What are the similarities between return and integrated logistics. Logistics integration

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Introduction

1. Organization of integrated logistics management of complex organizational and economic structures

2. Ways to implement measures to improve the efficiency of integrated management systems for complex organizational and economic structures

3. Place and role of integrated management systems for complex organizational and economic structures in the development of the Russian economy

4. Requirements for the system of integrated management of complex organizational and economic structures

Conclusion

List of used literature

Introduction

RelevanceTopicsresearch. In modern society, integrated management of complex organizational and economic structures plays an important role in the economic activity of both countries as a whole and organizations.

The effectiveness of integrated management systems for complex organizational and economic structures is associated with many factors and problems of their functioning. The restructuring of enterprises, the formation and functioning of complex organizational and economic structures is faced with insufficient legal regulation their activities, the need to improve the efficiency of the use of investments and the resource potential of enterprises and organizations. This requires research to study the problems that arise in the process of functioning of large enterprises and complex organizational and economic structures in a dynamically developing market environment, under the influence of existing contradictions of market relations with established administrative methods management. Any enterprise is faced with the need to effectively manage the development of production through the development of a strategy and development plan for the relevant direction of the organization's activities, including effective use resource potential for successful economic development taking into account industry specifics and environmental factors that combine tax, socio-cultural, financial and credit, investment, information, legal and other components. At the same time, the efficiency of an enterprise depends on the level of integration and corporate governance, which necessitates the allocation of certain requirements for the integrated management system of complex organizational and economic structures and the study of the problems of their functioning and development.

aimgivencoursework is the analysis and development of the basic requirements, scientific and methodological foundations for the development of integrated management systems for complex organizational and economic structures in Russian Federation, as well as the development of recommendations for improving the efficiency of the integrated management system at Russian enterprises in comparison with foreign ones.

Achieving the above goal determines the solution of the following tasks:

1. Analyze the state and prospects for the development of the system of integrated management of complex organizational and economic structures, its place and role in the modernization of the economy, the expansion of interethnic cooperation.

2. Identify the main requirements in the system of integrated management of complex organizational and economic structures, analyze management methods, tasks and functions.

3. Define and analyze the basic concepts included in the definition of integrated management of complex organizational and economic structures, as well as identify the main stages of integrated management of complex organizational and economic structures and identify their features.

4. Determine the strategic goals and objectives for the implementation of which the integrated management of complex organizational and economic structures at enterprises is carried out.

5. Assess the economic efficiency of the formation and functioning of the system of integrated management of complex organizational and economic structures in our country.

objectresearch is a system of integrated management of complex organizational and economic structures and its components.

Itemresearch determine the issues that arise in the implementation of integrated management of complex organizational and economic structures, taking into account the current conditions of economic development in our country, as well as identifying the features and trends in the development of such management.

theoreticalAndmethodologicalbasisgivencoursework are works, works, achievements of scientific thought of domestic and foreign scientists in the field of economics, business planning, project management, system and cause-and-effect analysis, management of organizations and processes, and the study of the fundamentals and applied tasks of improving the efficiency of integrated management systems for complex organizational and economic structures.

In the process of research, methods of analysis and synthesis, system analysis and other general scientific methods were used.

When writing this term paper the author used various methods: analysis, synthesis, the philosophical method of historicism, which provides for the consideration of phenomena in connection with specific historical conditions, the principle of determinism, which determines the relationship of all phenomena of reality, and a comparative analysis of integrated management systems for complex organizational and economic structures in all the diversity of their manifestations and functioning, and other general scientific methods.

Along with general scientific methods (generalization and comparison), special methods were used at various stages of the work: direct observation, a descriptive method using methods of comparison, generalization and classification, contextual, component, comparative, pragmatic analysis.

1. Organizationintegratedlogisticmanagementcomplexstructures

The concept of logistics can be characterized from different positions. In this course work, we are interested in the definition of logistics from the point of view of the economics of the enterprise. Logistics is a collection various kinds activities in order to obtain at the lowest cost the required quantity of products at a specified time and in a specified place in which there is a specific need for this product. In other words, from an economic point of view, logistics is a means of managing material flows in the areas of production and circulation.

The main feature of the logistics management at the enterprise is a systematic consideration of the totality of all parts of the production process from the standpoint of a single material production chain, which is called the "logistics system". A logistics system (LS) is a complex organizationally completed (structured) economic system that consists of element-links (subsystems) interconnected in a single process of managing material and related flows, and the tasks of functioning of these links are united by the internal goals of the business organization and (or) external purposes. Mezdrikov, Yu.V. Analytical support inventory management / Yu.V. Mezdrikov // Economics and Management. - 2008. - No. 5. pp. 3-8.

In the logistics management of complex organizational and economic systems, the main elements of the logistics system are the material flows of the enterprise, its information and financial flows, as well as the organization's inventories.

