing a purchase order involves completing an order form, unless the alternative is an agreement by the supplier to sell the goods or supply the goods under a blanket order. An important requirement of any purchase order form must be the serial number, date of completion, names and addresses of suppliers, quantity and description of goods ordered, required delivery date, shipping instructions, terms and conditions; payment and terms

6. Order fulfillment control and/or forwarding. Once a purchase order is sent to a supplier, the buyer can monitor progress and/or expedite the order. These functions are assigned to the forwarding control department. The order fulfillment control function is a standard function that monitors the supplier’s ability to fulfill its delivery obligations. Order forwarding is a kind of pressure on the supplier so that he fulfills his obligations to deliver the goods, delivers them ahead of schedule, or speeds up delivery if they are behind schedule. An incentive may be the threat of cancellation of an order or termination of future business if the supplier fails to meet the terms of the agreement.

7. Receipt and inspection of goods. An important stage is the capitalization (receipt) of material resources and finished products. The main goals of the function of obtaining and controlling material resources are: guaranteeing receipt of the order; quality checking; confirmation of receipt of the ordered quantity of material resources; sending them further to their destination (to a warehouse, quality control department, etc.); registration of necessary documentation for obtaining material resources.

8. Invoice processing and payment. An invoice for payment imposes obligations on the buyer, is usually issued in duplicate and includes the order number, cost of the product, and the total amount to be paid for each type.

9. Accounting for receipts of material resources.

After receiving the order, you must enter new information into the purchasing department's records. This operation involves maintaining document files that relate to the order and are needed by the purchasing department:

1. A purchase order journal, which keeps track of all orders by number and displays the status of each order - completed/not completed.

2. A purchase order register containing copies of all purchase orders.

3. A commodity register showing all purchases of each main type of product or product (date, supplier, quantity, price, purchase order number).

4. Register with supplier history, displaying all purchases.

Placing orders that meet the needs of the logistics system directly affects the efficiency of the entire logistics process, since the order determines the power of material flows and the features of their formation, possible methods and ways of moving along the logistics chains.

In a developed market, the main problem of the logistics supply chain is that market demand is constantly changing between the start of supply and the use of components. This results in a situation where delivery schedules may be pushed back because parts that are no longer needed come from production and suppliers while there are not enough other components to fill current customer orders. purchasing logistics wholesale enterprise

1.2 Procurement planning and evaluation of the effectiveness of procurement logistics

For the effective functioning of purchasing logistics, an enterprise needs to have information about exactly what material resources are needed to produce products.

Such information is contained in the procurement plan, the main purpose of which is to ensure consistency in the actions of all internal divisions and officials of the enterprise in solving such supply problems as determining the need and calculating the quantity of ordered material resources; determining the procurement method and concluding contracts for the supply of material resources; organizing control over quantity, quality, delivery times and organizing the placement of material resources in the warehouse, etc. The procurement planning process is preceded by research into the procurement market (raw materials).

The actual planning process begins with information obtained from the annual sales plan, production plan and overall economic plan. Sales planning determines the requirements for raw materials, products and services that will be purchased by the company's purchasing department; production planning will provide information about the source where raw materials, products and services will be purchased; economic planning will provide information useful in assessing general trends in prices, wages, and other expenses.

Most companies apply the Pareto law, which is also known as ABC analysis: when less than 20% of the goods are purchased, more than 80% of the funds are spent.

Raw material consumption is calculated monthly and quarterly. Consumption is checked in accordance with control data on the stock of material resources. These calculations are correlated with price trends and availability forecasts for the raw materials to be purchased, and a purchasing plan is then developed. If forecasts suggest a large supply of raw materials and a possible reduction in prices, then most likely the purchasing policy will be to reduce inventory to the lowest level. On the other hand, if the projected supply is low and the price is trending upward, the purchasing policy will ensure that there is an adequate amount of stock on hand in accordance with the contract.

In recent years, new logistics systems have been developed that are focused on planning resource needs, of which the following can be distinguished:

The JIT system (just-in-time delivery) sets the main goal of maximizing the integration of all logistics functions of the enterprise to minimize the level of inventories of material resources in the integrated logistics system, ensuring high reliability and the level of quality of products and services to maximize customer satisfaction. Just-in-time delivery of goods allows you to halve the time it takes to complete a consumer order, reduce inventory levels by 50% and reduce the order fulfillment time at the manufacturing plant by 50-70%.

The KANBAN system ensures that all production sites are supplied strictly on schedule with exactly the amount of material resources that is actually necessary to produce only the planned amount of products.

The KANBAN system begins to produce a specific product sample only when there is a specific customer (consumer) for it. This system is based on the following principles:

– enhanced quality control

– delivery of products to the customer exactly on time

– adjustment of equipment, eliminating defects

– reduction in the number of component suppliers

– maximum proximity of subcontractors to the main (usually assembly) plant.

The main objective of just-in-time (JIT) systems is to reduce the organization's inventory levels to zero. Such systems are called systems without warehouse, zero inventory systems. Each such system is based on the principle that suppliers deliver materials exactly when they are needed, resulting in their inventories being reduced to zero. In addition, work in progress is also kept to a minimum level, since the corresponding products are produced only as needed to service the next stage of production. Inventories of finished goods are minimized until they exactly match trade orders.

The just-in-time concept involves a simple, well-coordinated production system (see Figure 1.1) in which products go through certain processing steps only as planned.

Figure 1.1 - Just-in-time and make-and-deliver systems

The TV system is also called a “ask and receive” system, since each production site performs the necessary operations only after confirming that their colleagues are ready to accept additional resources. This concept is the antithesis of the traditional "make a batch and pass it on" system, where parts are produced in large, supposedly volume-efficient batches and passed on to the next operation according to a rigid schedule. In a make-and-transfer system, each production area works at a constant intensity, regardless of the actual needs of colleagues. The use of the "ask-get" system allows you to reduce inventory, improve quality and increase responsibility, but it requires perfect coordination of the operations of all production areas.

It is necessary to recall the Japanese analogy of reserves as waters hiding dangerous rocks. Reducing inventory levels to zero means that all management and coordination problems come to the surface. Scheduling must be meticulously accurate and logistics strictly coordinated.

The just-in-time system places high demands on the coordination and motivation of employees. Employees are expected to perform their duties to the best of their ability because they are given the responsibility and authority to ensure the zero stock system operates. If necessary, they must immediately come to the aid of colleagues and have skills that allow them to perform various work tasks.

The just-in-time system has enormous advantages. A low level of inventories allows the use of productive capital in other areas. Thus, the introduction of a production system with zero inventories at Omark Industries Corporation (sales volume - $300 million) made it possible to reduce the cost of maintaining inventory by approximately $7 million over the course of a year. The use of a just-in-time system (since 1980). ) resulted in a reduction in the costs associated with maintaining inventories for General Motors from $8 billion to $2 billion. An impressive example was demonstrated by Polycom Huntsman, whose state-of-the-art plant is located just 500 meters from Harrison Radiator, a subsidiary of General Motors (New York State). The two production facilities are connected by a pneumatic conveyor system. When GM production needs plastic products, the computer-controlled system automatically initiates material shipments from Polycom.

An analysis of the activities of more than 80 German companies showed that when using the KANBAN logistics system, inventories are reduced by 50%, finished products by 80%, and labor productivity increases by 20-50%.

The MRP-1 system is one of the most popular in the world, based on the logistics concept of “requirements/resource planning”. This system operates with materials, components, semi-finished products and their parts, the demand for which depends on the demand for specific finished products. The main goals of this system are to meet the need for material resources for planning production and delivery to consumers, maintaining a low level of inventories of material resources, work in progress, finished goods, planning production operations, delivery schedules, and purchasing operations.

