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Logistics systems in the service sector. Development of logistics activities in the service sector Research of logistics processes in the service sector

Ministry of Education and Science of the Russian Federation
federal state budgetary
educational institution
higher professional education
"Irkutsk State University"
(FGBOU VPO "IGU")
Department of Commerce and Marketing

COURSE WORK

Subject "Commercial Logistics"
on the topic "Services in logistics"

Irkutsk 2011

Table of contents
Introduction 3
Section 1. Logistics Services 4
1.1 The concept of logistics service. 4
1.2 Logistics services 7
Section 2. Logistics services on the example of the largest distribution and logistics company in the East Siberian region LLC SERVICO. 21
2.1 The history of the creation of SERVICO LLC. 21
2.2 Services provided by SERVICO LLC. 23
2.2.1 Warehouse services. 23
2.2.2 Transport services. 24
Conclusion 26
REFERENCES 27

Introduction

Sooner or later, every manager or business owner faces the question - does it make sense to maintain their own warehouse, staff serving this unit, customs consultants and logistics managers. Not only does the presence of a warehouse entail significant financial costs, but it also imposes a serious responsibility. After all, in case of an error or inconsistency of actions, if logistics services or cargo clearance are of poor quality, the entire company will have to be responsible for their consequences, not a single employee. Wouldn't it be better to entrust the entire process of warehouse accounting and logistics services specialized company?

Integrated logistics services are in demand in different areas business. This and large trading companies both private entrepreneurs and manufacturing enterprises. By entrusting the management of the warehouse and the process of delivery of goods and cargo to a third-party organization, they get the opportunity to devote more time to solving the main issues of sales, sales and establishing new partnerships. At the same time, cooperation with a specialized logistics company makes it possible to achieve significant savings, which is especially important in a difficult economic situation.

The demand for logistics services in our country is growing annually and is approximately 20%. In Russia, there are segments of logistics services that are underdeveloped, but they receive a lot of attention, for example, the warehousing segment for Russian market logistics services occupies 12% and is developing.

Object of research: services in logistics.

Purpose of work: analysis of the development of logistics services in the Russian market.

Section 1. Logistics Services

1.1 The concept of logistics service.

In the modern market - the buyer's market - a product is defined as a complex of tangible and intangible factors, including not only a material component, but also packaging, color, dimensions, design, price, but also services as a set of certain actions, the prestige of the manufacturer and reseller. The buyer accepts all this as a certain combination of the physical and the abstract, which provides him with the satisfaction of his needs and expectations. The buyer also dictates his conditions in the field of the composition and quality of services provided to him in the process of delivery of the goods.

Service, in the general sense of the term, means someone's action that benefits, helps another. Service work, i.e. to meet someone's needs is called service or service.

The nature of logistics activities implies the possibility of providing the consumer with a material flow of various logistics services. Logistics service is inextricably linked with the distribution process and is a set of services provided in the process of supplying goods.

Thus, the subject of a logistics service is a certain complex (set) of relevant services.

The objects of the logistics service are specific consumers of the material flow (Fig. 1). The logistics service is carried out either by the supplier himself or by a forwarding company specializing in the field of logistics services. It depends on the type of logistics system, the level of consumer requirements and the strategy of the supplier (manufacturer, reseller).

Rice. 1. Options for the receipt of material flow in the consumption system.

Logistics service is a special area of the service sector, subject and functionally specialized in the provision of logistics services, that is, related to the formation and organization of traffic flows.

Let us consider a generalized scheme of logistics service by structural components: logistics service for the supply of marketable products, degree of order readiness, reliability of supplies, quality and speed, mandatory supply, delivery period, etc. .

Organization of effective logistics services includes:

Ranking of consumers' motivations when choosing a supplier. The key parameters of the quality of logistics services, consumers include:

World trade practice has developed certain service standards that allow you to quickly respond to customer requests, correctly identify and select a specific type of service.

In international practice, there are several systems for organizing service maintenance. One of them: the organization of service by the manufacturer of the goods, the organization of service is carried out by a specialized foreign service operating in the country of the buyer and others.

The main factors negatively affecting the development of logistics services include: the specificity of the regulatory framework in different countries, the peculiarity of international trade and economic relations between states, the frequent inconsistency and diversity of customs procedures, the specificity of transport legislation in each country, the objectively established different level of logistics services , different requirements for the level of information support for transportation; territorial, relief and climatic features of various states.
Since not all services are the same, the need for service analysis increases. The different nature of services can affect their receipt in different ways. Each service usually has its own nomenclature, traditions, standard techniques, technology, and more.

In the process of acquiring a service, the following characteristics should be taken into account: price, repeatability, material content, focus, production, nature of demand, nature of the provision of the service, degree of individualization, skills and abilities required for the provision of the service.

Service cost. With the most general classification of services, they can be divided into services of high, medium and low cost. Thus, the buyer can choose exactly what suits him.

Repeat frequency. When acquiring recurring services, as a rule, systems are created that include individual employees - specialists who are experts in specifically such services.

Service production. Services can be provided by people, equipment, or some combination. Services with little labor input may require a large investment of capital or assets. Services from high costs labor can be very different, here the main role is played by the quality of the human component.

The nature of demand. The demand for a particular service can be constant, periodic or discrete. A permanent service would be, for example, insurance or round-the-clock security. Discrete, that is, one-time, may be an invitation from an interior designer. A feature of a permanent service is that it allows you to track the dynamics of its provision and make changes.

Degree of standardization. There is a big difference between a standard service and a customized service that is delivered to the customer's specifications. In general, the fewer contacts with the consumer in the provision of a service, the more standard the service becomes. With customized services, the specification process becomes very complex. In this case, the importance of involving end users in the specification development process becomes more important.

Skills and abilities required for maintenance. The production of a service requires a wide range of skills and abilities, from the most basic to the most specialized.
Thus, you should take into account all the characteristics of the service before purchasing it for the best choice.

1.2 Logistics services

In the modern economy, there are four stages in the development of logistics and logistics services. It distinguishes the following stages:

First period (60s). It is characterized by the use of a logistic approach in the management of material flows in the sphere of circulation. Gradually, the understanding is coming that the integration of streaming processes in production, storage and transportation can bring significant economic results. In the 60s, the development of logistics in the United States of America is associated with the optimization of product distribution, calling this period the physics of distribution. As a result, a special committee on "physical" distribution was created. At this time, in the United States of America, the buyer and sale market changed, and a marketing philosophy was born. Supply chain service has acquired a decisive role in the market strategy.

Second period (80s). He is associated with the Japanese offensive in manufacturing and trade, especially in the field of automation. The European and American response to Japan's economic "aggression" has been to improve the quality of technology in the preparation of orders. Hence the requirement for the integration of planning and management of production and distribution. The integration basis of logistics in this period expanded and began to cover the production process.

The third period is currently underway. One of the main goals of logistics is being implemented - the delivery of goods "just in time" with the widespread use of electronics and production optimization. The totality of material conducting subjects acquires a holistic character.

The fourth period is the future logistics. Within its boundaries to the full extent when building logistics system an integrated approach will be taken, covering the potentials of production, supply, product preparation and consumption, thus, as a result, electronic integrated logistics will appear. At this stage, the struggle will take into account the peculiarities of providing services for a particular consumer.

Logistics infrastructures - intersectoral information - technological systems for servicing the processes of goods movement. Their industry composition is determined by the composition of logistics services provided in a complex or integrated by product or market, logistics services form a logistics service, in relation to which a special type of service can develop - logistics service management.

The complex of logistics services affects a variety of areas of activity of any business. This can be a one-time solution to the issue regarding the delivery of goods, and a full-fledged warehouse service - from the storage of goods to the preparation of shipping documentation and reporting. As a rule, logistics provides the following range of services:

Transport expedition

Documenting

Depending on the goals and needs, you can use both individual opportunities and order a comprehensive service. When thinking about the advisability of contacting a logistics company, remember that in modern conditions the principles of optimizing costs and focusing available resources on the main business goals come to the fore. Let's consider some logistics services in more detail.
Cargo delivery. It is difficult to imagine the work of any company without transport services. Transportation accompanies activities all the time - upon receipt of goods from the supplier, when moving goods for internal needs, as well as in the process of shipment.
The success and development of the company depends on how competently the delivery of goods is organized. After all, cargo transportation not only ensures the timely arrival of goods or raw materials. They act as a guarantor of the timely and complete fulfillment of obligations to partners and customers. That is why it is so important to have a reliable partner who will undertake the implementation of any tasks related to the movement and delivery of goods.
Any Logistic company thoroughly studies all aspects related to cargo and the peculiarities of their transportation, carefully and painstakingly created their own fleet in order to offer you the best conditions for transporting the required amount of cargo anywhere in the country and the world, they will take care of the loading, select the appropriate transport, develop a scheme travel and prepare Required documents. You will only have to specify the nature of the cargo and the destination.
Cargo transportation can be carried out by any mode of transport, it all depends on your choice. It could be:

by car

freight traffic

This type of service requires a high level of qualification and responsibility of the performer.
For almost a hundred years, road freight transportation has been a component of transport and logistics systems, not only within one country, but also between different states. Transportation by road is a serious competitor to rail transfer.
Transportation of goods by road, according to experts, is most effective at distances up to 1000 km. However, this method of delivery of goods is often optimal for longer distances.
Table 1.1.
Transportation of goods and cargo turnover of road transport

2. Air Transport. Air cargo transportation is an indispensable means of fast and reliable delivery of especially valuable cargo. In some cases, this type of transportation can be an indispensable or even the most profitable means of delivery, if we are talking about high-value or perishable goods.
Table 1.2.
Cargo transportation and air transport turnover

Despite the fact that air transportation has long been a widely used means of delivery, and transport logistics in this area are well developed, the choice of an airline should be approached very responsibly, since there is a significant diversity in their work both in our market and abroad. quality standards.
3. Rail transportation. Currently, railway transportation continues to be a fairly fast and at the same time inexpensive way to deliver any goods over long and medium distances. At the same time, rail freight transportation is a rather complex area of logistics that requires constant monitoring during loading, packaging and marking of cargo, intermediate storage and unloading. In order to avoid difficulties with delivery by rail, you should contact professionals with extensive experience.
Table 1.3.
Transportation of goods and freight turnover of railway transport

4. Sea transportation is one of the most efficient and common ways of cargo delivery. Maritime shipping plays a key role in the life of the world economy, occupying a central place in the emerging unified system of global transport. Maritime transport is specific in the sense that by the nature of its activity it is an “international” industry.
Table 1.4.
Transportation of goods and cargo turnover of maritime transport? Organizations of all types of activities

In the conditions of actively developing internationalization of production, stable, uninterrupted, efficient international transport services are becoming the most important condition for the normal functioning of both individual national economies and the world economy as a whole. On the face of the close interweaving of the processes of development of international shipping and the world economy as a whole.
Table 1.5.
Operation of seaports


Total cargo handled, mln.t.	449,5	454,6	496,4	525,9
export	349,7	343,9	384,9	404,2
imported	36,8	42,1	27,4	39,3
transit	39,1	39,4	45,1	46,0
coastal	23,9	29,3	39	36,4