Material flows are formed as a result of transportation, storage and other material operations with raw materials, semi-finished products and finished products - from the primary source of raw materials up to the end consumer in a certain period of time. Glazev, S.V. Organization of warehouse activities: a reference manual / S.V. Glazev. - M.: Business and service, 2007. - S. 14-16.

In the logistics management of material flows within the framework of in-house logistics systems, two main methods are used: pushing and pulling.

The push method in logistics management is a production organization system in which the objects of labor entering the production site are not ordered directly from the previous technological link by this site. The material flow is “pushed out” to the recipient by a command received by the transmitting link from the central production control system.

The pull system in logistics management is a production organization system in which parts and semi-finished products are fed to the next technological operation from the previous one as needed.

In addition to material flows, with integrated logistics management of complex organizational and economic structures, information and financial flows interact. The information flow is a flow of messages in speech, document (paper and electronic) and other forms, generated by the initial material flow in the logistics system, between this system and the external environment and is intended for the implementation of control functions.

Under the financial flow is understood as a directed movement financial resources circulating within the logistics system, between the system and the external environment, necessary to ensure the effective movement of a certain material flow.

In practice, there is no synchronism between the material, information and financial flows in the time of occurrence, direction, they do not interact with each other.

The main goal of the system of integrated logistics management of false organizational and economic structures is to prevent a shortage of production. To this end, the company needs to develop a specific inventory management policy. The inventory management policy consists of several main steps.

1. Analysis of inventories in the previous period, consisting of several stages.

The first stage of the analysis is to consider the indicators of the total amount of inventories, namely the share of current assets, the pace of development dynamics, etc.

During the second stage of the analysis, the structure of reserves is studied in terms of their types and main groups, and seasonal fluctuations in their sizes are revealed.

The third stage is to analyze the effectiveness of the use of various types and groups of stocks, as well as their volumes in general, which is characterized by indicators of their turnover and profitability.

2. Determination of the goals of the formation of stocks. Stocks of inventory items included in current assets can be created at the enterprise both in order to ensure the current production activities(current stocks of raw materials and materials), ensuring current marketing activities (current stocks of finished products), and for the purpose of accumulating seasonal stocks that support the business process in the coming period (seasonal stocks of raw materials, materials, finished products), etc.

3. Optimization of the size of the main groups of current stocks.

To achieve this goal, when optimizing the size of current inventories, a number of models are used, among which the “Economically Justified Order Size Model - EOQ” is most widely used. It can be used to optimize the size of both manufacturing and finished goods inventory. Novitsky, N.I. Organization, planning and production management: educational method. allowance / ed. N.I. Novitsky. - M.: 2009. S. 120.

The calculation mechanism of the EOQ model is based on minimizing the total operating costs for the purchase and storage of stocks at the enterprise. These operating costs are tentatively divided into 2 groups:

a) the amount of costs for placing an order (including the costs of transporting and receiving goods);

b) the amount of costs for storing goods in a warehouse.

The sum of the total operating costs for placing orders is determined by the following formula:

where OZ rz - the sum of the total operating costs for placing orders, rubles;

OPP - the volume of industrial consumption of raw materials and materials in the period under review, rub.;

RPP - the average size one batch of supply of raw materials and materials, rub.;

With rz - average cost placement of one order, rub.

The amount of operating costs for storing inventory in a warehouse can be determined by the following formula:

where OZ xp - the amount of operating costs for storing stocks in a warehouse, rub.;

C xp - the cost of storing a unit of goods in the period under review, rub.

When analyzing this formula, we can conclude that with a constant cost of storing a unit of goods in the period under review, the total amount of operating costs for storing inventory in a warehouse is minimized with a decrease in the average size of one shipment of goods.

The average size of one lot for the supply of raw materials and materials is determined by the formula:

Accordingly, the optimal average size of the production stock is determined by the following formula:

where PZ is the optimal average size of the production stock (raw materials, materials), rub.

Stage 4 - ensuring high turnover and efficient forms of inventory movement. These processes are managed by optimizing the material flows of all types of stocks. Material flow optimization is a selection process the best forms their organization at the enterprise, taking into account the conditions and features of the implementation of the technological cycle of its operating activities.

Stage 5 - justification accounting policy reserve estimates. For all types and varieties of stocks that have the same purpose and the same conditions of use, only one of the valuation methods can be applied.

Stage 6 - building effective systems for monitoring the movement of stocks at the enterprise. The main task of such control systems, which are an integral part of the operational financial controlling of an enterprise, is the timely placement of orders for replenishment of stocks and the involvement of unnecessarily formed types of them in the operational turnover. Pankov, V.V. Analysis of the content of some indicators of the financial condition of the business / V.V. Pankov // Economic analysis: theory and practice. - 2007. - No. 1. - S. 2-9.