The MRP-II system, a second generation demand/resource planning system, is an integrated micro-logistics system that combines financial planning and logistics operations. This system is an effective planning tool for realizing the strategic goals of the enterprise in logistics, marketing, production, finance, planning and management of organizational resources of the enterprise in order to achieve a minimum level of inventory while controlling all stages of the production process.

The SDP system, an advanced just-in-time system, is a materials requirements planning system for streamlining the organization of materials and forecasting their quantities.

The LP (flat/lean production) system is essentially also an extension of the just-in-time concept and includes elements of KANBAN and demand/resource planning. The essence of this system: it requires much less resources than mass production (less inventory, time to produce a unit of product), causes less losses from defects, etc.

The DDT (demand response) system is a modification of the demand/resource planning concept. The four most well-known variants of the concept are: “point of order (reorder)”, “quick response”, “continuous replenishment of stocks” and “automatic replenishment of stocks”.

The basis for the economic efficiency of purchasing logistics is the search and purchase of the necessary material resources of satisfactory quality at minimum prices. In the study of the procurement market, which is carried out by the relevant departments of companies, the issue of prices is the main one.

The effectiveness of procurement logistics primarily depends on the efficiency of logistics. The latter is a complex economic category that reflects the quality of functioning of the procurement system and its components operating at the enterprise. The efficiency of logistics at the stage of logistics is characterized by a number of interrelated indicators that numerically express the results of the activities of all divisions of the procurement system in relation to the costs or resources of their production potential.

The most common indicators calculated when analyzing the efficiency of material and technical support are: generalizing indicators of the efficiency of using costs (resources) of living and material labor associated with the process of circulation of means of production; labor productivity; capital productivity; material consumption; speed of circulation of goods and working capital; profitability.

These and other indicators are usually considered in dynamics over comparable periods. The most common criteria for assessing the effectiveness of logistics at the procurement stage are: the degree of provision of the enterprise with products for industrial and technical purposes.

The cost indicator of purchasing logistics, which reflects the results of human labor at the stage of supporting the production process and economic activity of the enterprise, is the net product of logistics. It does not have a natural material form. This indicator is calculated by excluding material costs from the gross output and can be considered as additional at the stage of preparing material resources for the production process.

1.3 Organization of purchasing logistics in wholesale trade

Logistics in a wholesale trading system performs operations related to the following functions of product distribution: ordering, purchasing, delivery, information support, storage, sorting and release of goods.

The main direction of use of logistics in wholesale trade can occur in two directions, the first of which involves the development of wholesale trade in conjunction with technical, technological and organizational improvement of the entire product distribution system. The second direction involves improving in-warehouse cargo processing systems.

Wholesalers directly include companies that have ownership of the product and are engaged in its sale. These wholesalers have different areas of their activity, which can be classified as a wholesale company, distribution company, trading house, etc.

The main direction of wholesale enterprises in the process of selling goods is logistics service, i.e. work related to the performance of functions for storing goods, transportation, freight forwarding, packaging, processing, sorting, packaging of goods, labeling of goods with machine-readable codes, etc.

The logistics cycle in wholesale trade is the time interval between placing a purchase order and delivering the ordered products to the consumer. This interval is determined by the time spent on formulating the order and completing it in the prescribed manner; transfer of the order to the supplier; fulfillment of an order by the supplier, taking into account the waiting time for placing an order for execution and the time consisting of technological time, inter-operational downtime time and picking time, if the order is fulfilled from cash stocks; as well as delivery of the order to the consumer.

It should be noted that, in accordance with the rules of logistics, wholesale trade is designed to provide the required service to consumers at acceptable logistics costs. The maximum level of such service depends largely on the ability of the wholesaler to resist complete dependence on stockpiling as the only way to provide the required degree of ethical service, which, in particular, is characterized by availability, functionality and reliability. Imperfect transport support, one of the indicators of which is the uncertainty of transportation time, can lead to the fact that a wholesale trade enterprise will be forced to maintain inventories that exceed the level determined by physical distribution targets. This problem, in turn, entails a decrease in inventory turnover and an increase in storage costs. The central point in ensuring the conditions for proper logistics services in wholesale trade is monitoring the consistency of the functioning of logistics functional cycles in the field of material support for a wholesale trade enterprise, carrying out trade and technological operations and distribution. Typically, these areas always involve vehicles to some extent. The assessment of the inconsistency of these logistics cycles is carried out on the basis of: the degree of organizational unity of flow processes; the degree of technological unity of flow processes; the degree of economic unity of flow processes and the degree of information unity of flow processes.

The global reason for the divergence of functional logistics cycles at a wholesale trade enterprise is interfunctional logistics conflicts, the subject of which are: the size of the purchased batch (conflict between the purchasing department and the warehouse; conflict between the purchasing department and the sales department); frequency of procurement (conflict between the purchasing department and the warehouse); packaging (conflict between the purchasing department and the warehouse; conflict between the purchasing department and the transport department); assortment of a cargo unit (conflict between the purchasing department and the warehouse).

In the context of logistics services, the economic category “perfect order” is widely used. Its execution meets the following logistics standards: complete delivery of all goods for all ordered product items; delivery within the time required by the consumer with a permissible deviation of ±1 day; complete and accurate maintenance of shipping documentation for the order, including receipts, invoices, invoices; flawless fulfillment of the agreed delivery conditions (high-quality installation, correct packaging, ready for use and absence of damage).

The strategy for reducing the duration of the logistics functional cycle involves the following steps:

Description of the current ordering process;

Drawing up a process flow diagram describing the current ordering process;

Description of each private logistics process;

Drawing up a list of indicators used to assess the effectiveness of the logistics process;

Description of the terms of supply of goods;

Justification of inventory levels;

Justification of the feasibility of executing private logistics processes on the principles of outsourcing, in particular in relation to transport support;

Formation of proposals to reduce the duration of the logistics cycle, etc.

The strategy for reducing transport costs involves focusing on the factors that led to the deterioration of the logistics services provided at the wholesale trade enterprise. Indicators of such a situation, in particular, are deviations of actual transportation costs from standard costs and management judgment. The advantage of this strategy is that the total number of significant indicators is reduced and all attention is focused only on the “bottlenecks” of transport support for wholesale trade.

In practice, another strategy for reducing transport costs is often used, which consists of a comprehensive study of the dynamics of logistics indicators of wholesale trade. The complexity of the analysis consists in identifying those states of the logistics system of a wholesale trade enterprise that are not identified during an autonomous consideration of individual indicators, since the values of the latter satisfy acceptable standards. The areas of application of this strategy are determined by the internal and external functional boundaries of the logistics system of a wholesale trade enterprise.

Thus, solutions to the problem of increasing the efficiency of transport support for wholesale trade lie in the area of improving the logistics coordination of its functional order execution cycles.

As for the completeness of the assortment of goods of a wholesale company, this service is very profitable for retail enterprises, since it forms the necessary assortment of goods in one place, thereby relieving them of additional work and saving money by delivering goods at lower costs. Many wholesale organizations work with their regular customers on the terms of providing goods on credit.

In search of their buyer, wholesale organizations are expanding the range of goods offered and have sufficient quantities to carry out immediate delivery. The negative aspect of this policy is the additional costs associated with the cost of storing large inventories. The way out of this situation is to form an assortment of goods consisting of the most popular goods or focus on large buyers, forming the necessary assortment of goods for them.

Increasing competition in the Russian market forces entrepreneurs to use various methods to maintain company profitability by cutting costs. The main direction to reduce costs is the consolidation of participants in the distribution of goods.

The use of a unified technological system for working with goods and information, associated technology, timely receipt and processing of orders, coordinated planning - this is exactly what allows the goods to be delivered to the buyer in a timely manner at minimal cost, avoiding damage and losses.