* 2010 - according to the Association of Commercial Sea Ports.
Warehouse services. Organization of the work of the warehouse is a troublesome and responsible process. It includes many components, each of which involves a lot of work. The maintenance of a warehouse and a whole staff of employees serving it is not always advisable. Indeed, in addition to storing goods, it is also necessary to competently organize their accounting, the shipment process, build convenient logistics schemes and optimize storage costs. Monitoring the implementation of all these tasks takes so much time that sooner or later every manager comes up with the idea to order warehouse services in a specialized company. This makes it possible not only to minimize costs, but also to get a well-designed, well-established scheme for organizing warehouse operations.
Logistics companies provide a full range of services related to the acceptance, storage and maintenance of goods and cargo for any purpose. Warehouse services include the following list of works:

Preparation of documents for the transportation of goods. Each transaction requires documentation. Particular attention should be paid to this stage when drawing up documents for the transportation of goods or moving them through customs border. After all, not only the agreements of the parties - the sender and the recipient - are important here, but also the observance of numerous legislative norms and the requirements of regulatory authorities.
One mistake or inaccuracy in paperwork can be very expensive, both in terms of money and time. You can't do without the help of qualified specialists. Experienced logisticians and brokers will approach these issues with the utmost care. You can get qualified assistance from lawyers and specialists in the field of customs regulation. Specialists will quickly draw up the necessary documents, help prepare a package for accompanying the cargo and its unhindered movement along the chosen route.
Inspectors and controllers at different stages of the movement of goods may not inspect your cargo, but they will definitely check the documents. And the duration of the check will depend on the correctness and quality of their execution.
Consolidation of goods. The term "consolidation" means the consolidation into one large consignment of small in volume and quantity of goods from different consignors. Such batches are collected at a specific point of departure, where they undergo appropriate warehouse processing and are stored until the complete formation of the kit. As a rule, consolidation involves the transportation of groupage cargo according to a single transport documentation, by a common vehicle composition.
At the same time, it is most profitable and convenient for entrepreneurs to deliver small-sized goods in this way, as well as to carry out regular deliveries of products in small volumes and quantities. When forming large lots, it is necessary to take into account the type, properties, nature, characteristics of goods, conditions and terms of their transportation.
Benefits of cargo consolidation
Groupage cargo transportation has its advantages, in particular:

warehouse Logistics

loading and unloading

transport companies

Cargo insurance. When performing this or that action, we try to calculate and reduce possible risks. Sometimes it is almost impossible to do this, and in such an unpredictable and full of unforeseen circumstances business as cargo transportation, especially.
In the event of difficulties in the process of cargo transportation, it is better not to foresee the risks - we simply will not be able to foresee all possible scenarios. Thus, logistics companies offer cargo insurance.
Of course, you don’t want to think about the bad, but also hoping “for a chance” is not the principle of a serious business. The real master of his business, enterprising, diligent and reasonable, will prefer to insure himself against difficulties. Logistics companies are advised to insure any cargo. In any case, the costs can be included in the cost of transportation, but in case of trouble, your interests will not be affected in any way - Insurance Company compensate for losses and reimburse expenses. To avoid unnecessary costs, consultants will help you choose optimal program insurance that will provide peace of mind to you and your partners.
Table 1.6.
Complex of logistics services provided by logistics operators

Type of service	transport and forwarding companies	warehouse operators
Type of service	share of companies providing this service, %
road transport	94,1	64,7
railway transportation	76,5	41,2
air transportation	64,7	35,3
intermodal transport	64,7	29,4
river transport	47,1	17,6
shipping	47,1	23,5
transportation management and control	88,2	58,8
Courier services	47,1	29,4
forwarding services	94,1	70,6
delivery of goods to the client	41,2	76,5
"just-in-time" delivery	82,4	41,2
shipping based own network distribution	64,7	5,9
delivery using a network of international transport agents	94,1	35,3
storage	58,8	100
formation of advertising kits	100	58,8
stock insurance	64,7	58,8
cargo handling and packaging	100	76,5
cross-docking	76,5	70,6
customs services	70,6	47,1
logistics consulting	88,2	58,8
cargo traffic optimization	70,6	52,9
order management on behalf of the client	47,1	35,5
insurance	58,8	47,1
other	29,4	1,8

Table 1.6. shows the range of logistics services currently provided on the market and the share of the studied freight forwarding companies and warehouse operators providing these services. Only 50% of freight forwarding companies and 43.8% of warehouse operators provide freight forwarding, and only 40% of freight forwarders provide one of the main logistics services - intermodal transportation. Handling and packaging of goods is provided by 87.5% of warehouse operators and 40% of freight forwarding companies.
From table 1.6. It is clearly seen that transport logistics services are developed in our country: forwarding, road transportation, railway transportation, air transportation. Warehousing services are in the problematic section, for example, cargo packaging, storage, handling. And accompanying services such as consulting, insurance, optimization of cargo flows, order management are being developed and improved.
Thus, in the country's GDP, the share of industries interested in logistics services is 45% and includes the consumer sector and trade, industry and the service sector.
Let's take a closer look at the distinctive features of the services:
Service intangibility. The service cannot be demonstrated to the buyer until it is rendered. This circumstance is
etc.................- 79.96 Kb

n:justify"> The service sector is a general general category that includes the reproduction of various types of services provided by enterprises, organizations, and individuals.

The service sector has a number of specific features in comparison with material production.

First, unlike goods, services are produced and consumed mostly simultaneously and are not subject to storage. This gives rise to the problem of regulating the demand and supply of services.

Secondly, services are often opposed to products, although the role of service is also increasing in industry, which can include equipment repair, after-sales service and other services related to the sale of goods. We can say that in many cases there is an element of production in the service, just as there is an element of service in the sale of products. The close interweaving of the sale of goods and the provision of services makes it difficult to distinguish and account for services.

Thirdly, the service sector is usually more protected by the state from foreign competition than the sphere of material production. Moreover, in many countries, transport and communications, financial and insurance services, science, education, health care, public utilities are traditionally fully or partially owned by the state or are strictly controlled and regulated by the state. The import of services, according to the governments of many countries, can pose a threat to national security and sovereignty, so it is regulated more strictly than trade in goods.

The service market exists in unity with the commodity market and is one of its varieties, developing within the framework of the general laws of a market economy. At the same time, the service market has a number of specific features that lead to a special approach to entrepreneurial activity. The main features of the service sector include:

A high degree of service uncertainty puts the customer at a disadvantage, i.e. often the provision of services requires special, specialized knowledge and skills that are difficult for the buyer to appreciate.
The impossibility of comparing two competing offers due to the joint process of production and consumption of the service. You can only compare the expected benefits and received.
Buyer's inertia - main factor in ensuring the repeatability of the purchase of the service.
High sensitivity to change market conditions. It is due to the impossibility of storing and transporting the service. This property of services creates difficulties in entrepreneurial activity, because causes increased requirements for the accuracy of the analysis and forecast of demand for services.
The specifics of the organization of production of services. Service providers are mainly small and medium-sized enterprises of various profiles. With greater mobility, they have ample opportunity to respond flexibly to changes in market conditions and they are more efficient in the local market.
The specifics of the service delivery process. This specificity is due to the mandatory personal contact between the seller and the buyer, which increases the requirements for professional qualities, ethics and culture of the manufacturer.

The growing role and influence of the service sector on the economy has necessitated research to classify services and identify levels of regulation of the service sector.

USE OF LOGISTICS IN THE SERVICE SECTOR

In the process of development of scientific and technological progress, the formation of a buyer's market, changes in priorities in consumer motivations and the aggravation of all forms of competition, the dynamism of the market environment increases. At the same time, striving to preserve the advantages of mass production, but obeying the trend of individualization, entrepreneurs are increasingly convinced of the need to organize production according to the type of flexible production and logistics systems. In the sphere of circulation, services, management - flexible reconfigurable logistics systems.

Using a logistics approach in the tourism business

One of the most important trends in the development of the world economy is the rapid development of the tourism industry. The one-dimensional definition of tourism, associated primarily with tourists and the organization of tourist trips, is giving way to a multidimensional concept - the hospitality industry, which combines all related sectors of the economy related to serving people through specialized enterprises: hotels and restaurants, transport companies and travel agencies , entertainment, sports, cultural, entertainment and gambling establishments. It should be noted that every sixth person of the able-bodied population of our planet is employed in this industry today.

The widespread introduction of logistics in tourism is an objective necessity, due to the complication of management tasks, large volumes of information processed in the tourism sector. To improve the work of a travel company, an important direction is the development and implementation of automated control systems.

The actual task of a travel company is to maintain established relationships and attract new ones. This is the practical formula for success. The two main actors in the tourism market - the tour operator and travel agent - are in constant search of each other and tourists.

Management of a business logistics system is a systemic principle that ultimately covers all activities for the use of information and the movement of tourist flows through the company's channels.

This means, firstly, that specialists called upon to manage this activity must understand the problems of the entire business as a whole and take into account that decision-making in one area of the logistics system (for example, in the field of transportation) can affect the system as a whole. Secondly, business logistics in tourism is closely related to customer service, taking into account the supply of a tourist product on the market at predetermined costs and service parameters. This implies the presence of market aspects in tourism logistics systems. Thirdly, the main requirement for the development of effective business logistics management is the close connection between the processes of compiling the tour, sales and service delivery.

As an example of successful automation of a tourist office, one can refer to the RVB-Tour company, which uses in its activities a specialized software product for travel agencies called Voyage Office Pro. This is the most complete of the existing computer programs - a version of the description of the process of office work and accounting for the work of travel companies. The program is necessary as the most modern tool for organizing and conducting work with clients and partners of the company, as well as for obtaining statistical and analytical data on the activities of a travel company. When working with the program, you can use the following modes:

1. Work with a client: selection of a tour from the list of service packages, selection and calculation of an individual tour for a client, booking a package of services, conclusion and maintenance of contracts and additional documents, statistics of client payments.

2. Work with partners: purchase of services (hotels, airlines and other providers of tourist services); automatic formation of price lists of the company based on the terms of the contract; sale of service packages to agent firms; preparation of standard and individual tour packages for partners; control over the receipt of applications and payments from agents using various payment methods (prepayment, payment after the fact).

3. Description of routes, hotels, services provided and the like.

4. Maintaining databases: full accounting of information about partners and clients (questionnaires, contracts, tourist applications, details of partners).

5. Calculation of tours: it is made taking into account all the nuances (seasonal discounts, surcharges, special conditions).

6. Obtaining analytical reports on the work of the company: occupancy and profitability of flights, destinations; the overall profitability of the firm.

When using electronic booking systems, the probability of making mistakes is reduced to a minimum, the quality of service increases, the work of individual managers is simplified and the costs of communication tools are significantly reduced.

Already in the nineties of the last century, tourism has become the most dynamic sector of the world economy, and since the beginning of this century, tourism has influenced the economy of entire countries and regions. The tourism industry is a very efficient and highly profitable industry, accounting for about 11% of the world's gross domestic product. Tourism provides every tenth job, it accounts for about 10% of capital investments. The growth of production volumes in the tourism industry is transferred to other sectors of the economy, where investment activity is unfolding, new jobs are created, trade is expanding and, consequently, profits are increasing. Part of the income received goes to the state in the form of taxes. The funds collected in this way can be used to further finance the infrastructure of the tourism industry, provide material assistance to socially vulnerable groups of the population, and develop a system for training personnel for the tourism services sector. The integration of our country into the world economic system, fairly free access to the market of foreign competitors, leads domestic producers to the need to win their place in the world market, which requires not only a variety of knowledge and professionalism in tourism activities, but also the ability to use new progressive methods of processing and receiving - transfer of information and material flows. As a result, there is a need to solve a number of management problems that are associated with a comprehensive analysis, improvement and development of the competitiveness of domestic structures through the active formation of the tourism market.