As noted above, the objects of logistics management are moving material and information flows and stocks of products. The movement of any material flows is impossible without the concentration in certain places of the necessary stocks, for the storage of which infrastructure objects called warehouses are intended. In this regard, warehouses are an integral part of any logistics system. Dontsova, L.V. Analysis of financial statements: textbook / L.V. Dontsova, N.A. Nikiforov. - 4th ed., revised. and additional - M.: Business and Service, 2006. S. 16

Summarizing all of the above, we note that reserves of various kinds play a crucial role in the functioning of any large economic system. none manufacturing enterprise cannot exist without inventories. The results of the commercial activities of any enterprise largely depend on the volume of inventories. Inventory management is aimed at increasing the profitability and speed of circulation of invested capital. The warehouse complex performs the main functions of stock concentration and storage. The main tasks of warehousing at an industrial enterprise are to organize the normal supply of production with appropriate material resources and to minimize the costs associated with the implementation of warehouse operations. Volgin, V.V. Warehouse: management and analysis / V.V. Volgin. - M.: Dashkov i K o, 2007. S. 220-223.

2. WaysimplementationmeasuresByraisingefficiencysystemsintegratedmanagementcomplexorganizational and economicstructures

Modern production at large industrial enterprises in the specific conditions of a dynamically developing market environment in Russian realities is constantly acquiring the property of continuous changes, thus the importance of effective management of production development through the development of a strategy and development plan for this area of ​​the organization's activity comes to the fore.

One of the main ways to increase the production efficiency of any enterprise is the correct organization of integrated management systems for complex organizational and economic structures through increasing the level of integration and developing an effective corporate governance system at this enterprise.

The correct organization of integrated management systems for complex organizational and economic structures determines the need in the new conditions to widely use the principles and methods of designing a management organization based on systems approach. Without the development of methods for designing management structures, it is difficult to further improve management and increase production efficiency, since:

· Firstly, in the new conditions in a number of cases it is impossible to operate with old organizational forms that do not meet the requirements of market relations, create a danger of deformation of the management tasks themselves;

Secondly, in the field of economic management of technical systems, an integrated approach to improve organizational mechanism previously largely replaced by work on the implementation and use automated systems management.

· Thirdly, the creation of a management system should be based not only on experience, analogy, habitual schemes and intuition, but also on scientific methods of organizational design;

· Fourthly, the design of the most complex mechanism - the control mechanism - should be entrusted to specialists who own the methodology of forming organizational systems.

Since the purpose of an integrated management system is to ensure the achievement of the objectives of the organization, the design of the system should be based on the strategic plans of the organization. The integrated management system in the organization should be such as to ensure the implementation of its strategy. Changing external conditions may lead to the need to change the strategy of the enterprise, then to change its organizational characteristics and, ultimately, to the transformation organizational structure. Kaplan, R.S., Norton D.P. Strategy Oriented Organization: TRANS. from English. - M.: CJSC "Olimp-Business", 2003. S. 416.

The redistribution of tasks, rights and responsibilities, information flows increases the efficiency of the organization by increasing productivity and, at least temporarily, restrains the growth of costs, increases profitability. Improvement in organizational forms often contributes to the development of new and better strategic decisions.

One of the main tools for increasing the production efficiency of any enterprise is the proper organization of logistics management, through the development of an effective inventory and warehousing management system.

Proper organization of logistics management contributes to:

1) maintaining the quality of products, materials, raw materials;

2) increasing the rhythm and organization of production and transport;

3) improve the use of the territories of enterprises;

4)reduce downtime Vehicle and transport costs;

5) the release of workers from unproductive loading and unloading and storage work for their use in the main production, etc.

As mentioned earlier in this paper, inventories represent material basis production assets enterprises. Therefore, large organizational and economic systems need to constantly monitor the state of stocks, which should ensure continuous comparison of standard parameters with actual ones, that is, work as a control system.

As part of this monitoring, the enterprise needs to constantly determine the appropriate volumetric, spatial and temporal parameters of stocks, which will allow moving on to optimizing the placement of products in the warehouse, and, consequently, to minimizing costs. And the calculation of the standard characteristics of stocks (in physical terms) will allow, after budgeting (formation of procurement and storage budgets), to proceed to the optimization of costs associated with the formation and maintenance of stocks.

Central planning in the enterprise should concern only the last link in the logistics chain, that is, the finished product warehouse. All other production and supply units receive orders directly from the link closer to the end of the supply chain. For example, a finished goods warehouse has given a request (which is equivalent to issuing production order) for a certain number of products to the assembly shop of the plant, the assembly shop orders the production of subassemblies to the processing shops.