The use of logistics systems requires the presence of stable economic ties between participants in the distribution of goods. Only regular business partners have the need to use the transparency of cost accounting systems, and it becomes possible to develop and apply coordinated technologies for processing cargo and information.

The rapid use of modern technological methods leads to the integration of economic activities of various trading structures. There are external (in relation to trade) and internal factors of integration in the industry.

External trade factors include indicators that stimulate the development of integration processes in the industry:

Market unpredictability;

Reasons influencing the decrease in demand;

Exacerbation of the problem of sales of goods;

Numerous obstacles to the movement of goods to consumers caused by the underdevelopment of the trading infrastructure.

An internal factor of integration in trade, i.e. The main intra-industry motive is increased competition.

Experts identify several ways to concentrate resources, among them: horizontal and vertical integration, as well as diversification.

During horizontal integration, several stores are united within one company in order to carry out consolidated purchases of goods from suppliers and a balanced pricing policy (Fig. 1.2).

The logical consequence of horizontal integration is vertical integration, since the increase in total gross trade turnover required the creation of a distribution center (DC) and a single management link. Thus, a modern management structure of a large network company emerges.

1. Control center

2. Main link and DC

3. Retail chain

More complex and diverse is the next stage of concentration of trading capital, which consists in the fact that the owners decide to diversify capital, both on an intra-industry and inter-industry basis.

At this stage, production branches may be created within the trading company, or capital investments may occur in related or related businesses.

The economic incentive for integration is the so-called synergy effect, the essence of which is that the assets of the integrated company are valued more expensive than the total assets of each of the firms before their merger.

This effect is described by the formula of Yu. Maslechenkov:

Сn = (PN + PA + EE) - (I + T + IN) (1.1)

where: Cn - synergistic effect in the period n after the merger;

PN - additional profit from expanding the scale of activity;

PA - additional profit from risk reduction due to diversification of the holding’s activities;

EE - savings in current production costs;

I - additional investments for the reconstruction and expansion of the holding;

T - increase (savings) of tax payments;

IN - investments at the initial moment of integration.

Integration processes require a developed distribution infrastructure and warehouse terminals with high commodity capacity.

As a result of urban processes, business life is concentrated in large cities, and here issues of orderliness and regulation of retail and warehouse areas and terminals arise.

In this regard, the following standards have been developed (Table 1.1).

Table 1.1 Standards for retail and warehouse space

From an organizational and economic point of view, the development of various forms of integration of trade enterprises will allow:

Reduce overhead costs through the introduction of centralized management services, centralization of supply, transport and accounting functions;

Make purchases in large quantities on favorable terms of payment and delivery, which ultimately affects the price level and interest of buyers;

Timely delivery of perishable and scarce goods;

Use the latest information technologies to manage the network and create information data banks on the range of products sold;

Support domestic manufacturers by giving them priority in supplies.

The total effect from the use of logistics, as a rule, exceeds the sum of the effects from improving the listed indicators. This is explained by the emergence of logistically organized systems with a market-valuable ability to ensure the delivery of the right cargo, the required quality, in the right quantity, at the right time, to the right place at minimal cost.

In the sphere of circulation, as part of logistics schemes, the problems of determining consumer demand and organizing its satisfaction, accumulating, processing and placing inventory and providing services to consumers, choosing rational forms of product distribution and organizing trade are solved.

The main components of the overall effect from the use of logistics in wholesale trade are presented in Table 1.2.

Table 1.2 Components of economic efficiency of the logistics system in wholesale trade

Types of streams	Components of the process of effect formation in the logistics system
	Procurement logistics	Supply logistics	Transport and warehouse logistics	Distribution (sales) logistics
Material flow	Savings due to optimal organization of procurement processing	Savings due to reduced warehouse costs. Savings by reducing warehouse space Savings by reducing the volume of loading and unloading operations and associated costs.
	Savings from accelerating the movement of material flows: · reduction in inventory levels · reduction of current costs for maintaining inventories · reduction of losses of material resources depending on the time spent in the logistics system
Financial flow	Savings by reducing the amount of capital invested in inventories. Reducing the amount of working capital by accelerating cash flow. Reducing costs due to violation of supply conditions.
Information flow	Reduction of operating costs due to the rhythmic organization of the supply process
Service flow	Savings through improved service

The table shows that logistics management of wholesale trade in the interaction of subsystems: procurement, supply, transport and warehouse operations, sales can bring a synergistic effect in the form of reducing costs for the creation, maintenance of inventory and their supply to consumers.

Flow management processes in the logistics system are based on appropriate indicators that measure the effect at the place of its formation. In other words, making management decisions on organizing and regulating commodity, financial and other flows in wholesale trade should be based on specific, reliable and timely information that allows you to plan the effect, track and eliminate losses, and achieve the greatest profit. In a modern innovative system of economic management, this is achieved through the use of controlling methodology.

There are three main functions in controlling:

The information function of controlling is provided with the help of a planning and accounting system aimed at achieving a high final result of activities.

The management function is implemented on the basis of analysis data, which allows making tactical (operational) and strategic decisions in regulating trade and financial relations in order to ensure the maximum final effect.

The third function, which consists in monitoring the performance of departments of a trading enterprise, ensures the identification of points of profit growth and their maximum activation.

Controlling differs from the traditional system of accounting, analysis, management of economics and financial results in our economy, primarily in that it is focused not on identifying omissions and identifying those responsible in the past, but on ensuring a stable present and future of a trading enterprise. Controlling acts as a signaling system that notifies managers about opportunities and points of negative deviations from planned plans, and this allows timely and early adjustment of management tactics and the adoption of appropriate preventive measures.

Controlling allows you to accumulate and analyze internal and external information in various situations, reflecting the effectiveness of responsibility centers in the logistics system of the activities of wholesale trade organizations.

Based on the results of the situation analysis, it is possible to set priorities in the selection of goods, suppliers and consumers and allocate resources for the development of effective vectors of wholesale activity.

The introduction of modern management technologies based on logistics, marketing, and controlling into the practice of trade management will significantly rationalize the management of goods flows, ensure uninterrupted supply of goods to consumers, and at the same time help stabilize and strengthen the financial position of wholesale organizations.

2. Analysis of the logistics system of the enterprise LLC "Optovik"

2.1 Activities of the company "Optovik" LLC

LLC "Optovik" is an Elabuga chain of food hypermarkets Essen (“Essen”), founded by entrepreneurs Leonid Anatolyevich Baryshev and Vadim Evgenievich Makheev.

Leonid Baryshev brought the idea of the store from Spain when he visited the Carrefour hypermarket during his vacation. Having studied the experience of others and resolved all organizational issues, the partners began creating a network. On May 15, 2003, the first hypermarket called “100 Best Products” was opened in Yelabuga. Later, it was decided to open new stores in other cities of the republic, offering customers high quality goods at an affordable price.

But not only this approach is important for the company’s management; comfort and convenience are also given great importance. Newly opened stores are equipped with improved shelving and refrigeration equipment, modern cash registers, ventilation and lighting systems. The second store was opened a year later in Almetyevsk, under the same name. Before the opening of the next shopping center in Naberezhnye Chelny, the hypermarkets were renamed ESSEN. (Essen means food from German). The hypermarket in Naberezhnye Chelny was opened in 2005. This year was a breakthrough year for the company - 4 hypermarkets were opened in 4 cities of the Republic of Tatarstan. Due to the rapid expansion of the network, the management of Essen decided to invite specialists who trained in the Spanish network Carrefour. With their help, in 2006, a shopping center was built in Nizhnekamsk, at that time the largest store in the Essen chain.