One of the important factors in increasing the competitiveness of modern travel companies is the introduction of a logistics management system that takes into account the modern requirements of business structures. The peculiarities of the development of the tourism market currently require finding the optimal level of flow matching, increasing the efficiency of the entire logistics system of the company by optimizing its structure, organizational and economic mechanism, optimizing costs focused on maximum satisfaction of market needs.

And as world experience in the field of tourism testifies, the use of developments and recommendations of logistics is one of the factors of leadership in the competition for the markets for the tourism product.

Considering the management of material flows as the main process in the organization of tourism, it is believed that a constant increase in the level of management will be the task of innovative logistics, which is the most relevant component of logistics, which explores the possibilities and mechanisms for the real implementation of innovations in the organization of current and strategic management of flow processes by optimizing them. .

Today in Ukraine, many enterprises are counting on improving the efficiency of functioning by identifying and using reserves through logistics systems. Studies show that clients of logistics service firms can reduce overall costs by 6-10% and at the same time improve the quality of customer service.

The process of introducing logistics management does not contradict the internal economic policy of a travel company, but only complements them, bringing the company to highest level, which ensures the improvement of financial affairs and the microclimate in the team. The result of the transformation of the management process into logistics support should be an increase in the level of manageability, mobility of the resource potential of a travel company, optimization and rationalization of all economic flows. The logistical concept of management develops such types of support as marketing, organizational, legal, which remain completely independent due to the specifics of the functioning of travel companies.

The tourism industry today is the only complex that includes many sub-sectors, complementing each other, providing the specified growth rates in the volume of tourism and support services. Each of them is distinguished by a certain technological process, organization, management, product (service), etc. The interaction of flow processes between these components still does not allow for effective management of reserves that are not used in economic turnover. In connection with the above, there is a need to search for the most modern methods for managing flow processes and their application, which differ from those previously used, which is of great practical importance and determines the relevance of the topic.

The logistics system of a tourist enterprise includes the following components:

Information - tour planning, order processing, demand forecasting;

2.2. Logistics in the hotel business………………………………………..12
2.3. Logistic approach in the restaurant business………………………….21

3. ANALYSIS OF THE USE OF LOGITICS IN THE SERVICE SPHERE IN THE KRASNOYARSK REGION…………………………...23
3.1. Logistics in the travel company "DYULA" ..........................................23
3.2. Using the Logistics Approach at the Tourist Hotel .............................. 24

CONCLUSION…………………………………………………………………26

Part 2. Design part………………………………………………………

Ministry of Education and Science Russian Federation

Federal Agency for Education

State educational institution of higher professional education

"Vyatka State University"

Socio-economic faculty

Department of Management and Marketing

Course work

in the discipline "Logistics"

on the topic "Management of logistics activities at the enterprise."

Performed by student gr. EKM-10 ________________ / /

(signature)

Supervisor _______________ / /

(signature)

Introduction……………………………………..………………………………………..3

organizations…………………………………………………………………….……5

Logistics: history, concepts, features of functioning ...... 5

Types of indicators of logistics activities…………………...10

1.3. Organization of service management in logistics………………..…..13

II. Analysis of the management of logistics management in Construction Technologies LLC……………………………………………………..…..18

2.1 Organizational and economic characteristics of the enterprise Construction Technologies LLC …………………………………………..…..18

2.2. Management of logistics activities in Construction Technologies LLC………………………………………………………………....23

III. Project of measures to improve the logistics management system at Construction Technologies LLC ………..….36

Conclusion…………………………………………………………………….……44

References………………………………………………………………....46

Introduction

The modern economic mechanism of the activity of enterprises provides for a sharp expansion of the boundaries of independence, their transfer to full cost accounting and self-financing, increased responsibility for the final results, fulfillment of obligations to the consumer, establishing a direct dependence of the level of income of the team on the effectiveness of its work.

The integral system provides, and this is the main thing, a cardinal reform of planning, pricing, financial and credit mechanism, restructuring of logistics, management of scientific and technological progress, etc.

In construction, a set of measures is being taken to intensify construction production, restructure its economic mechanism, transfer construction organizations to full cost accounting and self-financing, as well as to improve the system for providing capital construction with material resources.

Construction in its organizational, technical and economic characteristics objectively differs from other industries.

Industrialization and specialization of construction led to the development of a new form of production and economic relations.

It is extremely important that the material resource supply system should ensure the priority of the consumer in economic relations, create conditions for improving the balance of material resources and influence production and consumption in order to reduce costs and improve the consumer properties of products.

Under these conditions, the role of the economic contract as the main instrument of interaction between consumer enterprises and manufacturers with logistics authorities is increasing. the main objective at the same time, taking full advantage of the new management system, increase the efficiency of the investment process, reduce its duration, create reliable conditions for dynamic development and increase the interest of all construction participants in ensuring the commissioning of production facilities, facilities, residential buildings and other social facilities.

The purpose of this study: to consider the theoretical and practical foundations for managing logistics activities in the organization LLC "Construction Technologies".

To do this, it is necessary to solve the following tasks:

Consider the theoretical foundations of managing logistics activities in an organization;

Investigate the current state of the organization and planning of the logistics of the enterprise;

To give the organizational and economic characteristics of the enterprise LLC "Construction Technologies"

Develop measures to improve the management of logistics activities in the organization LLC "Construction Technologies".

When writing the work, the following methods were used: analysis, synthesis, monographic, economic-statistical, abstract-logical, tabular, design-constructive, structural-functional analysis.

The theoretical and methodological basis for writing the work was the dialectical method, as well as the works of scientists on the problem under study by such authors as Arkhipets N.T., Stepanov I.S., Turovets O.G. and etc.

The information basis for writing the work was the constituent, statistical and accounting documents, as well as their own observations.

I. Theoretical aspects of managing logistics activities in

organizations

1.1.Logistics: history, concepts, features of functioning

The term "logistics" comes from the Greek word "logistike", which means "thinking, calculation, expediency". The Romans understood this term as "the distribution of food." In Byzantium, logistics was considered a way of organizing military supplies and managing the army. Historically, logistics, as a practical activity, developed thanks to military affairs. So, in the first millennium of our era, in the military lexicon of a number of countries, logistics was associated with the activities of managing transportation, arming the army, planning and supplying troops with material resources (MR), maintaining supplies, etc. At the beginning of the 20th century, logistics was recognized as a military science.

Logistic principles and models were widely used during the First and Second World Wars. So, during the First World War, Russia used the models of transportation of troops, their provision and supply, developed by St. Petersburg scientists in the theory of transport logistics. During the Second World War, logistics was actively used in the logistics of the US Army, which made it possible to ensure a clear interaction between the military industry, rear and front-line supply bases and transport. Like operations research, mathematical optimization, network models, and other methods of applied mathematics that have shown their effectiveness in the military field, logistics gradually moved into the sphere of economic practice and became widely used in the economy by the 60-70s of the XX century.

There are several dozen definitions of the concept of logistics as an economic activity. The broadest interpretation understands logistics as the management of all types of flows (material, human, energy, financial, etc.) that exist in economic systems. Managing any object implies first making a decision and then implementing it. In order to make decisions, certain knowledge is needed; for the practical implementation of the decisions made, specific actions are needed. Based on this, we will consider logistics, on the one hand, as a science, and on the other hand, as an economic activity.

Logistics as a science develops scientific principles, methods, mathematical models that allow you to plan, control and manage transportation, warehousing and other tangible and intangible operations performed in the process:

bringing raw materials to the production enterprise;

· internal processing of raw materials, materials and semi-finished products;

Bringing the finished product (GP) to the consumer in accordance with its requirements;

transfer, storage and processing of relevant information.

Logistics as an economic activity is the process of managing the movement and storage of raw materials, materials, semi-finished products and GPs in economic circulation from the primary source of raw materials to the final consumer of GPs, as well as information related to these operations.

Logistics allows you to scientifically solve a wide variety of tasks of varying complexity and scale, we list just a few of them:

· demand forecasting and determination of the necessary stock on its basis, development of a stock management system (UZ);

Determining the required capacity of production and transport;

organization of the distribution of GP;

management of transshipment processes and transport and storage operations at production points and at consumers;

modeling of the functioning of logistics systems (LS);

design of drugs;

planning and implementation of supply, production, warehousing, marketing, transportation;

harmonization of goals and coordination of activities of individual enterprises in the supply chain and various departments within the enterprise, etc.

The main object of logistics management, as economic activity, is a through material flow, i.e., a material flow (MP) passing through the logistics chain (LC), starting from the primary source of raw materials through all intermediate processes until it reaches the end consumer.

Novelty logistics is to change priorities between different types of economic activity in favor of strengthening the importance of end-to-end MP management activities. The allocation of MP as a control object and the related abstraction from a number of factors leads to some simplification of economic processes and to a significant reduction in the dimension of modeling problems. This makes it possible to design end-to-end LCs, solve the problems of end-to-end monitoring of the movement of goods, starting from the primary source of raw materials through all intermediate processes up to receipt by the end consumer, and, in general, opens up new opportunities for a formalized study of economic processes. On fig. 1 presents the traditional and logistical approaches to the management of MP at the macro level.

Rice. 1. Traditional and logistic approaches

to the management of MP at the macro level

At the macro level, MP passes through the LC, which consists of several independent enterprises. Traditionally, the management of each of the enterprises is carried out separately by its owner (Fig. 1., a). At the same time, the concept of end-to-end MT is not singled out and the task of managing it is not posed or solved. As a result, such important indicators of this flow as the cost price, reliability of receipt, quality, etc., at the output of the chain add up to a certain extent randomly and are far from optimal. With a logistic approach, the object of management is a through MP (Fig. 1., b). At the same time, the isolation of enterprises is largely overcome in order to harmonize the management of end-to-end MT. The right cargo begins to arrive at the right place, at the right time, in the right quantity, required quality. Within the framework of the entire chain, the promotion of MT occurs with minimal cost.

At the micro level, the LC consists of various services of one enterprise. With the traditional approach, the task of improving the end-to-end MP within the enterprise, as a rule, does not have a priority for any of the departments (Fig. 2, a). The indicators of MP at the output of the enterprise, as well as in the case of the macro level, are far from optimal.

Rice. 2. Traditional and logistic approaches

to MP management at the micro level

With the logistics approach (Fig. 2, b), the logistics service is allocated and receives significant rights at the enterprise, for which the priority task is to manage the end-to-end MP that comes from outside and passes through the warehouses of the supply service, production workshops, warehouses of the GP and goes to the consumer. As a result, the MP indicators at the exit from the enterprise become manageable.

Thus, the fundamental difference between the logistic approach to the management of MT and the traditional one is:

1) in combining disparate MPs into a single end-to-end MP;

2) allocation of a single function for managing end-to-end MT;

3) technical, economic, information integration of individual links of the LC into a single system (at the macro level - various enterprises, at the micro level - various services of the enterprise).

1.2. Types of indicators of logistics activities

To maintain high competitiveness, the LC must constantly develop and improve. To do this, you need to have a way to determine the following points:

1) how well the LC is currently performing;

2) in what direction should the LC be improved;

3) how successful is the process of transformations of the LC in the chosen direction.