3. PlaceAndrolesystemsintegratedmanagementcomplexorganizational and economicstructuresVdevelopmenteconomyRussia.

Logistics - effective management of material and related information and financial flows with the optimal cost of all resources to fully meet the requirements of consumers. To achieve the goals, logistics management covers and combines into a single process such diverse activities as production, information exchange, transportation, procurement and inventory management, warehousing, cargo handling, packaging and others Sarkisov S.V. Logistics Management: Textbook. - M.: Delo, 2004. P.368. .

At present, such an innovative system is being formed in foreign firms, which is formed by merging together the traditional areas of logistics. Highly qualified managers and senior managers successfully work in the logistics management of the enterprise and often act as cross-functional coordinators of various private activities both inside and outside their companies.

Leading economic companies of the world successfully use logistics systems and technologies in their activities, which allows them to optimize the resources associated with the management of commodity and information flows. Among these technologies, it should be noted, first of all, such as "Just-in-time" ("Just in time"), "Requirements / resource planning" ("Planning needs / resources"), "Demand - driven Logistics" ("Logistics demand-oriented), Time-based Logistics, Value-added Logistics, Integrated Supply Chain Management ”), “E-Logistics” (“Electronic Logistics”) and others. Stepanov, V.I. Logistics: textbook / V.I. Stepanov. - M.: Velby Prospekt, 2009. S. 324.

Using the example of foreign countries, one can trace how developed the logistics management industry is: in such countries, logistics associations, organizations and communities have been created and function effectively. In addition, a large number of periodicals on various aspects of logistics are published, for example, in the USA there are about twenty such publications. Logistics has stepped far beyond the national borders of states. Interstate and transnational macro-logistics systems are actively developing, designed to facilitate the movement of information, goods, capital and people across borders. Periodically, world congresses on logistics are held. Logistics has received the most intensive development abroad over the past two decades. It was then that the modern marketing and integral concepts of logistics arose. Bolshakov, A.S. Modern management: theory and practice / A.S. Bolshakov, V.I. Mikhailov. - 2nd ed., corrected. and additional - St. Petersburg: Peter, 2008. S. 215

As part of the topic of this course work, one should dwell on such an important reason for the development and popularity of logistics management abroad as improving planning and management both within firms and between firms.

The management of complex economic organizations has the opportunity to overcome the contradictions between the interests of transport managers to reduce transportation costs, marketing departments seeking to increase stocks, and logistics departments to reduce the cost of maintaining inventory.

In this case, relying on the logistics requirements for accounting and minimizing total costs, there are more grounds for combining the use of different types of internal and external transport, coordinating warehouse, cargo processing and transport operations, transportation systems, stock management and sales of marketable products. Due to this, logistics approaches have influenced the strategy and tactics of intra-company management.

By expert opinion the use of such logistics methods can reduce the level of stocks by 30-50% and reduce the time of movement of products by 25-45%. According to the American specialist H. Peters, the use of logistics management methods in the processes of production and commodity circulation gives the following results. Inventory volumes are reduced by 30-70%, labor productivity is increased by 20-50%, production costs are reduced by about 30%, costs in the sphere of commodity circulation - by 20%. Pankov, V.V. Analysis of the content of some indicators of the financial condition of the business / V.V. Pankov // Economic Analysis: Theory and Practice. - 2007. - No. 1. - S. 2-9.

As for the logistics management in our country, there are some difficulties and contradictions. On the one hand, using the example of foreign countries in Russia, there is a growing interest in logistics management as something effective and modern, on the other hand, in modern Russian society there is an insufficient perception of the impact of logistics management on achieving certain goals set for the company. Many top executives of companies ambiguously imagine the potential opportunities of logistics in terms of improving business, increasing the competitiveness of Russian firms, and solving macroeconomic and social problems. At the same time, the problem of “staff shortage” is acute in our country. there are not enough certified logistic managers and managers. In Russia, the demand for well-trained employees in the field of logistics significantly exceeds supply, this is primarily due to the high level professional requirements to the training of specialists, which is due to a large complex of problems they solve.

Other factors also affect the development of logistics management in Russia, namely:

1) the difficult general economic situation and social tension in all sectors of society; social and economic crisis.

2) underestimation for a long time of the importance of the sphere of circulation (supply and sales), which occupies a key position in logistics abroad;

3) underdevelopment of the economy: irrational development of commodity distribution structures, a weak level of development of modern electronic communications systems, backward transport infrastructure (primarily in the field of roads) and the technical and technological level of development of vehicles;

4) low level of development of the production, technical and technological base of the warehouse economy, etc.

Thus, as we can see, the Russian economy is now going through a difficult period, in such a situation it is necessary to find ways out of the protracted crisis. One of these ways of development is the construction of a logistics management system in each large organizational and economic organization. For Russia, the formation and development of logistics production, trade, transport and information systems is of paramount importance, since through these processes our country is integrated into the world economic and information space.