Essence, goals and functions of purchasing logistics

Purchasing logistics is the activity responsible for managing the flow of goods (or raw materials) to supply the enterprise with resources in the shortest possible time with the greatest commercial benefit.

She answers the questions:

What to buy?
How much should I buy?
Who to buy from?
On what terms to purchase?

For example, first a businessman decides that he will expand his production with a new product. Having studied the sales market, he comes to the conclusion what volume of production will be and what requirements the new product must meet. The plan is given to production, which dictates to the purchasing department what materials and in what quantities should be purchased.

Identification of needs, procurement planning. Identification of intra-company consumers, calculation of needs. To create the most accurate plan, you should consider:

Mode of operation of the company (rate of production or trade);
Required volume of reserves;
Current inventory for each unit;
Data on all products purchased and manufactured at the enterprise;
Forecast of need occurrence;
Data on current stocks and upcoming orders.

Drawing up a list of purchasing requirements (weight and size of product, packaging, frequency of delivery);
Choosing the most profitable solution: purchase or make it yourself;
Determine whether it is more profitable to purchase from an intermediary or from a manufacturer. It may be more profitable to purchase from an intermediary in the following cases:

When a wider range is required, but in small quantities;
When the price from an intermediary purchasing goods in large wholesale is lower than the price of small wholesale purchases from the manufacturer;
When the intermediary is located significantly closer geographically than the manufacturer (reducing transport costs).

Selecting a supplier. This task can be divided into several stages:

Selection of potential suppliers (through advertisements, tenders or at special exhibitions);
Analysis of selected suppliers (there can be several dozen criteria; the supplier’s experience, breadth of assortment, pricing policy, lead times, distance from the consumer, reviews of past clients are taken into account).

Coordination of the cost of goods, negotiations with the supplier;
Conclusion of an agreement. Rationalization of contractual relations with suppliers is also a task solved by purchasing logistics;
Determination of required storage facilities;
Placing an order;
Payment;
Organization of delivery and forwarding;
Drawing up a delivery schedule;
Supply control. This includes calculating the percentage of defects, meeting delivery deadlines, and inventory control;
Calculation of the procurement budget. It is necessary to accurately take into account absolutely all costs, as this will affect the future price of the product. These may include costs for:

Fulfillment of an order;
Transportation and storage;
Monitoring compliance with the terms of the contract;
Search for information about suppliers;
Costs resulting from resource scarcity.

Coordination of the supply plan with other departments of your enterprise (warehouse, production, sales department), maintaining partnerships with suppliers. In today's marketplace, partnership is at the core of any productive relationship. Interaction with suppliers is based on a number of principles:

Treat suppliers as clients;
Demonstrate the interconnection of your interests, coordinate economic and technological planning;
Notify the supplier about your tasks and know about his activities (for example, when and what kind of production of a new product is planned);
Provide all possible assistance to the supplier (even if sometimes it does not bring profit);
Comply with your obligations;
Take into account the interests of the supplier.

The efficiency of supply logistics at an enterprise depends on compliance with the following operating principles:

Meet strict procurement deadlines, observing the designated time frame between the emergence of a need and the receipt of the necessary resources;
Carry out quantitative purchases. If you want to save money, you can make a mistake and purchase too little, which will lead to shortages and associated costs (production will stop without the necessary materials, and trade demand will remain unsatisfied, potential profits will be lost). Too large purchases will cause problems with the sale of all goods and costs for their storage;
Purchase goods only of the required quality;
Purchase resources at the lowest prices, with delivery in the shortest possible time, with the lowest costs for transport and warehousing.

Purchasing logistics and supply management

In modern Russia, the functioning of procurement logistics has not yet been fully established, since many companies continue to operate, focusing on the times when all resources in the country were not purchased, but distributed.

The organization of supply logistics in our country is based on one of two models:

Traditional option. Management of purchasing logistics processes is divided between divisions of the enterprise. For example, the list of purchased resources is determined by the production department, and the supplier is selected by the general director of the company. The main disadvantage of this model is that it makes full supply management difficult;
Logistics approach. All procurement procedures are managed by one unit. However, this approach does not exclude the interaction of the supply logistics department with other structural units of the company. The logistics approach allows you to more effectively manage the supply process at all its stages.

In the course of its activities, procurement system management at any enterprise strives to:

Expand the product range;
Reduce resource costs;
Get rid of unsalable stocks;
Control special orders;
Control lost sales;
Increase the standard procurement sector.

Purchasing logistics methods

Enterprise supply logistics regulates its activities according to the chosen method. Let's look at the main ones:

Method of increasing purchase volumes :

The demand for certain types of goods is taken into account;
Demand is analyzed throughout the year (to indicate seasonal variations);
The optimal amount of inventory throughout the year is determined;
The decision to stockpile inventory is made based on the number of orders.

Method of reducing purchase volumes .

A monthly analysis of the sales of unpopular products is carried out;
Types of products whose inventory levels should be reduced are identified;
The criteria by which a decision is made to reduce certain types of reserves are determined;
The share of unsold goods tends to a minimum.

Method of direct calculation of purchase volumes :

The calculation is carried out for a specified period;
The quantity of products sold is calculated;
The average amount of required reserves is calculated.

Just-in-time reception

The just-in-time system is a procurement logistics technique based on the principle that demand at each segment of the supply chain depends on the demand arising from the end consumer. The goods are not accumulated until the need arises.

If traditionally the supply consists of a large number of elements:

Provider;
Forwarding warehouse;
Warehouse control;
Main storage;
Preparation for consumption;
Consumption.

With a just-in-time system, there are much fewer elements:

Provider;
Control by the supplier;
Consumption.

The “just in time” system is possible only if there is a long-term trusting relationship between the customer and the supplier, who also takes upon himself product quality control. It’s the same with transportation - preference in the “just-in-time” system is given to the most reliable carrier that meets deadlines, perhaps with not the most favorable tariffs.

Advantages of a just-in-time system:

Exclusion of certain operations from the supply chain;
Reducing inventories and their maintenance costs;
Improving the quality of goods, reducing the number of defects;
Increased supply reliability.

Problems of purchasing logistics using the just-in-time system:

Increased supplier costs;
Increased commercial risk;
Unprofitability of frequent small deliveries;
Inconvenient delivery schedule for the supplier;
There may be a mismatch between the supplier's expectations and the actual needs of the consumer.

When implementing a just-in-time system, it is necessary to solve the following problems:

Find geographically close suppliers;
Extend contractual relationships with reliable suppliers;
Support suppliers with procurement assurance;
Bring purchasing prices to the optimal level;
Maintain a constant purchasing speed;
Encourage suppliers for their willingness to ship goods in the required (small) volumes;
Establish a close relationship between personnel responsible for product quality on the seller’s side and on the buyer’s side;
Draw up and strictly adhere to the cargo arrival schedule;
Use trusted carriers;
Conclude long-term contracts for forwarding, transportation and warehousing.

Purchasing logistics – This is the management of material flows in the process of providing the enterprise with material resources.

A significant element of the micrologistics system is the procurement subsystem, which organizes the entry of material flow into the logistics system. Material flow management at this stage has a certain specificity, which explains the need to separate purchasing logistics into a separate section of the discipline being studied.

The main questions that should be answered in the process of providing an enterprise with objects of labor are traditional and determined by the logic of supply:

What to buy;

How much to purchase;

Who to buy from;

Under what conditions to purchase?

Logistics adds its own questions to the traditional list:

How to systematically link procurement with production and sales;

How to systematically link the activities of an enterprise with suppliers.

The designated range of procurement logistics issues determines the composition of the tasks to be solved in this functional area and the nature of the work performed.

Let's consider tasks And work, related to purchasing logistics.