Answers to all these questions can be obtained by analyzing the indicators of logistics activities, tk. they reflect in a concise form the state of the functioning of logistics. Indicators can be direct or indirect, absolute or relative. Proxy indicators are often related to finances, such as profitability or payback period. On the one hand, financial indicators are easy to determine, look convincing, allow comparison of the results obtained, give an overall picture of the current state of drugs, and are popular. But at the same time, they have a number of significant drawbacks: they reflect past results, react slowly to changes, depend on a number of accounting techniques, do not take into account important aspects of logistics, and do not show specific problems and ways to eliminate them. Direct indicators are more suitable for analyzing the causes of the current situation and finding management decisions. These include: the weight of the delivered goods, the inventory turnover rate, the distance of the cargo transportation, the number of unfulfilled orders, the number of violations of the terms of delivery, etc.

Absolute indicators include single (for example, sales volume or availability) and total (balance sheet indicators, income and expenditure figures) indicators. Relative indicators are divided into specific (ratios of parameter values to the total number of any objects), interconnected (ratios of different values to each other), indices (ratios of homogeneous values to each other, the denominator is the base value).

The most common performance indicators of supply chains include indicators characterizing the capacity of the LC and productivity.

The power of the LC is not a given constant value, as it may seem at first glance, but really shows the efficiency of organizing the use of resources. The fact is that power, firstly, depends on the way resources are used, and secondly, it changes over time. For example, the professionalism or unprofessionalism of managers can respectively increase or decrease the throughput of an enterprise with the same available resources. In addition, during the working day, the efficiency of employees decreases, which leads to a decrease in capacity. In this regard, as mentioned earlier, design, effective and actual power are distinguished.

In addition to the absolute value of capacity, to analyze the effectiveness of logistics activities, the capacity utilization factor is used, showing the proportion of the design capacity actually used. For example, if a fleet of vehicles is designed to deliver 100 tons of materials per week, but actually delivers only 60 tons, then its capacity utilization rate is 60%.

Performance is one of the most widely used metrics. There are several types of performance:
· overall performance - the ratio of the total throughput to the total amount of resources used.

Logistics costs (costs) are the sum of all costs associated with the implementation of the LO: placing orders for the supply of products, purchasing, warehousing incoming products, intra-production transportation, intermediate storage, storage of GP, shipment, external transportation, as well as costs for personnel, equipment, premises , warehouse stocks, for the transfer of data on orders, stocks, deliveries.

Direct costs can be directly attributable to a product, service, order, or other specific vehicle. Indirect costs can only be charged directly to the media by performing auxiliary calculations.

Adjustable costs are costs that can be managed at the responsibility center (division) level. Unregulated costs - costs that cannot be influenced from the responsibility center, since these costs are regulated at the level of the company as a whole or in an external link (at another enterprise) of the LC.

Productive costs are the costs of work aimed at creating the added value that the consumer wants to have and for which he is willing to pay. Logistics maintenance costs do not in themselves create value, but they are necessary, such as the cost of transportation, ordering, checking employees, keeping records of products. Control costs are the costs of activities aimed at preventing undesirable results of customer service.

1.3. Organization of service management in logistics

On fig. 3 shows the traditional variant of MP management at the enterprise, the fundamental drawback of which is the lack of systematic management. So, connections between LOs corresponding to different functional areas are not clearly defined, often they are established not purposefully, but by chance. Absent organization, the integration of LO into a single common for the enterprise management function of the MP, there is also no carrier of this function, which should implement it.

Rice. 3. Traditional system MP management at the enterprise

As a result, there is no optimization as such through MP within the enterprise and the corresponding economic effect, i.e. the traditional system of MP management organization has no integrative properties. Since LF are closely intertwined with other activities in the enterprise, this often leads to the distribution of LF for different services (marketing, supply, sales, warehousing, production, etc.). At the same time, the immediate goals of these services may not coincide with the goal of the rational organization of end-to-end MT in the enterprise as a whole. Therefore, in order to effectively solve logistics problems, it is necessary to create a separate unit - logistics service, which will implement the following main tasks.

The main tasks of the logistics service

1. Development, formation, reorganization of drugs.

2. Development and implementation of the logistics strategy of the enterprise.

3. Internal and external logistics integration:

1) the formation of interactions, harmonious and productive working relationships between employees of various functional units that would ensure the achievement of the goal of the LS, the organization of their joint work;

2) coordination of activities in the functional areas of logistics at the enterprise and in the LC.

4. Management of MP and related flows, starting from the formation of contractual relations with the supplier and ending with the delivery of the MP to the buyer.

5. Logistics reengineering.

On fig. 4 shows one of the possible options for implementing the logistics approach to the organization of the MP management system.

Rice. 4. A possible variant of the implementation of the logistics approach to the organization of the MP management system at the enterprise

Basically, to build organizational structure logistics management at an enterprise, one of the typical management structures can be used: linear, functional, matrix, divisional, etc. In fact, there are a wide variety of options for organizing a logistics service at an enterprise, depending on the scale and specifics of the activities of specific companies (product range, technical complexity, the level of costs for the functional areas of logistics, etc.), on the degree of internal logistics integration achieved at the enterprise, on the market environment. They differ in the level of internal integration in the enterprise, the degree of centralization of logistics management, the organizational structure of the logistics service itself, the distribution and nature of powers between it and other departments, etc.

By analogy with the historical stages of development of logistics in terms of the level of coverage of logistics management in various areas of enterprise activity, the evolution of logistics structures at enterprises also goes through the following three stages.

At the first stage the main function of logistics is the delivery of the company's products to the retail network. At this stage, logistics functions are dispersed between different departments, but there are tendencies to combine LF into organizational subsystems.

At the second stage others are added to the delivery of products to the retail network: organization of storage in warehouses, optimization of stocks, customer service, etc. LFs are not only expanding, but most of the LOs are merging, and systems are being created for the delivery of goods according to customer orders.

On third stage, there is a complete unification of all LOs at the enterprise. The set of logistics tasks includes the construction of drugs, participation in production planning and sales forecasting; organization of purchases of medical supplies for the enterprise, organization of deliveries of goods abroad, etc.

Possible organizational structures of the logistics service

1. Matrix structure characteristic of large companies in Anglo-Saxon countries. This is a classic answer to the need to integrate all transactions related to MT. Several services are subordinated to the central logistics service, responsible for a certain stage of the process of physical movement of products. Since the logistics service itself does not have its own operating facilities, its function becomes exclusively coordinating. There is a refinement of the final goals and coordination of the activities of structures built "horizontally" (trade, production, procurement, research) and "vertically" (finance, information, quality control, logistics). The management of each logistics operating unit reports to these structures in that part of its activities that concerns them.

2. The second option is more characteristic of companies in Latin countries and is based on the interaction of "ordering" and "providing services" units. It also leads to the integration of operations without creating the ambiguity of having the same unit have dual responsibilities. The central logistics service receives "orders" from the sales department in the form of sales forecasts, clear instructions and indicators of cost, profitability. The logistics service brings all this into a special list of tasks, specific for each stage of the logistics process. After that, the list of tasks is transferred to "internal service providers", i.e. stores, transport departments, production units, etc.

3. The third option, less rigid than the previous one, is to establish within the company a clear system of priorities and a set of procedures that are well learned by employees. The function of the logistics service is then limited to internal logistics control: it monitors compliance with the rules for the movement of materials and goods. The role of logistics at this stage is reduced, but it is well understood by all employees. The work of management at each level is evaluated, including from the standpoint of logistical efficiency, the level of which is previously discussed and established at the initiative of the logistical audit service. The choice of this option is associated with the need for special logistics training for all company personnel. Periodically, due to changes in tasks, training sessions should be held to improve skills while maintaining continuity in training and the formation of new skills based on previous ones.

II. Analysis of the management of logistics management in LLC "Building Technologies"

2.1 Organizational and economic characteristics of the enterprise Construction Technologies LLC

The organizational and legal form of Construction Technologies LLC is a limited liability company. The company is a legal entity (Certificate of state registration legal entity dated 08/17/2000, It has separate property, has an independent balance sheet, settlement, current and other bank accounts, a round seal, stamps and letterheads with its name. The Company is liable for its obligations with all its property and is not liable for the obligations of its members.

Legal address of the enterprise: Russian Federation, Kirov, st. Consumer cooperation, 17-a.

The governing bodies of the company are:

General meeting of participants;

CEO.

The management structure of Construction Technologies LLC (Appendix 1) is a set of management units, individual employees of the management apparatus, their subordination and vertical and horizontal interconnection.

The enterprise management structure is organized according to the linear-staff model. It retains the principle of unity and command, there are vertical (linear) and functional connections.

The company operates in the field of material production. The company specializes in the construction and production of reinforced concrete products. The composition and structure of commercial products are presented in table1. The table shows that throughout the entire period of the study, construction and installation works (CW) had the largest share in the structure of marketable products. The volume of construction and installation works in 2008 increased in comparison with 2006 by 1636 thousand rubles, compared with 2007 by 838 thousand rubles.

Table 1 - Composition and structure of commercial products of the enterprise LLC "Construction technologies"

Type of commercial products
Type of commercial products	in natural expression	in % of the total	in natural expression	in % of the total	in natural expression	in % of the total
Production of reinforced concrete products in total: including: Solution, m³ Concrete, m³ Other products
Construction and installation works, thousand rubles
Sales of apartments, thousand rubles

The growth in construction and installation works indicates the expansion of our own construction and an increase in demand for repair work on facilities. The output of reinforced concrete products (concrete products) in 2008 increased by 1631.3 cubic meters compared to the previous year, and by 6453.3 cubic meters compared to 2006.

The positive dynamics of the production of reinforced concrete products indicates the efficient operation of the workshop, the successful sale of goods.

Also, positive dynamics is observed in the sale of apartments: its share in the structure of marketable products increased from 2.9% to 10.2% and amounted to 7.3%, which indicates the sales schemes skillfully developed by the specialists of Construction Technologies LLC and the well-functioning work of the team .

Analysis financial activities Building Technologies LLC was carried out on the basis of the balance sheet (form No. 1) (Appendices 2-4) and the income statement (form No. 2) (Appendices 5-7) for 2006 - 2008, as well as analytical accounting data, characterizing the financial position of Construction Technologies LLC.

During the analyzed period, there are significant structural changes in the company's balance sheet. there was an increase in the balance sheet by 23,921 thousand rubles, or by 16.6%.

The volume of working capital also increased by 31,864 thousand rubles, or by 33.5%. Accounts receivable increased by 34,083 thousand rubles. At the end of 2006 accounts receivable amounted to 38,712 thousand rubles, or 32% in the balance currency, and at the end of 2008 - 72,795 thousand rubles, or 50.3% in the balance currency.

The largest debtors of Stroitelnye Tekhnologii LLC as of the end of 2008 are the Customer Service Municipality - 46,173.7 thousand rubles. or 63.4% of all receivables; MU GONO - 4667.4 thousand rubles. or 6.4% of the debt; OAO sh. "Zapadnaya" - 4749 thousand rubles. or 6.5% and the Northern railway - 7969 thousand rubles. or 10.9%.

The balance of funds increased. As of 01.01.2008. the balance of funds was 35 thousand rubles, as of 01.01.2009. - 40 thousand rubles.

In general, the assets of Construction Technologies LLC are formed in the following proportions: non-current assets - 34.1%; working capital - 65.9%.

Compared to the corresponding period, there have also been significant structural changes in the company's balance sheet. The increase in the balance sheet amounted to 23,921 thousand rubles, or by 16.6%. The total volume of non-current assets decreased by 7943 thousand rubles, in the balance sheet it began to amount to 34.1%, and the volume of working capital increased by 31864 thousand rubles.