On Russian market logistics concepts and management systems in business are mainly distributed by foreign companies with a share of foreign capital. Despite the contradictions, a positive trend can be traced in the Russian market: forward-thinking managers of many companies, adopting the experience of foreign colleagues, are striving to introduce logistics concepts and systems into their production.

Thus, logistics in modern world and Russian business is of an optimization nature. The potential of logistics in domestic business makes it possible to increase the organizational and economic stability of the company in the market. This is due to the integral effect of logistics management, which makes it possible to combine various efforts in the end-to-end management of material and related flows.

Therefore, the introduction of modern logistics concepts and systems is one of the strategic ways to increase the competitiveness of domestic business organizations.

4. Requirements,presentedTosystemintegratedmanagementcomplexorganizational and economicstructures

The integrated management system in logistics requires the integration of various functional structures and their participants within a single LAN in order to optimize it. This approach extends both to the microeconomic level of the organization and to the business platform. It is important that, when solving the problems of optimizing management at the micro level, within the enterprise - the "owner" of the logistics process, managers proceed from the task of optimizing drugs as a whole. The desire to combine supply, production and distribution is the only possible prospect in addressing the issues of achieving goals within the framework of the LS. This approach allows you to get accurate information about the status and location of the product / service at any time - from the "input" at the source of raw materials to the "output" - the receipt of goods by the end user, information about the production complex and the entire distribution network. The following arguments point to the advantages of an integrated approach:

· the separation of distribution, production management and supply issues can lead to disagreements between functional areas and relevant departments, which hinders the optimization of the system as a whole;

There are numerous contradictions between production and marketing. Combining into a system is the most adequate way to resolve them;

The requirements for the information system and for the organization of management are of the same nature and apply to all types of logistics operations. The task of coordination is to optimally link at the operational level the various requirements that arise in the LAN.

An integrated approach creates a real opportunity to combine the functional areas of logistics by coordinating the actions performed by independent LS units that share common responsibility within the target function.

As a consequence of such requirements, it is necessary to create and maintain a database for deviation management and for the development of alternative optimization solutions. The controlling system combines accounting, planning, regulation, information support of business processes into a single self-organizing system, while it is aimed at eliminating bottlenecks in the functioning of the company, at achieving positive business results in aspects of corporate strategy when used as the main tool for analyzing and regulating activities company's balanced scorecard of its effectiveness Bogatin, Yu.V. Shvandar, V.A. economic management business "Operational and production planning", M .: "LESMA", 2006. S. 95-98. .

The integrated management system in the field of logistics helps to increase the efficiency of the company, subject to the following requirements:

* establishing and maintaining the connection of logistics with the corporate strategy;

* improvement of the organization of the movement of material flows;

* timely receipt of information and technology for its processing;

* effective management labor resources;

* establishing relationships and exchange of experience with other firms in the field of strategy development;

* Accounting for profit from logistics in the system of financial indicators;

* determination of optimal levels of quality of logistics services in order to increase profitability;

* Creation and development of logistics operations.

When studying these requirements, it is necessary to give them a more detailed description.

1. Communication of logistics with corporate strategy. Logistics operations should be linked to the strategic plan of the corporation or firm. This is one of the most important conditions for achieving high profits from the use of integrated logistics management systems. Managers who use logistics in their enterprises have a different approach to improving the management of the movement of material flows and the activities of the organization. In the course of carrying out the assigned tasks, managers have a question: do logistics operations ensure the competitiveness of the company in the market? The most generally accepted approach in leading market positions is considered by the management of firms to be as close as possible to the consumer while ensuring the proper quality of products and logistics operations. Logistics specialists have developed a management scheme that provides for the connection of logistics activities with corporate strategy.

2. Improving the organization of the movement of material flows. This requirement leads to such an organization of logistics operations that would allow control of all functions for the implementation of tasks related to procurement, transportation, warehousing, storage of stocks and sales under the auspices of a single commercial unit. In other words, all logistics functions should be unified by the control of centralized and decentralized management, given that effective decisions can be made more easily if a special unit is responsible for all closely related logistics operations.

3. Timely receipt of information and technology for its processing. Fulfillment of this requirement in an integrated management system allows firms to benefit. Therefore, successfully functioning logistics departments consider computerization as a special source of realizing the possible chances of logistics in increasing profits. Using the possibilities of electronic data exchange with consumers, for example, it is possible to increase competitiveness and market share. Using computer-based models, you can also improve the quality of customer service.

Using the required level information support as one of the important conditions for achieving profit, companies began to actively invest capital in information management systems, respectively, reducing the costs of previously used, more familiar and traditional systems, which affects the performance of firms. For example, by investing in the improvement of information processing systems that link the administration, logistics departments, suppliers, companies achieve a sharp reduction in the level of raw material stocks (sometimes by 15-20 times).