1. Determining the need for material resources. To do this, it is necessary to identify intra-company consumers of material resources. Then the need for material resources is calculated. At the same time, requirements are established for the weight, size and other parameters of supplies, as well as for the delivery service. Next, schedules and specifications are developed for each item item and (or) item groups. For consumable material resources, the “make or buy” problem can also be solved.

2. Procurement market research. Such research begins with an analysis of the behavior of the supplier market. In this case, it is necessary to identify all possible suppliers in direct markets, substitute markets and new markets. This is followed by a preliminary assessment of all possible sources of purchased material resources, as well as an analysis of the risks associated with entering a specific market.

3. Selecting a supplier. It includes searching for information about suppliers, searching for the optimal supplier, and assessing the results of working with selected suppliers.

4. Procurement. The implementation of this function begins with negotiations, which must end with the formalization of contractual relations, i.e., the conclusion of a contract. Contractual relations form economic relations, the rationalization of which is also the task of logistics. Procurement includes choosing a procurement method, developing delivery and payment terms, as well as organizing the transportation of material resources. At the same time, delivery schedules are drawn up, forwarding is carried out, and customs procedures are possibly organized. Procurements are completed by the organization of receiving control.

5. Supply control. One of the significant tasks of supply control is supply quality control, i.e., taking into account the number of complaints and defects. Supply control also includes tracking delivery times (the number of early deliveries or late deliveries), tracking order processing times, transportation times, and monitoring the status of inventories of material resources.

6. Preparation of the procurement budget. An essential part of procurement activities are economic calculations, since it is necessary to know exactly how much certain works and solutions cost. In this case, the costs are determined:

To fulfill an order for the main types of material resources;

Transportation, forwarding and insurance;

Cargo processing;

Monitoring compliance with the terms of the supply agreement;

Acceptance and verification of material resources;

Search for information about potential suppliers.

As part of economic calculations, the tasks of purchasing logistics should include the calculation of costs due to a shortage of material resources.

7. Coordination and systematic relationship of procurement with production, sales, warehousing and transportation, as well as with suppliers. This is a specific task of purchasing logistics, which is solved, as noted above, by organizing a systematic connection between procurement and production, sales, as well as close ties with suppliers in the field of planning, economics, engineering and technology.

Supply – This is an activity that includes procedures for purchasing, delivery, acceptance, storage and pre-sale preparation of products.

Supply Management – It is the activity of coordinating the interaction of supply chain participants to provide added value to consumers.

Supply Policy represents general recommendations on the basis of which the purpose, purpose and aspects of the activities of the enterprise’s supply department are determined.

1) description of the organizational structure of the supply unit;

2) regulations on valuable purchases;

3) regulations on the ethics of supply activities, supply functions;

4) identifying and studying sources of resources and suppliers of products;

5) determining the need and calculating the quantity of ordered products;

6) decision on the order;

7) establishing the number and timing of deliveries and monitoring them;

8) inventory management;

9) recording and monitoring the progress of fulfillment of contractual obligations.

Let's consider the basic principles that govern the definition of the main directions of supply management in an enterprise:

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

2) rhythmicity - 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 parts of the supply chain;

3) efficiency – implementation of the process of supplying products depending on changes in demand for them;

4) efficiency - minimal costs of working time, material and financial resources for product delivery. Achieved through the efficient use of vehicles, mechanization of loading and unloading operations, establishing an optimal link in the supply chain;

5) centralization – supplying consumers with products using the forces and means of suppliers;

6) manufacturability – use of modern procurement and supply technologies.

Supply program development – This is the determination of the type and quantity of products purchased in various markets, as well as the time of purchase of a particular type of product.

The task of the supply system is to provide the planned level of customer service with minimal total costs.

TO supply system, as a rule, the following are presented requirements:

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

2) inventory management – reducing the level of investment associated with product inventories and the costs of maintaining them to a minimum;

3) maintaining the level of quality of customer service;

4) work with suppliers - searching for competent suppliers;

5) standardization - purchasing standard products where possible;

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

7) ensuring the competitive advantage of the enterprise;

8) developing relationships and achieving harmonious, productive and working relationships with employees of other functional departments of the enterprise;

9) ensuring supply while reducing overhead costs. Reliability of supply is the guarantee of providing the consumer with the products he needs within a planned period of time.

Any enterprise, both manufacturing and trading, in which material flows are processed, includes a service that purchases, delivers and temporarily stores labor items (supply service): raw materials, semi-finished products, consumer goods. The activities of this service can be considered at three levels, since the supply service is simultaneously:

An element that ensures connections and implementation of the goals of the macro-logistics system to which the enterprise belongs;

An element of the micrologistics system, i.e. one of the divisions of the enterprise that ensures the implementation of the goals of this enterprise;

An independent system that has elements, structure and independent goals.

Let's consider Purposes of the supply service at each of the selected levels.

1. As an element of the macro-logistics system, the supply service establishes economic relations with suppliers, coordinating technical, technological, economic and methodological issues related to the supply of goods. Working in contact with the supplier's sales services and with transport organizations, the supply service ensures the inclusion of the enterprise in the macro-logistics system. The idea of logistics - obtaining additional profit from the coordinated actions of all participants - requires that supply service personnel achieve the goals of their own enterprise not as an isolated object, but as a link in the entire logistics system. This means that the supply service, working for its own enterprise, must at the same time pursue the goal of increasing the efficiency of the entire macro-logistics system. With this approach, one’s own enterprise is considered as an element of the entire macrologistics system: the position of the entire system improves - the position of the enterprise as its element improves. As a simple example, consider a group of capable entrepreneurs, each running their own business. If these people unite and begin to work not only “for themselves,” but also for a common result, then the potential for each of them to make a profit will increase.

Logistics integration with suppliers is achieved through a set of measures of an economic, technological, technical and methodological nature. For example, in order to manage end-to-end logistics costs, partner enterprises must exchange information about the composition of costs, highlight the most significant of them, establish relationships between significant costs, and jointly develop a set of technical, technological and methodological measures to reduce these costs. Integration should be based on a focus on good partnerships and a willingness to take a counter step even when it does not bring any profit. The bearer of the philosophy “my house is on the edge...” today, most likely, will not feel comfortable in the world of business.

In logistics, relationships with suppliers should be based on the following: principles:

Treat suppliers in the same way as the company's clients;

Do not forget to demonstrate in practice a commonality of interests;

Introduce the supplier to its tasks and be aware of its business operations;

Be willing to help if problems arise with suppliers;

Comply with your obligations;

Take into account the interests of the supplier in business practice. The supply service begins to solve the problem of providing the enterprise with material resources already at the stage of developing new products. In logistically organized systems, a new product development program can be implemented with the participation of suppliers.

2. The supply service, being an element of the enterprise that organized it, must organically fit into the micro-logistics system that ensures the passage of material flow in the supply-production-sales chain. Ensuring a high degree of coordination of actions to manage material flows between the supply service and the production and sales services is the task of the logistics organization of the enterprise as a whole. Modern systems for organizing production and logistics provide the ability to coordinate and quickly adjust the plans and actions of supply, production and sales units on an enterprise scale, taking into account constant changes in real time. The chain “supply – production – sales” should be built on the modern concept of marketing, i.e. first a sales strategy should be developed, then, based on it, a production development strategy, and only then a production supply strategy. It should be noted that marketing outlines this task only conceptually. The scientific marketing tools, aimed at a comprehensive study of the sales market, have not developed methods that allow solving the problems of technical and technological coordination with suppliers, depending on the relevant requirements identified during the study of the sales market. Marketing also does not offer methods for systematically organizing all participants in the processes of promoting materials from the primary source of raw materials up to the final consumer. In this regard, logistics develops a marketing approach to business activities, develops methods that make it possible to implement the marketing concept, and significantly expands and complements the concept itself.