Table 2 - Composition and structure of working capital of the enterprise LLC "Construction technologies"

Working capital groups							Growth rate, % (2008 to 2007)
Working capital groups							Growth rate, % (2008 to 2007)
1. Working capital
1. Working capital
1.1. Productive reserves
1.2. Future expenses
2. Funds of circulation
2.1. Cash
2.2. Accounts receivable

Also in Construction Technologies LLC, an analysis was carried out according to the profit and loss statement. For the period under review 2006-2008. revenue from the sale of products increased by 27%. The cost of goods sold also increased (by 23%). The increase in cost is associated with a large consumption of material resources compared to the base period. Net profit in the organization is unprofitable and amounted to -24274 thousand rubles in 2008, which exceeds the same indicator of the base period by 1.25 times.

At the end of 2008, the value of the organization's working capital amounted to 95346 thousand rubles, which exceeds the level of 2005 by 50%. Growth is due to an increase in the number of inventories and finished products in stock.

The cost of circulating production assets at the end of 2008 amounted to 28,293 thousand rubles, circulation funds - 67,053 thousand rubles. In the structure of working capital for 2006-2007. there is a decrease in the share of current production assets and an increase in the share of circulation funds by 13% and 13%, respectively. In the structure of circulating production assets, production stocks have the largest share (29% of the total). For 2006-2008 there is an increase in accounts receivable by 86.6%. This is primarily debt that is expected to be repaid within 12 months after the reporting date.

Table 3 - Provision of fixed production assets and the efficiency of their use in Construction Technologies LLC, Kirov
	Indicators	Growth rate, % 2008 to 2007
	The average annual cost of fixed production assets, thousand rubles.
	Including: active part
	passive part
	Capital productivity, rub.
	Capital-labor ratio, thousand rubles/person
	Return on fixed assets,%

Average annual cost fixed production assets in 2008 amounted to 34,786 thousand rubles, which is 18% less than the cost of the base period fixed assets.

The most important indicator of the efficiency of the use of fixed assets is capital productivity. It represents the ratio of the value of manufactured (sold) products and the average annual value of fixed assets and shows how much production is produced (sold) from 1 ruble of fixed assets. The return on assets is a direct indicator of efficiency and should grow in dynamics. In 2008, the return on assets amounted to 3.5 rubles of sold products from 1 ruble of fixed assets. The value of this indicator exceeded the level of the base period by 52%.

Also, an indicator of the efficiency of the use of fixed assets is the capital-labor ratio. It is calculated as the ratio of the average annual cost of fixed assets to the average headcount and shows how many fixed assets in value terms account for 1 employee.

The capital-labor ratio should grow in dynamics. In 2007, the capital-labor ratio amounted to 54.9 thousand rubles. per person, which is less than the level of the base period by 7.6%.

2.2. Management of logistics activities in Construction Technologies LLC

At present, the department of material and technical supply successfully functions and develops its activities at the enterprise. The department was established in the structure of the enterprise in August 2005 after an analysis of the purchases and supply activities in the field of production was carried out. In order to improve the work in the field of supplying the company with raw materials, increasing control over the actions of employees related to procurement, the management of the enterprise decided to move to the centralization of procurement for production and create a department in the structure of the enterprise with the authority to make purchases in the interests of all industries.

The structure of the logistics department is shown in Figure 5.

Head of Procurement Department

Raw material supply engineer

Procurement Engineer, Materials Group

Rice. 5. Structure of the logistics department of Construction Technologies LLC

On fig. 5 shows the structure of the organization of the production supply department, based on the division of responsibilities of procurement specialists in the areas of product groups.

The functions of the purchasing department are:

Ensuring a continuous flow of raw materials, supply of components and provision of services for the operation of the enterprise.

Keep inventory investments and costs to a minimum.

Maintaining and improving quality.

Search and development of competent and reliable suppliers.

Finding the best material resources to apply in the company.

Achieving the lowest price with the highest quality.

To ensure the uninterrupted supply of the production process, it is necessary to regulate the needs for assortment deliveries of material resources, as well as the necessary stocks.

Working time in Construction Technologies LLC is determined based on the mode of operation of machines and mechanisms in machine hours (machine days or shifts), as well as as a percentage of calendar time.

Table 4 - The degree of use of the working time of machines and mechanisms in Construction Technologies LLC, Kirov and its impact on the implementation of the construction and installation work plan for 2008

Indicators	Actually	As a percentage of the plan
Tower crane, pcs.
Crane ZIL-130, pcs.
Hours worked, h
The volume of lifting work, t.
Duration of operation of one crane, days

Determine the number of machine hours of one machine:

in 2006 according to the plan 4000

actually 4132

in 2007 according to plan 3850

actually 4020

in 2008 according to the plan 4200

actually 4560

Then the coefficient of use of machines over time will be:

in 2006 (4132/4000) = 103.3%

in 2007 (4020/3850) = 104.4%

in 2008 (4560/4200) = 108.6%

Calendar time utilization factor

in 2006 according to the plan (8/24) = 0.333

actual = 0.333

in 2007 according to the plan (8/24) = 0.333

actually (9/24) = 0.375

in 2008 according to the plan (8/24) = 0.333

actually (9/24) = 0.375

The productivity of machines and mechanisms in Construction Technologies LLC is characterized by the volume in physical terms per unit of power of machines and mechanisms, or the volume of work performed per unit of time (machine-hour, machine-day). Performance analysis is carried out by comparing the actual output indicators in physical terms per unit of power of machines and mechanisms, or units of time (machine-hour), with the plan, as well as with data from previous reporting periods.

Production per unit of time in Construction Technologies LLC is determined by dividing the amount of work performed by the time worked (machine-hour), respectively, according to the plan and actually.

The production of the volume of lifting work per machine hour is:

0.94 (3870/4132) in 2006

0.94 (3770/4020) in 2007

0.95 (4370/4560) in 2008.

Therefore, the capacity utilization rate of crane lifting operations per machine hour will be 104.4% in 2006 (0.94/0.9)

104.4% in 2007 (0.94/0.9)

105.5% in 2008 (0.95/0.9)

at the rate of production of lifting work equal to 0.9.

A generalizing indicator characterizing the use of machines and mechanisms in terms of time and power is the integral coefficient, which is determined as the product of these two coefficients.

The integral coefficient will be:

in 2006 (1.11 103.3) = 114.6%

in 2007 (1.11 104.4) = 115.9%

in 2008 (1.11 105.5) = 117.1%

Table 5 - Factors of influence on deviations from the planned volume of lifting work of Construction Technologies LLC, Kirov for 2008.

Next, we will analyze the availability of material resources for Construction Technologies LLC. The sources of information are the logistics plan; outfits; contracts for the supply of raw materials and supplies; information from analytical accounting on the receipt, consumption and balances of raw materials, materials.

In the process of analysis, a comparison is made between the actual receipt of material resources and their planned need for the production of construction and installation works, the completeness and correctness of the calculation of the need for material resources is established, and suppliers fulfill contracts in terms of the quantity and timing of deliveries. The analysis of the availability of material resources in Construction Technologies LLC should begin with the calculation of the planned value in days. The norms of the production stock of materials in days is determined by the formula:

Zn = Tz + Pz + Gz + Sz, (1)

where Зн - standard reserve;

Tz - current stock;

Pz - preparatory stock;

Gz - safety stock;

Sz - seasonal stock.

Table 6 - Indicators of the standard stock of LLC "Construction Technologies", Kirov, thousand rubles.

Stock name
current stock
Preparatory Stock
Safety stock
seasonal supply
TOTAL: standard stock

The value of the absolute standard reserve (Az) in real terms is calculated by the formula:

Az = Zn Dr, (2)

where Зн is the standard margin,

Dr - one-day consumption of materials.

In 2006 Zn = 8407, dr = 1230.83;

in 2007 Zn = 7107, dr = 420.66;

in 2008 Zn = 14745, dr = 3497.25.

Az \u003d 8704 ∙ 1230.83 \u003d 10713144 tons - in 2006,

Az \u003d 7107 ∙ 412.66 \u003d 2932774.6 tons - in 2007,

Az \u003d 14745 ∙ 3497.25 \u003d 51566951 tons - in 2008.

The actual stock in days is determined by their average daily consumption using the formula:

Zdn. = O / D,

where O - the balance of the material according to the report (i.e. safety stock)

Zdn. = 1877 / 1230.83 = 1.52 days in 2006

Zdn. = 2409 / 412.66 = 5.84 days in 2007

Zdn. = 3572 / 3497.25 = 1.02 days in 2008

At the same time, the consumption of materials in terms of value is determined by the formula:

Or HC

where Op is the volume of construction and installation works according to the plan, thousand rubles,

HC - the share of consumption of materials in the cost.

In 2006, Or = 15,000 thousand rubles; HC = 29.54%;

in 2007 Or = 12,000 thousand rubles; HC = 12.38%;

in 2008 Or = 27,000 thousand rubles; HC = 46.63%.

15000 ∙ 29,54

12000 ∙ 12,38

In 2006 Dr = = 1230.83 rubles;

in 2007 Dr = = 412.66 rubles;

27000 ∙ 46,63

In 2008 Dr = = 3497.25 rubles;

The availability of material resources is determined in days:

In 2006 P = 4183;

in 2007 P = 2406;

in 2008 P = 9198.

1877 + 4183

In 2006 B = = 4.92 days.

2409 + 2406

in 2007 B = = 11.67 days.

3572 + 9198

in 2008 B = = 3.65 days.

When analyzing the provision of an enterprise with material resources, first of all, they check the amount of the plan for material technical supply. The reality check of the plan begins with the study of the norms and standards that underlie the calculation of the enterprise's need for material resources. Then, the compliance of the supply plan with the needs of production and the formation of the necessary stocks is checked based on the progressive consumption rates of materials.

TO external sources include material resources coming from suppliers in accordance with concluded contracts. Internal sources are the reduction of waste of raw materials, own production of materials and semi-finished products, saving materials as a result of the introduction of scientific and technological progress.

Table 7 - Indicators of providing with material resources LLC "Construction Technologies", Kirov for 2008, thousand rubles.

Material
Material

Transformer
Starters
Sheet steel

Transformer

Security ratio according to the plan:

Cobpl = (1932+4183)/6115 = 1 in 2006

Cobpl = (477+2406) /2883 = 1 in 2007

Kobpl \u003d (5648 + 9198) / 14846 \u003d 1 in 2008

The actual plan for the supply of material was completed in 2006 - 2008.

Checked also the quality of materials received from suppliers, compliance with their standards, technical conditions of the contract and in cases of their violation, claims are made to suppliers. Particular attention is paid to verification of the fulfillment of the supply of materials allocated to the enterprise under the state order and cooperative deliveries.

Great importance is attached to the implementation of the plan according to the delivery time of materials(rhythm). Violation of delivery terms leads to underfulfillment of the plan for production and sales of products.

The real need for the delivery of material resources to Construction Technologies LLC from outside is the difference between the total need for a certain type of material and the sum of our own internal sources and its coverage.

Table 8 - Analysis of the state of stocks of material resources for 2008.

Material	Srenesu-precise consumption, i.e.	actual stock	Stock rate, days		Deviations from max. norms
Material	Srenesu-precise consumption, i.e.		maxi-small	mini small

transformers
Starters
Sheet steel

transformers

Based on the analysis of the state of stocks of material resources for 2006-2008, it can be concluded that deviations from the norm (maximum) in days are also small, which indicates a satisfactory state of stocks of material resources.

The calculation of excess waste is not carried out at Stroitelnye Tekhnologii LLC, since the enterprise has a non-production nature.