4. Effective management of labor resources plays an important and decisive role in the mechanism of material flow management. In the presence of qualified personnel, the effective functioning of the logistics system becomes the most possible. The relevance and the most detailed approach to the selection of the workforce, its vocational education and training in recent years is already a standard practice.

5. Establishing relationships and exchanging experience with other firms in the field of strategy development is also one of the requirements for improving logistics. When implementing this requirement, companies establish well-coordinated and mutually beneficial cooperation with their business partners (brokers, suppliers, wholesalers, consumers, etc.). It is also important to coordinate the activities of the internal divisions of firms (production departments, sales departments, purchasing, marketing, etc.). Experience and practice confirm that the greatest success in increasing profits is achieved by those firms that have established strong ties with external and internal participants in commercial relations.

6. Accounting for profit from logistics in the system of financial indicators. Based on practical experience, firms have come to the conclusion that such logistics operations as transportation, warehousing and others are best evaluated by accounting departments or other structural bodies that measure the results of activities by profit. This strategy has been successfully used by some American firms. One illustrative example is Xerox Corporation. By providing tailor-made services, the firm has made substantial sales profits. At the same time, the logistics structures of the company guarantee the level of service that the heads of production departments require.

7. Determining the optimal levels of quality of logistics services in order to increase profitability is one of the ways of the strategic policy of firms. To determine the required level of service quality, additional revenues achieved from providing a high-quality service are identified and the ratio of the profit received from it to the costs associated with maintaining such levels is measured. It is also necessary to develop a market-oriented program indicating the levels of logistics service, which shows how it is planned to serve consumers of services in various classes (Table 1), established depending on their share in sales volume, as well as the lead time.

Table 1 - Customer Service Program

8. The creation and development of logistics operations is one of the most important requirements for logistics, contributing to significant cost savings. In this development, major issues (eg entrepreneurship strategies) are linked to “small” issues. But this can be done only with the improvement of knowledge and the acquisition of extensive work experience by the entire management team of the company.

American specialists D. Bushehr and G. Tindall believe that the fulfillment of the above eight requirements by firms guarantees the relationship of logistics with marketing and production, provides not only high-quality performance of all logistics operations, but also the creation of an effective, low-cost service for buyers, and will promote growth return on assets in the area of ​​activity under consideration, i.e. improving the competitiveness of firms.

Conclusion

The effectiveness of logistics in a company in accordance with the chosen logistics strategy described above is largely determined by the integrated system used, affecting all structural divisions.

The use of an integrated management system for complex organizational and economic structures in the field of logistics is functional in nature. The integrated management system requires the formation of a logistics infrastructure; establishing systems for collecting, processing and transmitting information; organization of transportation; proper placement of stocks; carrying out, as necessary, operations related to the storage of stocks in warehouses, cargo handling and packaging. The main efforts should be aimed at achieving the most best results in each functional area without taking into account their mutual influence and interdependence. Logistics is a complex activity that includes masses of individual operations, which determines the functional orientation. However, the high result of each of the functional areas of logistics is important, but only if it does not harm the overall integration.

Separate logistics functions in their combination form the three most basic areas of activity: physical distribution, logistics of production and supply. Internal integration of logistics requires coordination of the flow of stocks and the flow of information circulating between these areas. Integration requires the simultaneous achievement of common operational goals. These include responsiveness, minimum uncertainty, minimum inventory, upscaling, quality and life cycle support.

The integration of management in logistics systems with other functional divisions of the company allows for the most complete consideration of temporal and spatial influences in the processes of optimizing the management of material, financial and information flows to achieve the strategic and tactical goals of the company in the market. Thus, interaction with sales managers allows us to make a more accurate forecast of consumer demand and, accordingly, reduce transportation and storage costs. Interaction technical department and senior management allows you to bring a new product to the market at the right time and in the right quantity, expand the range according to marketing strategy companies in order to meet consumer demand and reduce production costs.

The system of integrated management of complex organizational and economic structures is just a tool in the hands of management, which, without the appropriate experience and high qualifications of management personnel, cannot guarantee the success of an enterprise.

system integrated management structure

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18. Kaplan, R.S., Norton, D.P. Strategy Oriented Organization: TRANS. from English. - M.: CJSC "Olimp-Business", 2003.

19. Lenshin I.A., Smolyakov Yu.I. Logistics. In 2 hours - M .: Marketing, 2010.

20. Logistics: textbook. allowance / B.A. Anikina [i dr.]. - M.: INFRA-M, 2008.

21. Logistics: textbook for university students / M.N. Grigoriev, A.P. Dolgov, S.A. Uvarov. - M.: Gardariki, 2006.

22. Models and methods of the theory of logistics: Forecasting; Calculation of stocks; Solving the problems of optimizing cargo transportation: a textbook for universities / ed. V.S. Lukinsky. - St. Petersburg: Peter, 2007.

23. Novitsky, N.I. Organization, planning and production management: educational method. allowance / ed. N.I. Novitsky. - M.: 2009.