3. The efficiency of the supply service, the possibility of achieving the listed goals both at the enterprise level and at the macro-logistics level largely depends on the systemic organization of the supply service itself.

In Russia, solving the above problems of purchasing logistics is complicated by the fact that in the recent past, enterprises did not fully solve these problems at all, since resources were distributed.

Let's consider two options for organizing supply, which fundamentally differ from each other in the possibilities of implementing a systematic approach to managing material flows in the process of providing the enterprise with raw materials.

First model reflects the presented traditional version of the organizational structure of the enterprise with the distribution of the above tasks between various functional divisions. As we can see, the tasks of what to buy and how much to buy are solved by the production directorate. Work on storing purchased items of labor is also carried out here.

The tasks of who to purchase from and on what terms to purchase are resolved by the procurement directorate. The above supply work is also carried out here, i.e. contracts are concluded, their execution is monitored, and delivery of purchased items of labor is organized. As a result, the function of managing material flow in the process of supplying an enterprise with raw materials is divided between various services, and its effective implementation is difficult.

Second model reflects a logistics approach and involves the concentration of all supply functions of an enterprise in one hand, for example, in the logistics directorate. This structure creates ample opportunities for logistical optimization of material flow at the stage of procurement of labor items.

Purchasing logistics is connected with all other areas of logistics, but it interacts especially closely with distribution logistics. Let us analyze their interaction in the process of transferring products from supplier to consumer.

Let's consider the process of managing material flow in the area between two enterprises, one of which is a supplier of goods, and the other is a wholesale buyer. From the position of the first enterprise, material flow management should be carried out using distribution logistics methods. However, from the perspective of the second, the same flow should be managed by purchasing logistics methods. The apparent contradiction is easily resolved.

Let's consider flow control in a dedicated area if the buyer, under the contract, has already paid the supplier for the delivery of goods to his warehouse. Under these conditions, the supplier's profit from the transaction largely depends on how rationally its sales service organizes the delivery of the order to the consumer's warehouse. In other words, the supplier is responsible for managing the flows in the area in question. The methods used relate to distribution logistics. A buyer who has already paid for delivery gains nothing from its rational organization (just as he loses nothing if delivery is poorly organized).

Purchasing logistics methods for managing material flow are used in this area when, under the terms of the contract, the buyer independently imports goods from the supplier’s warehouses. The rationality of the actions of the buyer's purchasing service in this case can significantly improve its economic performance.

Counterparties may agree on other delivery conditions. Let's say an out-of-town supplier delivers goods to the railway station of his city (and the cost of delivery services is included in the price of the goods supplied). Next, the buyer organizes the movement of cargo. Here, the delivery of the goods to the station of the point of departure is carried out by the distribution service of the supplier, then by the purchasing service of the buyer.

The point at which the supplier's distribution service transfers control of material flow to the buyer's purchasing service is determined by the cargo franking conditions laid down when concluding supply contracts. The term “free” refers to the procedure for taking into account the costs of delivering products to the consumer in the price of a product. In a supply contract, the term “free” indicates to what point along the path of the product to the buyer the costs associated with transportation and insurance are borne by the supplier.

Freight franking conditions mark (to a certain extent) the boundary between the areas of activity of the supplier's sales service and the consumer's supply service. However, we should not forget that both purchasing and distribution logistics are functional units of a single logistics activity. This activity is carried out by both the buyer's purchasing function and the supplier's distribution system. Therefore, all decisions in the field of distribution logistics must be made in mutual connection with decisions in the field of purchasing logistics of the enterprise. Only this approach will ensure the implementation of the logistics concept of material flow management.

4.2. Procurement logistics mechanisms

Management of the procurement system at the enterprise pursues the following: goals:

1) expansion of the product range;

2) reducing overall resource costs and eliminating losses;

3) disposal of obsolete and slow-selling product inventories;

4) control over special orders;

5) control over lost sales;

6) increasing the share of purchases carried out according to the standard order procedure.

There are the following main forms of supply raw materials and materials:

1) warehouse, in which the delivery of products is carried out through intermediate and distribution warehouse complexes and terminals;

2) transit, in which products are supplied directly to the consumer from manufacturing plants;

3) receipt of purchased products to retail outlets directly from suppliers.

The transit form of supply will be profitable for the supplier and consumer under the following conditions:

1) the quantity of products sold is large enough to recoup the costs of direct sales;

2) there are few consumers and they are located in a relatively small area;

3) products require highly specialized maintenance.

Active policy enterprises in the field of delivery conditions is that when selling products must be delivered as close as possible to the buyer’s warehouse. When purchasing, products must be received as close as possible to the seller's warehouse. This facilitates better business planning and supply chain control.

Advantages of an active purchasing conditions policy:

Better supply chain control;

Business planning in terms of customer service in accordance with procurement.

To carry out the purchasing function, a number of operations are performed at the enterprise.

1. Market analysis.

2. Study of price trends and analysis of supplier's production costs. This 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. Selection of supplier.

5. Agreeing on the cost of service and concluding a contract.

6. Checking the compliance of the purchased products with certain requirements or specifications of the buyer.

7. Conducting preliminary negotiations between the supplier and the buyer.

8. Placing an order.

9. Delegation of authority and assessment of the consequences of procurement policies.

10. Establishment of a unified policy in relations with suppliers.

11. Development of methods for accounting for products.

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 establishing inventory standards.

15. Search for cheaper substitutes for products without compromising their consumer properties.

16. Selection, classification and analysis of data necessary to search for 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.

All these operations are combined into several stages of purchasing logistics activities at the enterprise:

1) determination of the scale of the project (volume of production and sales, amount of costs, budget parameters, etc.);

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 purchase schedule for each type of product;

3) posting advertisements for 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.

Thus, the first, fundamental stage of the procurement process is procurement planning. Planning for the purchase of goods and materials determines the needs for raw materials, materials, products and services that are purchased by specialists in the purchasing department of the enterprise.

Product procurement planning has the following goals:

1) reducing the level of excess stock of products;

2) maintaining the required level of customer service;

3) coordination of delivery schedule and production plan.

When developing a product procurement plan, the following are taken into account: factors:

1) minimum order quantity issued by the supplier;

2) discounts when changing the volume of supplied products;

3) restrictions on time (shelf life) and volume of storage of raw materials, packaging and finished products in the warehouse premises of a manufacturing enterprise;

4) location of the supplier. If the supplier is foreign, it is not advisable to carry out frequent deliveries of small quantities of raw materials or packaging, since this significantly increases the level of logistics costs. At the same time, conditions can be negotiated with the local supplier under which the recipient will maintain a minimum level of stock of raw materials, materials or packaging;

5) reliability of the supplier. If the supplier is reliable, the manufacturing enterprise has the opportunity to organize delivery on time;

6) assortment and range of materials and raw materials purchased from one supplier. It is advisable to deliver all products purchased from one supplier at the same time to avoid increased transportation costs. This is especially true for foreign suppliers;

7) delivery time for raw materials and materials from the moment of order (the longer the delivery time, the larger the stock of this material should be at the enterprise).

Let's consider The main components of a materials requirements planning system are:

1) a schedule of the main production or trading process, determining the quantity of finished products broken down by time;

2) data on optimal stock levels of goods and materials;

3) data on inventories for each component, unit and part (available quantity, expected receipts, as well as the number of consumed parts that have not yet been written off);

4) data on the main products that are purchased and all products that are produced by the enterprise itself;

5) forecast the need for materials in accordance with the schedule of the main production process;

6) structured list of raw materials and supplies;

7) data on inventories, open orders and lead times for calculating the time and volume of orders for materials.