A similar situation arises when the supplier raises prices for raw materials and supplies. Here you also need to evaluate what is more profitable for the enterprise:

a) increase variable costs in connection with the use of more expensive materials, but by increasing the volume to get additional profit;

b) reduce the volume of production of this type of product, if, as a result of the use of expensive raw materials, the products turn out to be unprofitable, or look for new cheaper markets for raw materials, or change the structure of production.

Large losses take place due to the irregularity in the supply of raw materials and materials, in connection with which enterprises stand idle and receive less products, and, accordingly, profits. Stroitelnye Tekhnologii LLC has no losses due to irregular supply of raw materials and materials, since there are no downtime due to lack of materials, the availability of materials is 100%.

Factors of change in the total, private and specific material consumption of products. Determination of their influence on material consumption and output.

Table 9 - The cost of materials for the production of products of Construction Technologies LLC, thousand rubles.

Material return: in 2006 according to the plan - 15000/6000 = 2.5

actually - 16993/6115 = 2.78

in 2007 - according to the plan 12000/4800 = 2.5

actually - 12810/2883 = 4.44

in 2008 according to the plan - 2700/15000 = 1.8

actually - 27781/14846 = 1.87

and correspondingly, material consumption:

in 2006 according to the plan - 6000/15000 = 0.4

actually - 6115/16993 = 0.36

in 2007 - according to the plan 4800/12000 = 0.4

actually - 2833/12810 = 0.22

in 2008 according to the plan - 15000/27000 = 0.55

actually - 14846/27781 = 0.53

Table 10 - The share of material costs in the cost of production of Construction Technologies LLC, thousand rubles.

Material return characterizes the return of materials, i.e. how many products are produced from each tenge of consumed materials. From the above-calculated material return, it can be seen that the actual material return is higher than the planned one, i.e. actual material costs are more than planned, which indicates the irrational and inefficient use of material resources, as well as an unstable level of capital productivity.

Material cost ratio:

2006 - 6115/6000 = 1.019

2007 - 2883/4800 = 0.60

2008 - 14846/15000 = 0.99.

In 2006, Stroitelnye Tekhnologii LLC experienced an overexpenditure of material resources. the cost factor is greater than one. And in 2007 and 2008, the material resources of Construction Technologies LLC were spent more economically.

Analysis of supplies of material resources for 2007-2008. produced in table 11.

Table 11 - Analysis of the supply of products, taking into account the range for 2006 - 2008


	Supply plan	Delivered products	Off fact. from plan. supplies	Supply plan	Delivered products	Off fact. from plan. supplies	Supply plan	Delivered products	Off fact. from plan. supplies








September

Deliveries for 2006 \u003d Zk + Sr-Zn \u003d 22415 + 42068 - 9465 \u003d 55018 rubles.

Deliveries for 2007 \u003d Zk + Sr-Zn \u003d 4458 + 15574 - 335 \u003d 19697 rubles.

Deliveries for 2008 = Zk + Sr-Zn = 9465 + 46447 - 4449 = 51463 rubles.

Zk - stocks at the end of the year (balance sheet);

Cp - the cost of sold material resources (Form No. 2, internal cost accounting registers);

Зн - stocks at the beginning of the period.

A possible reserve for increasing the volume of sales of products are the following factors:

Increasing the output of marketable products;

Increase in the balance of finished products in warehouses and in goods shipped;

Improving the quality of manufactured products.

Analysis of the implementation of the plan for the production and sale of products for 2006-2008. presented in table 12.

Table 12 - Analysis of the implementation of the plan for the production and sale of products

Analysis of the table shows that the plan for the production and sale of the company's products in 2008 was not fulfilled. The growth rate of marketable output and sales volume also slowed down. The reason for this was disruptions in the supply of material resources. The analysis shows that the plan for design and survey work (-15.2%) and electrical installation work (-8.1%) was not fulfilled to the greatest extent.

Consequently, Construction Technologies LLC, Kirov, needs to improve the planning system for the production program and logistics.

III. Project of measures to improve the logistics management system at Construction Technologies LLC

In order to plan the availability of material and technical resources for the organization Construction Technologies LLC, Kirov, the logistics department is working to create databases (information support):

structuring and coding of all items of purchased raw materials and materials required for all industries, creation of a database of suppliers,

The planning scheme for the logistics support of Construction Technologies LLC, Kirov, is shown in fig. 6.

Improvement of analytical and accounting work of material and technical supply

Timely provision of production with high-quality material resources in the proper quantity

Automation of accounting and analytical work

Procurement centralization

Delivery of material resources by own transport

Improving the management system of the logistics department

Rice. 6. Planning the work of the logistics service of Construction Technologies LLC

Optimization of the number of suppliers is carried out by identifying the most reliable companies that can withstand the provision of goods in a combination of criteria such as

required volume

agreed time

required quality

best price and service.

Being at the first stage today, Stroitelnye Tekhnologii LLC, Kirov, plans within two years to bring the organization of the procurement system to the level of the third stage, which corresponds to a world-class company. The minimum key accounting information to be kept in paper form or in in electronic format, make up the following data:

A purchase order journal that records all orders by number and displays the status of each order - completed / not completed.

An inventory file showing all purchases of each main type of raw material or material (date, supplier, price, purchase order number).

Supplier history file showing all purchases made from major suppliers.

Assessing the development potential, it is expected to achieve the following indicators by the beginning of 2010 (see Fig. 7.)

- 25% - 30%

Abbreviation Quantity Quantity Inventory

staff costs suppliers stocks

Rice. 7. Forecast of performance indicators of the logistics service, %

Indicators "Cost Reduction" and "Inventory" are relative, reduced to a conventional unit of output. The indicators "Number of suppliers" and "Number of personnel" are evaluated directly.

An analysis of the management of logistics activities made it possible to identify the following shortcomings in the enterprise:

It is necessary to minimize the cost of purchasing material resources;

It is necessary to eliminate cases of untimely deliveries;

It is necessary to improve the structure of logistics management.

To this end, the thesis proposes the following activities:

Automation of accounting and analytical work;

Thus, since 2009, Stroitelnye Tekhnologii LLC will be implementing the 1C: Manufacturing Enterprise Management program as a single accounting complex. The 1C:Manufacturing Enterprise Management configuration on the 1C:Enterprise 8.0 platform is a comprehensive solution that meets the basic requirements for management and accounting at a manufacturing enterprise. The solution allows organizing a unified information system for managing the activities of the enterprise and accounting for material and technical resources according to corporate, Russian and international standards.

In order to improve the organization of the logistics department, it is necessary to work on the creation of databases (information support).

structuring and coding of all items of purchased raw materials and materials required for all industries,

creation of a supplier base,

establishing information flows within the enterprise.

This database of raw materials and materials allows you to track the range of purchased goods, control stock, simulate material flows, taking into account the influence of various factors of the internal and external environment of the enterprise, as well as develop systems for managing purchases, stocks and material resources.

At the first stage calculate the total capital expenditures associated with the automation of control tasks (KZa) according to the following formula:

KZA \u003d Tspo + Ktech + Krm + Kpr + Kn, (4)

where Tspo - capital costs for the purchase of software;

Ktech - capital costs for the purchase of technical support;

Krm - capital costs for the creation of the user's workplace;

Kpr - capital costs associated with the acquisition and installation

programs;

Kn - capital costs associated with setting up the program.

Let's determine the capital costs for the purchase of technical support and for the creation of a workplace:

Krm \u003d (Spl * Cpl + Zmeb) * Tm / Ttotal \u003d (6 * 2645 * 10 + 5000) * 132 / 1689.6 \u003d 12789 rubles.

where Spl is the area required to create a workplace;

Cpl - price 1 sq. m area;

Zmeb - the cost of purchasing furniture.

Tm - time of using a personal computer to solve a problem with the purchased program:

Tm \u003d W * Dr \u003d 6 * 22 \u003d 132 hours.

where W - daily time of work with the program;

Dr - the number of working days during which the

program.

Ttot - the total time of using the computer during the year:

Ttot \u003d Ds * S * Dr * Nm * Kis \u003d 8 * 1 * 22 * 12 * 0.8 \u003d 1689.6 h.

where Ds is the duration of the shift;

S - number of shifts;

Dr - the average number of working days in a month;

Nm - number of months of operation of the computer;

Kis - the average coefficient of use of computers during the shift.

Capital costs for the purchase of technical equipment (Ktech) are calculated using the following formula:

Ktech \u003d (Tskom + Tstech) * (1 + Kt) * (1 - Kiz) * Tm / Ttot (5)

where Tskom is the market price of the computer. The enterprise has a computer Celeron 3600, HDD 120 Gb, 512 Mb, the price of which is 30,000 rubles;

Ctech - the market price of additional collateral. The technical support for the enterprise is a Canon LBP-3200 laser printer worth 5,600 rubles, and there is also a Panasonic fax (thermal, answering machine, auto-cutting, speaker) worth 5,000 rubles. The total market price of additional technical equipment will be 10,600 rubles.

Kt - coefficient of transport costs for the delivery of technical support;

Kiz - wear coefficient of technical support.

Ktech \u003d (30000 + 5600 + 5000) * 1.05 * 0.95 * 132 / 1689.6 \u003d 3164 rubles.

Substituting all the values into the first formula, we determine the total capital costs associated with the automation of control tasks:

KZA \u003d 18000 + 3164 + 12789 + 18000 * 0.1 + 18000 * 0.05 \u003d 36653 rubles.

At the second stage we calculate the current costs of the user associated with the automation of management tasks. Calculation of the annual operating costs of the enterprise associated with the use of a personal computer and computer program(Zafter aut), we determine by the following formula:

Zafter aut \u003d Tm * Sm + Zteh + Tspo / Ts + Zot (6)

where Сm is the cost of one hour of PC operation;

Ztech - costs for technical support(30% of the market price of the computer);

Ts is the time of using the computer.

Cm = (1 + Cnr) * Ohm / (Dr * Ds)

where Кнр is the coefficient of overhead costs associated with the operation of the PC;

Ohm - monthly salary a specialist working with the program (taking into account the regional coefficient of 1.15).

Calculate the cost of one hour of operation of a personal computer:

Cm \u003d (1 + 0.7) * 5865 / (22 * 8) \u003d 56.65 rubles.

Labor costs (Zot) are determined by the following formula:

Zot \u003d P * Nm * (Ohm + Basic) \u003d 5 * 12 * (5865 + 5865 * 0.26) \u003d 443394 rubles.

where P is the number of users after the implementation of the program;

Nm - the number of working months in a year;

Main - deductions for social needs.

Let's determine the current costs of the enterprise associated with the use of a PC and a computer program:

Zafter aut \u003d 132 * 56.65 + 0.3 * 30000 + 30000 / 5 + 443394 \u003d 465872 rubles.

At the third stage we calculate the current annual costs of the enterprise before the introduction of a computer program:

Zdo avt \u003d Rruchn * Nm * (Ohm + Main) + Zpr \u003d 6 * 12 * (5865 + 5865 * 0.26) + 4000 \u003d 536073 rubles.

where Rhand - the number of users who process information manually;

Zpr - other costs associated with the processing of information.

At the fourth stage we calculate the annual savings associated with the use of a personal computer and a user program, as well as the payback period of the total capital costs.