24. Pankov, V.V. Analysis of the content of some indicators of the financial condition of the business / V.V. Pankov // Economic Analysis: Theory and Practice. - 2007. - No. 1.

25. Sarkisov S.V. Logistics Management: Textbook. - M.: Delo, 2004.

26. Skvortsov, Yu.V., Nekrasov V.A. "Organization and planning engineering production (production management)". Ed. " graduate School» M.: 2005

27. Stepanov, V.I. Logistics: textbook / V.I. Stepanov. - M.: Velby Prospekt, 2009.

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With the development of logistics and the emergence of ideology SCM in business organizations, the level of integration of logistics activities has continuously increased. At the same time, integration in logistics also developed gradually: from infrastructural integration through organizational to informational.

Integration 1 is an extremely capacious and frequently used term in management and logistics. Integrated management, integrated services, integrated logistics manager, integrated information systems / technologies - this is not a complete list of stable phrases currently used to describe logistics business processes in supply chains.

Infrastructure Integration was originally associated with the simple idea of ​​combining the management of logistics infrastructure facilities - the company's transport departments and warehouses - into a single transport and warehouse complex subordinate to the logistics service. Such a merger gave significant advantages to the company in terms of better synchronization of transport and warehouse operations (business processes) and more rational use of the material and technical base and fixed assets (structures, rolling stock of transport, handling and storage equipment, etc.). In the future, this integration also affected the information part of the logistics infrastructure - local information systems such as WMS, TMS and so on. (in part technical equipment and software).

Organizational integration was associated with the evolution of the type of organizational structure of the logistics services of companies - from a linear-functional management structure to a matrix and process-oriented one. As you know, these types of management structures are characterized by the transition from managing individual operations to managing their totality - integrated business processes - in order to optimize the company's resources and meet the requirements of end users.

Finally, information integration was caused by the need to build a single information space for supply chain counterparties, which would provide the necessary modern conditions speed, completeness and accuracy of obtaining the necessary data for the implementation of logistics business processes. Of particular importance were the development and implementation of integrated planning systems, inventory management in supply chains, electronic document management, supply chain monitoring systems, integrated corporate information systems, etc.

Creation of a single information space, i.e. environment for integrated planning and management of the entire supply chain 2 See paras. 218, 219.

rates, as well as coordination and communication of chain counterparties - the most important component SCM- concepts. The main goals of information integration for supply chain management are:

• achieving the required level of information openness (transparency) in relation to needs, capacity utilization and stock levels in the supply chain;
• operational forecasting of demand, planning of capacity utilization and the level of stocks in the chain;
• monitoring of logistics business processes and timely identification of deviations and disruptions in the functioning of the supply chain. Information systems perform

the role of a functional technical infrastructure that ensures the integration of counterparties into the concepts SCM. The objectives of this infrastructure are the strategic configuration of the supply chain (Supply Chain Configuration), tactical and operational planning (Supply Chain Planning) and operational supply chain management (Supply Chain Execution). To solve these problems, a special type of information systems was developed - Advanced Planning Systems - Advanced scheduling system supporting new scheduling logic to overcome weaknesses traditional systems planning and enterprise management. A/^-systems can be used as an addition to traditional transactional ^ld-systems, while acting as independent planning systems that can eliminate the shortcomings of traditional systems. To build a holistic information space for supply chain management as part of an integrated information support, in addition to ERP- and LDZ’-systems should include Customer Relationship Management (CRM) - customer relationship management, Supplier Relationship Management (SRM) - supplier relationship management, Supply Chain Event Management (SCEM) - supply chain event management and E-Supply Chain Management (E-SCM).

Development of information integration in the field of logistics and SCM is moving towards expanding the use of concepts/technologies such as СPRE (Collaborative

Planning, Replenishment and Forecasting) - joint planning, forecasting and replenishment of stocks, VMI (Vendor-Managed Inventory)- management of the supplier / seller of consumer stocks, SCMo (Supply Chain Monitoring)- supply chain monitoring, DCC (Demand and Capacity Collaboration) - interaction on demand and capacity management, CSRP (Customer Synchronized Resource Planning)- resource planning synchronized with the consumer, EVCM (Extended Value Chain Management) - advanced value chain management, ECR (Efficient Consumer Response)- effective response to customer requests, etc.

At present, in leading companies, the functional areas of business - supply, production, distribution, as well as logistics functions traditional in these business areas - transportation, inventory management, purchases and orders, warehousing, cargo handling, packaging - are integrated on the basis of a common information and computer platform, forming a strategic innovation system. The introduction of integrated logistics management methods into business practice allows firms to significantly reduce inventory, accelerate the turnover of working capital, reduce logistics costs, and ensure the most complete customer satisfaction in the field of product quality and related services.