Planning the requirements for goods, raw materials and consumables adheres to the following principles:

1) coordination of the needs for materials (components) and the production plan for finished products;

2) breakdown by time.

Another important logistical challenge is answering the question: from whom to buy? This involves making one of two decisions:

Independently form an assortment by purchasing commodity resources directly from the manufacturer;

Purchase commodity resources from an intermediary who specializes in disaggregating production batches, forming a wide range and supplying it to consumers in assembled form.

Let's consider possible reasons why purchasing from an intermediary may be more profitable, than directly from the manufacturer:

1) when purchasing commodity resources from an intermediary, an enterprise, as a rule, has the opportunity to purchase a wide range of products in relatively small quantities. As a result, the need for inventories and warehouses is reduced, and the volume of contractual work with manufacturers of individual assortment items is reduced;

2) the price of the product from the intermediary may be lower than from the manufacturer. Suppose a manufacturer sells a product at the following prices:

For small wholesale buyers – 10 rubles. for a unit;

For large wholesale buyers – 8 rubles. for a unit.

Intermediary, having purchased a large batch for 8 rubles. per unit, disaggregates it and sells it to small wholesale buyers with a 12% markup, i.e. 8.96 rubles. for a unit. The mediator can afford this because he specializes in disaggregating parties. For the manufacturer, disaggregation costs more, and he is forced to sell small wholesale batches for 10 rubles, and not for 8.96 rubles;

3) the manufacturer of the goods may be located geographically at a greater distance than the intermediary. Additional transport costs in this case may exceed the difference in prices between the manufacturer and the intermediary.

After this problem has been solved and the enterprise has determined what raw materials and what materials need to be purchased, they decide supplier selection task. When choosing delivery conditions, in particular the method of transportation, it is taken into account which of the parties to the transaction is more profitable to organize delivery of products.

Using third parties to replace internal organizational structures of an enterprise appropriate when:

1) the function can be performed better or cheaper by specialists from a third party;

2) this reduces the risk of the enterprise in the event of a transition to new technologies or changes in consumer preferences;

3) it contributes to the organizational flexibility of the enterprise, reduces the duration of the customer service cycle and speeds up decision making;

4) this allows the company to focus on its core business and do what it does best.

Let's list and characterize the main stages of solving the problem of choosing a supplier.

1. Search for potential suppliers. The following methods can be used:

Visiting exhibitions and fairs;

Correspondence and personal contacts with possible suppliers.

As a result of these activities, a list of potential suppliers is formed, which is constantly updated and supplemented.

2. Analysis of potential suppliers. The compiled list of potential suppliers is analyzed based on special criteria that allow the selection of acceptable suppliers. The number of such criteria can be several dozen. Here are the main ones:

1) information about the position of the company in the existing market - work experience, fame of the supplier, reputation, personality of the manager, contingent of main customers, current size of the sales market and plans for the future;

2) established connections with the supplier - the presence of currently valid or expired contracts with this company, prospects for long-term cooperation, the presence of various circumstances influencing the choice of supplier (family ties, bribes), the volume of sales of goods necessary for mutual interest;

3) supplied products - fame, breadth of assortment, quality and appearance of goods, compliance with established sanitary and technical standards, availability of certificates;

4) pricing policy – prices for supplied products, their difference from the market average, the possibility of providing discounts;

5) reliability of supplies - compliance with the delivery schedule, compliance with requests for the volume and structure of goods, provision of transport services by the supplier, the possibility of varying different delivery conditions;

6) other factors - the possibility of returning substandard products, product packaging.

As a result of the analysis of potential suppliers, a list of specific suppliers is formed with whom work is being carried out to conclude contractual relations.

To organize uninterrupted work, it is desirable to have a large number of suppliers, as this gives the following advantages:

1) the ability to successfully negotiate prices, delivery terms or other obligations;

2) the ability to choose if one of the suppliers is experiencing difficulties (difficulties may be associated with delivery conditions, quality of products and service);

3) the ability to solve problems that arise when production or sales volumes increase, not provided for by the current production (sales) plan.

3. Assessing the results of working with suppliers. The choice of supplier is significantly influenced by the results of work under already concluded contracts.

The effectiveness of working with a particular supplier is assessed by the following indicators:

1) quality of supplies. Associated with it is the share of orders completed in accordance with consumer requirements;

2) supplier reliability – the ability of the supplier enterprise to satisfy consumer requirements related to product quality, timing and volumes of supplies within a certain period of time;

3) ready for delivery – comparison of received and completed orders. This indicator indicates the consistency of deadlines for fulfilling orders related to consumer needs. Confirmed by the company’s order fulfillment time;

4) delivery flexibility – the readiness of the enterprise to fulfill changes made by the consumer to changes in the order.

It is also necessary to constantly monitor what measures the supplier is taking to ensure the safety of the quantity and quality of shipped products:

Compliance with established rules for packaging and packaging products, labeling and sealing of individual product items;

Accurate determination of the quantity of shipped products (weight and number of pieces, boxes, bags, bundles, bales, packs);

When shipping products in packaging, drawing up for each container a document (packing label, packing list) indicating the name, quantity and quality of the products located in this container;

Clear and correct execution of shipping and settlement documents, compliance of the data on the quantity of products indicated in them with the actual quantity shipped;

Exercising control over the work of persons involved in determining the quantity of shipped products and preparing shipping and settlement documents for them;

Shipment (delivery) of products that meet the quality and completeness requirements established by standards, technical specifications, drawings, recipes, samples, standards;

Clear and correct execution of documents certifying the quality and completeness of the supplied products (technical passport, certificate, quality certificate), shipping and settlement documents, compliance of the data on the quality and completeness of the products indicated in them with the actual quality and completeness;

Timely sending of documents certifying the quantity, quality and completeness of products to the recipient; documents are sent along with the products;

Compliance with the current transport rules for handing over cargo for transportation, their loading and securing, as well as special loading rules established by standards and technical conditions.

Once a supplier has been identified, it is necessary to work out methods by which procurement will be made. Let's look at some of them:

1) direct purchases – purchasing products directly from manufacturers;

2) counter purchases – purchases from suppliers who are also consumers;

3) leasing – rental, for example, of warehouse equipment;

4) new purchase – the purchasing situation of an enterprise, in which the buyer purchases this product for the first time, may require serious research;

5) normal repurchase;

6) modified repurchase – a procurement situation in which the purchasing company changes the order specification, price, delivery terms or product supplier requires a little research;

7) complex procurement is carried out on the basis of a comprehensive solution and does not require the adoption of any separate decisions.

Procurement management methods:

1) method of increasing procurement volumes;

2) method of reducing purchase volumes;

3) method of direct calculation of purchase volumes. Method of increasing purchase volumes assumes:

1) taking into account the demand for specific types of products to make decisions on their purchases;

2) analysis of demand over at least 12 months to take into account all possible types of seasonal fluctuations;

3) determining a sufficient volume of demand for 12 months to create stocks of a particular type of product;

4) making decisions about creating inventories depending on the number of orders for specific types of products, and not on the number of types of products sold.

Method of reducing purchase volumes provides:

1) monthly analysis of sales statistics for products that are not in demand;

2) determination, based on sales statistics, of those types of products whose inventory levels should be reduced;

3) development of criteria on the basis of which the need to reduce or eliminate specific types of product inventories is determined;

4) minimizing the share of slowly selling types of products based on taking into account indicators of the volume of product inventories.

Method of direct calculation of purchase volumes(calculation of average values without taking into account the dynamics and cyclicality of demand) involves determining:

1) the time period for which the calculation is carried out;

2) the total number of products sold based on sales statistics for the selected period of time;

3) average inventory (in weeks) by dividing the total quantity of products sold by the number of weeks in the selected period.