Table 13 - Technical and economic indicators of the effectiveness of the implementation of the event "Procurement automation"

Name indicator	Before events	After the implementation of measures	Off(+/-) 2009 from 2008	Growth rate, % 2009 to 2008
Proceeds from the sale of works, services (excluding VAT), thousand rubles
Cost of sold works, services, thousand rubles
The cost of fixed assets, thousand rubles.
population workers, pers.
payment fund labor, thousand rubles
Performance labor, rub./person
Return on assets, rub./rub
wage, thousand rubles/person

Eg \u003d Zdo aut - Zafter aut \u003d 536073 - 465872 \u003d 70201 rubles.

Thus, after the introduction of the computer program, the enterprise will be able to save 70,201 rubles every year.

Then we calculate the payback period for capital expenditures using the following formula:

Current \u003d KZa / Eg \u003d 36653 / 70201 \u003d 0.5 years.

Consequently, the implementation of the program will pay off for Construction Technologies LLC in 0.5 years.

CONCLUSION

With the growing pace of economic development and, accordingly, with the increasing volume of construction and installation work, the commissioning of residential buildings, schools, child care facilities, healthcare facilities, culture, education, an increase in the need for building materials, structures, products should be mainly provided through large-scale measures to save resources and further develop the material and technical base of construction, radically improve organizational forms and economic methods for providing construction sites with material resources.

The accelerated development of the material and technical base of capital construction and the increase in the production of building materials must occupy a paramount place in the activities of all central and local bodies.

At present, the main scientific and technical directions of the economy of building materials are being implemented by improving design solutions, introducing the achievements of scientific and technological progress.

The main areas of work of the supply service are:

Supplier selection;

Communication with suppliers;

Supplier management;

Supply planning.

In the construction complex, a large role belongs to the progressive system of production and technological equipment, the level of development of which has a significant impact on the final technical and economic indicators of the construction organization, as well as on the intensification of construction production in general.

The main tasks of managing logistics activities are:

minimization of total costs associated with procurement;

inventory minimization;

reducing the risk of possible disruptions to the production program.

Stroitelnye Tekhnologii LLC is one of the few firms in the city of Kirov that has taken a strong position in the housing construction market. As a result of a multi-level and multi-criteria selection, Stroitelnye Tekhnologii LLC was included in the top 200 large business enterprises in the Kirov Region. The main activities of the enterprise are the construction of buildings and structures, the performance of construction and installation works and the production of reinforced concrete products.

The degree of renewal of fixed assets in 2008 at the enterprise decreased by 16% compared to 2007. For 2006-2008 there is an increase in accounts receivable by 86.6%. the structure of own working capital has changed significantly, almost all indicators have decreased, however, during this period, receivables have been constantly increasing.

Capital turnover decreased by 7.7%, i.е. in 2008 capital made less turnover than in 2006, the duration of which increased by 24 days and amounted to 310 days, which indicates a more irrational use of capital compared to 2006.

MTO analysis revealed the following shortcomings in the enterprise: it is necessary to minimize the cost of purchasing material resources; eliminate cases of late deliveries and improve the structure of logistics management.

To this end, the project proposes the following activities:

Implementation of automated accounting work;

Improving the system of material and technical supply.

BIBLIOGRAPHY

Laws and regulations:

Civil Code of the Russian Federation. Part I and II. M: Prospect, 2008.

On some measures to implement the legislation on insolvency (bankruptcy) of an enterprise. Decree of the Government of the Russian Federation of July 14, 2008 No. 517.

Tutorials and tutorials:

Abryutina M.S., Grachev A.V. Analysis of the financial and economic activity of an enterprise: a training manual - M .: Business and Service, 2007.

Corinne Engelhart "Balanced Scorecard in Procurement", Moscow, "DIS", 2007

Archipets N.T. Economics of material resources in construction. M.; Stroyizdat, 2005.

Form I.A Dictionary-reference book of financial manager. - Kyiv: "Nika-Center", "Elga", 2007.

Stefan M. Wagner "Supplier Management". - Moscow, 2006.

Blank I.A. Fundamentals of investment management. In 2 volumes. - Kyiv: "Nika-Center", "Elga", 2002.

Blank I.A. Financial management. - K .: "Nika-Center", "Elga", 2006.

Blank I.A. Fundamentals of financial management. In 2 volumes. - Kyiv: "Nika-Center", "Elga", 2007.

Bocharov V.V. Modeling the financial activities of enterprises and commercial organizations: Tutorial. - St. Petersburg: SPbUEF, 2006.

Bocharov V.V. Investment management (Investment management) - St. Petersburg: SPbUEF Publishing House, 2007.

Brigham K., Gapensky L. Financial management: Full course: in 2 volumes / Per. from English, ed. V.V. Kovaleva.- St. Petersburg: 48 school of economics, 2006.

Gryaznova A.G., Fedotova M.A. "Business Valuation". Tutorial, M.: Finance and statistics, 2006

Ilyinskaya E.M. Investment activities. - St. Petersburg: Finance and Statistics 2006. - 288 p.

Kozlov N.V. "Analysis and forecasting of working capital of an enterprise, conditions for the transition to the market" // problems of forecasting, No. 4, 2007.

Kreinina M.N. Financial management / Textbook. -M.: Publishing house "Case and Service". 2008. - 304p.

Lisitsian N., " working capital, the process of converting the cost of capital, non-payments ”, // Questions of Economics, No. 9, 2008.

Savitskaya G.V. Analysis of the economic activity of the enterprise.- Mn .: LLC "New Knowledge", 2007.- 688s.

Service on enterpriseAbstract >> Logic

Tool operation are also included in activity enterprises; maintenance of a power tool ... lack of organization logistic service on enterprise is the absence automated system management production,...

Improving Efficiency logistic activities enterprises on based on the use of information General analysis
Thesis >> Marketing
In the process of improving the system management logistic activities enterprises. the main part of the symptoms of problems management logistic activities on FSUE "172 CARZ" ...

The logistics system of the service sector, in our opinion, is the most complex and least studied.

In the process of market interaction, market counterparties - producers, intermediaries and consumers - enter into various kinds of relationships, the result of which is not only actions related to material relationships (purchase and sale), but also a set of operations that accompany or cause these interactions - i.e. service (or maintenance) services. Service can take place at various stages of the logistics chain of moving products from their manufacturers to consumers.

Key to market systems management (due to the dominance of the buyer's market) are the basic concepts of quality in general and ways to monitor and evaluate the quality of customer service.

According to international standard ISO 8402 Quality is the set of characteristics of an entity related to its ability to satisfy stated or implied needs.

According to this definition the quality of customer service is interpreted as an integral indicator covering a set of logistical parameters (delivery time of products, the number of completed orders, the duration of the service cycle, the waiting time for placing an order for execution, etc.). Naturally, for the organization of quality service there must be a certain system.

Customer service quality system - a set of organizational structure, procedures, processes and resources necessary to provide the required level of customer service.

The formation and maintenance of a customer service quality system is necessary, since there is a permanent need to monitor the compliance of the services provided with certain parameters (delivery time, duration of the service cycle, etc.). Under the shortcomings of the service provided is understood as a non-compliance of the service with the standard, the terms of the contract or the requirements of consumers to the level of quality of service.

The effectiveness of the customer service system is an indicator (or system of indicators) that characterizes the level of quality of the service system at a given level total costs enterprises. From the point of view of the consumer, who is the final link in the supply chain, the effectiveness of the service system is determined by the level of quality of execution of his order.

Thus, efficiency of service logistics systems relies heavily on the ability to identify potential outcomes early in the customer service process.

In modern market conditions, the seller is forced to build his activities based on consumer demand. However, the demand is not limited to the demand for goods. The buyer dictates his conditions also in the field of the composition and quality of services provided to him in the process of delivery of this product.

Service in the general sense of the term means someone's action that benefits, helps another. The work of providing services, that is, to satisfy someone's needs, is called a service.

The object of the logistics service are various consumers of the material flow. The logistics service is carried out either by the supplier himself or by a forwarding company specializing in the field of logistics services.

All work in the field of logistics services can be divided into three main groups:

- pre-sales, those. work on the formation of a logistics service system;

Works on provision of logistics services carried out in the process of selling goods;

- aftermarket logistics service.

Prior to the start of the implementation process, work in the field of logistics services includes mainly the definition of the company's policy in the field of service provision, as well as their planning.

In the process of selling goods, a variety of logistics services can be provided, for example:

Availability inventory in stock;

Execution of an order, including assortment selection, packaging, formation of cargo units and other operations;

Ensuring the reliability of delivery;

Providing information about the passage of goods.

After-sales services are warranty service, customer claims obligations, exchanges, etc.

When choosing a supplier, the consumer takes into account the possibilities of the latter in the field of logistics services, i.e., the competitiveness of the supplier is affected by the range and quality of the services offered by him. On the other hand, the expansion of the service sector is associated with additional costs.

A wide range of logistics services and a significant range in which their quality can change, the impact of services on the firm's competitiveness and cost, as well as a number of other factors, emphasize the need for a firm to have a well-defined strategy in the field of logistics customer service.

Consider the sequence of actions that allow you to create a logistics service system:

1. Segmentation of the consumer market, i.e. its division into specific groups of consumers, each of which may require certain services in accordance with the characteristics of consumption;

2. Determination of the list of the most significant services for buyers;

3. Ranking of services included in the compiled list. Focusing on the most significant services for buyers;

4. Definition of service standards in the context of individual market segments;

5. Evaluation of the services provided, establishing the relationship between the level of service and the cost of the services provided, determining the level of service necessary to ensure the competitiveness of the company;

6. Establishment feedback with customers to ensure that services meet customer needs.

Segmentation of the consumer market can be carried out by geographical factor, by the nature of the service, or by any other sign. The choice of services that are significant for buyers, their ranking, the definition of service standards can be carried out by conducting various surveys. The assessment of the services provided is carried out in various ways. For example, the level of delivery reliability can be measured by the proportion of batches delivered on time.

The company's resources are focused on providing customers with the services that matter most to them.

Undoubtedly important criterion, allowing to evaluate the service system both from the position of the supplier and from the position of the consumer of services, is the level of logistics service.

As a rule, the calculation this indicator perform according to the formula

where S is the level of logistics service (%); m- quantification actually rendered volume of logistics services; M - quantitative assessment of the theoretically possible volume of logistics services.

Also, the level of service can be assessed by comparing the actual time to perform certain logistics services with the time that would have to be spent if the whole range of possible services was provided:

where N is the number of services that can theoretically be provided; n is the actual number of services provided; t is the time to perform the i-th and j-th services.

With the understanding of what a logistics service is, companies begin to have a correct understanding of what logistics is and why it is needed. Consider the basic concepts and characteristics of the logistics service, which can be the starting point for making important strategic decisions.

The conditions for the successful implementation of a logistics service system are as follows:

– availability of monitoring and feedback with the client;

- coordinated interaction of all divisions and services of the company;

- the right system of motivation, which makes the assessment of the work of employees dependent on the level of service;

– competence responsible persons in logistics.

The desired level of service is the starting point of many logistics calculations, directly influencing the formation of a transport and storage network, vehicle fleet, work schedule of people, number of outlets, inventory levels, skill requirements for service personnel (we must not forget that incompetent or insufficiently polite employees can negate the benefits of the most expensive and sophisticated service systems).

Investments in logistics infrastructure of any kind, one way or another, imply a return in the form of an increased flow of customers (orders), which is a consequence of an improved or qualitatively different level of service. Thus, logistics management in an enterprise is, first of all, customer service management, and the art of logistics lies in managing such a service at optimal costs, that is, it involves finding effective solutions to improve or maintain the service. In other words, logistics service is a balance between the priority of high-quality customer service and associated costs.