To determine the stock of a given type of product, the optimal stock level is multiplied by the average stock per week. As new products are sold, the calculated value, and with it the numbers in the standard order, change. The value obtained as a result of the calculations changes weekly, reflecting current statistical data, therefore the average inventory value and the optimal inventory level are constantly recalculated.

One of the technical methods of purchasing logistics is the just-in-time delivery system (TVS system). It is based on the fact that no materials should be supplied to a link until the need for them arises in this link, for example, delivery at the time of installation or directly to the sales floor of the store.

The essence of the just-in-time system is that the demand at any part of the chain is determined by the demand presented at the end of it. While there is no demand at the end of the chain, products are not produced and accumulated, components are not ordered and accumulated.

The generally accepted definition is that “just in time” delivery system – This is a system for the production and delivery of components or goods to the place of production consumption or to the point of sale in a commercial enterprise at the right time and in the required quantity.

Traditional supply scheme provided for delivery in several stages:

Provider;

Forwarding warehouse;

Incoming control warehouse;

Main storage;

Preparation for consumption;

IN FA system There are significantly fewer steps:

Provider;

Supplier's output control;

Manufacturing consumption.

Thus, the FA system does not provide quality control for the consumer. Therefore, this function must be taken over by the supplier. Under these conditions, the presence of low-quality products in the supplied batch is unacceptable.

The relationship between supplier and buyer, allowing the use of the fuel assembly system, must be of the nature of a long-term economic relationship and built on long-term contracts. Only then can we achieve agreement on issues of joint planning and the required level of technical and technological connectivity, and learn to find economic compromises.

The FA system provides for the operation of consumers with a much lower reserve than under traditional supply conditions. Consequently, the requirements for the reliability of all participants in the logistics process, including transportation, are increasing. Therefore, if in the conditions of traditional supply, when choosing a carrier, first of all, attention is paid to transportation tariffs, then in TVS systems, preference is given to a carrier that can guarantee the reliability of meeting delivery deadlines.

The use of the TVS system makes it possible to sharply reduce inventories, both production and commodity, and reduce the need for warehouse capacity and personnel.

The FA system requires significant effort to implement. Consequently, to develop it, differentiation of the range of supplied commodity or production resources must be carried out in order to highlight the most significant positions, work with which using the TVS method can give the greatest effect.

Let us formulate the main components of the effect from using fuel assemblies:

A number of operations are excluded from the technological supply chain;

Current inventories are reduced, as items of labor are supplied either to the workshop or to the sales floor;

Safety stocks are reduced, as the reliability of supplies increases due to the transition to long-term relationships with trusted suppliers and carriers;

Inventory in transit is reduced as delivery time is reduced by using nearby suppliers;

The quality of the product improves, as suppliers whose product quality is certified are used;

The reliability of supplies increases, as there is a joint interest in the functioning of fuel assemblies.

Let us also note some problems facing the implementation of the fuel assembly system:

Consumer requirements for quality, which lead to increased costs for the supplier and may be perceived by the latter as excessive;

Reducing the degree of diversification, which creates a problem due to an increase in commercial risk from focusing on one counterparty;

The remoteness of the consumer can make frequent deliveries of small quantities unprofitable for the supplier;

The supply schedule used in TV C systems should allow goods to be received as needed, whereas a schedule characterized by stability of deliveries in size and time is more acceptable for the supplier;

Batch size and frequency of deliveries. This problem arises due to possible differences in supplier and consumer assessments of the economically feasible size of batches and frequency of delivery for them.

The main tasks that need to be solved in the process of designing and implementing fuel assemblies:

1) in the field of relations with suppliers:

Search for nearby suppliers;

Transition to long-term economic relations;

Extension of contractual relationships with trusted suppliers;

Incentivizing suppliers to implement the fuel assembly system;

Supporting suppliers' business through long-term planning and procurement assurance;

Concentration of distant suppliers;

Bringing purchasing prices to a level acceptable to both parties;

Organization of paperless information exchange;

2) by volume of supplies:

Maintaining a sustainable procurement rate consistent with the production rate;

Ensuring the possibility of frequent deliveries in small quantities;

Working with a variable size of a unit supply with a fixed total volume of deliveries under the contract;

Encouraging suppliers for their willingness to package goods in the required volumes;

3) in the field of quality of supplied products – close relationship between the personnel responsible for quality of the seller and the buyer;

4) in the shipping area:

Drawing up and strict adherence to cargo arrival schedules;

Use of regular, trusted drivers;

Concluding long-term contracts for comprehensive logistics services, including warehousing and transportation.

Based on the FA system, the so-called quick response method. It is a method of planning and regulating the supply of goods to retail enterprises and distribution centers, which is based on the logistics interaction between the trading enterprise, its suppliers and transport.

The rapid response method is based on the use of three technologies and a new business concept.

Technology first: automatic identification of bar codes. Allows you to quickly and efficiently collect accurate and detailed information about what is currently on sale.

Technology two: electronic data interchange. This is not only the Internet, but also a set of standards that allow enterprises to quickly exchange large volumes of documented information.

Technology three: automatic identification of cargo units (for example, shipping containers).

The new business concept is a spirit of partnership and cooperation between organizations involved in product promotion. The role of participant consistency is extremely important. For example, in the USA at the end of the 1980s, when approximately 90% of goods already carried a bar code, only a few hundred partners were united by quick response technology. The reason for the slow adoption was not only the novelty of the technology, but also the traditional spirit of competition and mistrust between retailers, distributors and manufacturers, since historically each organization tries to extract maximum profits and do this at the expense of the profits of other organizations. Breaking down these traditionally adversarial relationships is no less difficult than resolving the technical and technological issues associated with implementing rapid response technology.

On service quality level The following factors influence the procurement system of an enterprise:

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

2) the possibility of urgent delivery of products upon special order;

3) the supplier’s willingness to accept back the delivered products if a defect is found in them, and replace them as soon as possible with high-quality products (or accept back the products without finding out the reasons for the refusal);

4) ensuring various volumes of product shipments;

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

6) the presence of an effectively functioning consumer service service;

7) the presence of a reliably functioning distribution and warehouse network;

8) sufficient level of product inventories;

9) the price level at which services are provided to consumers.

Thus, in order to provide the enterprise with raw materials and materials, maintain a stable production process, expand the assortment list of goods, reduce balances and thereby increase the turnover rate of working capital, as well as to reduce costs, enterprises use a variety of purchasing logistics methods. At this stage, suppliers are studied and selected, contracts are concluded and their implementation is monitored, and measures are taken in case of violation of delivery conditions. With the development of market relations, new technologies are being introduced (just-in-time delivery system, quick response techniques, etc.). Each enterprise develops services responsible for performing procurement logistics tasks. They are called supply services. The use of a logistics approach in managing material flows requires that the activities of this service related to the formation of end-to-end material flow should not be isolated, but be subordinate to the strategy of managing end-to-end material flow.

conclusions

1. Purchasing logistics is the management of material flows in the process of providing an enterprise with material resources.

Tasks and activities related to purchasing logistics:

1) determining the need for material resources;

2) procurement market research;

3) selection of supplier;

4) procurement;

5) supply control;

6) preparation of the procurement budget;

7) coordination and systemic relationship of procurement with production, sales, warehousing and transportation, as well as with suppliers.

2. Management of the purchasing system at the enterprise is aimed at expanding the range of products, reducing overall resource costs and eliminating losses, getting rid of obsolete and slowly selling product inventories, control over special orders, control over lost sales, increasing the share of purchases carried out according to the standard order procedure.

One of the technical methods of purchasing logistics is the just-in-time delivery system. The system is based on the fact that no materials should enter a link until the need for them arises in that link.

Seal

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