The basic level of service in logistics is evaluated by the following indicators: availability, functionality and reliability.

Availability means stocking up to meet customer needs without interruption.

Functionality is determined by the time elapsed from the moment the order is received to its execution, that is, delivery to consumers. This indicator consists of two elements - speed and uninterrupted supply. In other words, high speed shipment must be constant. If a company promises super-fast delivery but is often or almost always late, there is no point in making such promises or maintaining the infrastructure to provide such a service.

The firm's mission is to meet or exceed customer expectations. In this sense, it is better to promise less, but fulfill it clearly, than to promise a lot, but in practice fail to cope even with elementary functions. Other important characteristics of the functionality of the service is flexibility, that is, the speed with which the firm responds to unusual or unexpected customer requests, as well as eliminates shortcomings. It is almost impossible to avoid individual failures at different stages of the order. When this happens, the assessment of the level of service of the company depends on how quickly and clearly the customer's claim is satisfied.

And finally reliability service is a characteristic of the quality of the logistics department in the company. Its key factor is an accurate and thorough assessment of accessibility and functionality. Only such an assessment makes it possible to determine whether the company's logistics system provides the desired level of service.

From the customer's point of view, it doesn't matter what kind of failure occurred in the execution of his order. He will evaluate the work of the company rather on the basis of whether any mistakes were made or not. Accordingly, the concept of the perfect order serves as an adequate tool for assessing the logistics service and management. This is an order that was completed from start to finish without a single deviation from the promised conditions. That is desired product was delivered on time in full with correctly executed documentation and invoices.

The ratio of such perfectly completed orders to the total number of orders is a very important indicator of a company's performance. It is he who is most often among the strategically important indicators monitored and controlled at the highest level. It is important that this indicator is among the motivating factors for staff. Such a decision will stimulate a process-integrated approach to improving customer service (it is no secret that the motivation for the high-quality performance of individual functions included in the execution of an order does not guarantee, and sometimes directly interferes with the final result - to complete the order perfectly).

Since many functional departments are involved in the execution of the order, various types of equipment and capacities are involved, and there are also external, sometimes force majeure circumstances, it is almost impossible to achieve an ideal 100% indicator of perfect orders. In addition, this level of service is associated with almost exorbitant costs. Some standards have been established in world practice. In particular, the level of 95% is an indicator of exceptionally high quality of service. Many companies consider 80-90% to be quite acceptable for themselves. But if the ratio is below 60%, this is a serious reason for immediate action.

The effectiveness of the organization of logistics in the enterprise depends on the formation of the enterprise logistics system. The logistics system is an element of the organization of the enterprise. Its application makes it possible to integrate various processes enterprises and organize internal processes at minimum cost with optimal adaptation internal environment firms to external factors that affect its activities. The process of forming an enterprise logistics system is complex, so it is advisable to divide it into several stages. We propose the following section (Fig. 1):
1st stage - determination of the main aspects of the formation of the logistics system;
2nd stage - taking into account the main factors in the formation of the logistics system;
3rd stage - the formation of the logistics system of the enterprise.
At the first stage, the process of forming an enterprise logistics system must be considered from several points of view. Logistic methods are known for their multidimensionality in practice, therefore, when forming an enterprise logistics system, it is necessary to give this of great importance. We have developed the main aspects of the formation of the enterprise logistics system, which are shown in fig. 2. In our opinion, it is necessary to form an enterprise logistics system from the point of view of the main and secondary aspects. The main aspects include: organizational, functional, informational. It is expedient to refer to the secondary aspects of the formation of the enterprise logistics system: personnel, financial. Taking into account all the above aspects in the formation of the enterprise logistics system will ensure the versatility of logistics and confirm its universality as a science in practice. The result of this approach will be the flexibility, mobility of the system, and most importantly, its successful functioning in the future. Having determined all aspects of the formation of the enterprise logistics system, you can proceed to the second stage of its formation. The basis of this stage is to take into account the main factors in the formation of the logistics system.

The main factors in the formation of the enterprise logistics system should be:

Mission of the enterprise;

Enterprise strategy;

Risks of the enterprise activity;

Factors of the external environment of the enterprise;

Components of the functioning of logistics in the enterprise;

Components of the organization of logistics in the enterprise.

Imagine detailed description the main factors in the formation of the logistics system at the enterprise. The mission of an enterprise is a clearly defined reason for the existence of a particular enterprise. As a rule, the mission of a modern enterprise can be considered the production of products or the provision of services to meet market requirements and make a profit. It gives generalized guidelines for the functioning of the enterprise and its place in a particular area of business. Based on the mission of the enterprise, the goals of doing business are formulated. The mission of the enterprise has a huge influence on the formation of the logistics system. There must be a clear relationship between these elements. The logistics system should be formed in one direction with the mission and goals of the enterprise.

This will help:

2) identify actions and decisions that impede the efficient conduct of business activities;

3) ensure the implementation of mutually dependent (synergistic) functions of the logistics system;

4) will ensure the correction of the functioning of the logistics system in time, since all the goals of the mission of the enterprise have a short, medium or long-term forecasting period. The strategy of the enterprise is connected with the activities of the enterprise as a whole and is aimed at fulfilling its main mission. In the process of its implementation, material, labor, information, financial resources. Therefore, the connection between the processes of formation and functioning of the logistics system with the strategy of the enterprise is obvious. The main components of the functioning of logistics must be considered in the context of its main functions.

The main components of the functioning of logistics are supply, production, marketing, sales, warehousing, transport, personnel. Delivery ensures the flow of material flows into the logistics system.

Manufacturing is the process of converting raw materials and materials into finished products. It includes material flow management at the production stage. Inventory allows you to optimize the functioning of the entire system and play an important role in the stages of exchange between supply, production, transportation and marketing.

Marketing is the identification of the requirements and preferences of consumers. In other words, this process can be characterized as market research.

Sales are processes aimed at bringing finished products to consumers.

Warehouses are special buildings and devices designed for receiving, accommodating, servicing and storing raw materials and finished products.

Transportation means vehicles and the material and technical base, with the help of which transport processes are implemented within the framework of the producer-consumer.

Personnel - a certain way organized personnel that manages logistics, logistics operations and implements the execution of logistics tasks to achieve logistics goals.

All components of the functioning of logistics are one of the factors in the formation of the logistics system of the enterprise. The material flow passes through each of the listed functional components of logistics. During this process, there is a gradual transformation of the material flow at various stages of its movement under the influence of other logistics flows and functions. All processes occurring in these components should be logically structured, and the basis of their functioning should be the maximum interaction between themselves and other factors in the formation of the logistics system. The buffer of interaction should be logistics at the enterprise. This principle of functioning will ensure effective management of logistics flows at any stage of their movement in any functional area of logistics. Another factor in the formation of the logistics system is the components of the organization of logistics in the enterprise.

It is hard to imagine the commercial processes of a modern enterprise without computers and other information, electronic, technical means. In logistics, it is known that of all logistics flows, it is the information flow that underlies the transformation processes of all other logistics flows. Therefore, the formation of an enterprise logistics system without a logistics information system is ineffective. Manage a logistics system like any other economic system, should be carried out on the basis of well-known basic principles management in the economy. We believe that it is appropriate to apply the basic functions of management to manage the logistics system of an enterprise and organize its main processes. The mission of the enterprise, the strategy of the enterprise, the components of the functioning of logistics and the components of the organization of logistics in the enterprise are factors in the internal environment for the formation of the enterprise's logistics system, and the enterprise, as a rule, can influence their course. The factors of formation of the enterprise logistics system related to the external environment, in our opinion, include the logistical risks of the enterprise's activities and the processes of the enterprise's external environment that affect its activities. The enterprise cannot influence these factors, but they directly or indirectly affect its activities. The processes of the external environment of the enterprise that affect its activities can be divided into two categories: processes of direct impact and processes indirect impact, which in turn are divided into groups. Direct impact processes include consumers, suppliers, intermediaries, competitors, contact audiences, and other market entities. To the processes of indirect impact - economic, political, legislative, scientific, demographic, socio-cultural, technical and technological, natural resource and environmental processes. The magnitude of the influence of a particular factor is determined depending on the conditions of activity of a particular enterprise: the scope of its activities, size, location, scale of action, and the like. The logistics system in the course of its functioning falls under the influence of certain risks that can change it for the worse. final result. Therefore, when forming a logistics system, in order to avoid unforeseen circumstances, this must be taken into account. On fig. 7 schematically shows the main types of logistical risks. The main types of logistics risks, as we see, are the risks of low qualification of personnel (human factor), commercial, social, technical, economic, natural risks. Accounting for risks in the formation of the logistics system of the enterprise is required. In modern business conditions, which can vary significantly over short periods of time, an enterprise must have reserve resources, additional development options and possible ways to adjust the mission, main goals and strategy of the enterprise in the event of a particular risk. The last, final stage in the formation of the enterprise logistics system is the formation of the system. Logistics like new science, has its own specific features of organization in practical activities. In order for the logistics system to function effectively, the process of its formation should be based on a systematic approach, taking into account the aspects and factors of its formation developed above. At the core systems approach is the principle of successive transition from the general to the particular. This approach to the formation of the system will ensure a smooth and conflict-free transition from one functional area of logistics to the next.

The structural and organizational model of the formation of the logistics system covers a significant list of structural units of the enterprise and structural units of the functioning of the market, in this case it is its elements or subsystems.

It is advisable to include the following structural units of the enterprise:

purchase department;

marketing department;

sales department;

wholesale warehouse or distribution center;

transportation department;

logistics Department;

pharmacy chain.

The structural units of the functioning of the market should include:

manufacturers;

intermediaries, transport and forwarding organizations;

pharmacies of other companies; consumers.

In practical activities, the integration of these elements forms the enterprise logistics system. Each of the elements has its own structure and operates according to its organizational principles. The relationship of all elements is close and inverse, which makes it difficult to single out each of the structures separately. This approach to the formation of the enterprise logistics system ensures its flexibility. The flexibility of the enterprise logistics system is determined by its ability to quickly respond to changes in the micro and macro environment.

The formation of the enterprise logistics system should be carried out due to the consistency and synchronization of the functional areas of logistics: supply, production, marketing, transport, warehousing and external factors affecting the activities of the enterprise. Ignoring some factors will lead to conflict between the functional areas of the system, negative consequences in the planning and forecasting process.

The essence of the functioning of the developed structural and organizational model of the logistics system is to orient the development of the enterprise in those directions that correspond to its interests and possibilities of organizational and economic development, increase the efficiency of activities and competitiveness through the formation economic potential. Conclusions. The formation of an enterprise logistics system will ensure a smooth transition from one intra-production process to the next, it is a universal tool for increasing competitiveness, with which you can remove obstacles to the formation of an intra-production commodity-information-financial system for a particular enterprise and optimally adapt it to external macroeconomic systems. Due to the formation of the logistics system of the enterprise, the quality and productivity of workers increase, which indicates the motivational properties of logistics for personnel. The functioning of the logistics system allows you to combine all the internal processes of the enterprise into a single whole, coordinate their activities for optimization and seamlessly connect them with the processes occurring in the external environment in order to maximize profits.

Logistics systems in the service sector. Development of logistics activities in the service sector Research of logistics processes in the service sector

Introduction

Section 1. Logistics Services

1.1 The concept of logistics service.

1.2 Logistics services

Or HC

Improving Efficiency logistic activities enterprises on based on the use of information General analysis

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