In the concept of integrated logistics, coordination between the various functional areas of logistics (supply logistics, production logistics and distribution logistics) is of particular importance in terms of total costs, delivery service and flexibility.

Requirements for logistics integration and its essence

An innovative integrated approach to logistics and SCM requires expanding areas of integration. Today, the efforts of many companies are aimed at increasing the degree of integration SupplyС/шш-activities between interacting companies and within them. In addition to the information technology improvement measures mentioned earlier, which should

lead to acceleration and qualitative improvement of information flows between counterparties of supply chains, measures of physical, organizational and social integration are applied. The physical measures of integration include the reorganization of the logistics network or the trend towards spatial convergence (consolidation) of logistics activities in technology parks and logistics centers.

Organizational integration measures are attempts to introduce process managers, i.e. Supply S/shh managers who are responsible for coordinating the entire supply chain. At many enterprises, for the same purpose, SupplyС/г г///?-teams and committees. As an organizational effort to increase the degree of integration, one can cite the search for new, closer forms of cooperation between the supplier and the manufacturer (system supplier). In addition, efforts are often made to strengthen social and interpersonal bonds between Supply Chain-managers, for example, between employees of the planning department and the purchasing department of manufacturing or trade enterprises, on the one hand, and employees of the sales and order fulfillment departments, on the other hand.

SCM- an important, perhaps even the most important, component of today's activities of top managers of many leading companies. As practice shows, 60-80% of personal resources, costs and a significant part of the company's success are determined by how well or poorly organized the interactions of counterparties in the supply chains are. Many enterprises, engaged in different activities or involved in many parallel supply chains, face the challenge of intelligently “horizontal” integration of such links into the value chain for customers. Horizontal integration is applicable where the synergy from the linking of processes gives better results than the isolated execution of activities within functional areas. For example, successful companies Siemens and 3 M have recognized the potentials of partial, carefully chosen combinations of activities of various supply chains and are making great efforts to implement them. Companies that anticipate the subsequent requirements of day-to-day integration and coordination of activities in the supply chain already at the stage of product development and market selection will achieve better results than those that operate without harmonization of various levels of activity.

• The term "integration" comes from the Latin. integer - whole, restored. In the dictionaries of foreign words of the Russian language, the concept of "integral" is defined as inextricably linked, integral, unified. In the generally accepted sense, integration means: 1) the state of connection of individual differentiated parts and functions of the system, the organism into one whole; 2) a process leading to a state of connectedness of individual parts and functions of the system. A detailed semantic analysis of the term "integration" in relation to logistics and management is given in the work: Sterligova A.N. Analysis of the meaning of the term "integration" in the context of organization management // Logistics and supply chain management. - 2005.- No. 6.

Introduction.

Logistics is considered as a set of actions for the integrated management of circulating material and information flows in the economy and as an interdisciplinary science.

Logistics as a science establishes a connection between stocks, capacity, performance and flexibility of the system, allows you to overcome inertial processes in the transition from partially optimal to fully optimal systems.

Logistics methodologically based on well-known approaches that are used in the planning and management of production and economic systems. At the same time, specific methods are also used to manage supply chains, arising from the characteristics of the teaching of material flows and the concept of a systematic approach. This feature finds its expression in the methods for solving multidimensional optimization problems, which are set within the framework of macrologistic systems.

Option number 4.

1. Algorithm for building logistics systems. Integrated logistics systems.

Logistics system is a dynamic, open, stochastic, adaptive complex or large system with feedback that performs certain logistic functions (LF), for example, an industrial enterprise, a territorial production complex, a trading enterprise, etc. LS, as a rule, consists of several subsystems and has developed connections with the external environment. Purpose of drugs- delivery of goods and products in maximum compliance with the requirements of consumers at a minimum (given) level of costs.

The construction of logistics systems is usually implemented according to the following general algorithm:

1. Collection and analysis of the necessary information to build such a system, subject to the necessary restrictions for its operation.

2. A clear statement of the purpose and task of creating the system, as well as the restrictions accepted in this case.

3. Analysis of the shortcomings of existing control systems and possible ways to eliminate them.

4. Determination of data on the required input and output material, financial and information flows circulating between the system and the external environment.

5. Development of possible options for the created logistics system when choosing the best one according to the established economic criterion.

6. Coordination of interests of all participants in this system and documentation between them.

7. Detailed development of the concepts of the logistics system from the standpoint of macro- and micrologistics. When studying processes in logistics systems, it is possible to use two fundamentally different approaches. One of them is local, the other is systemic. The system approach and system analysis suggest that the system itself is a complex object, where it is necessary to take into account:

1) a close relationship between the abundance of factors that determine the behavior of this structure;

2) incomplete definiteness of the behavior of the system, and especially in the process of its development. 2.(78s.)

A systematic approach allows you to establish the principles on the basis of which logistics systems are developed and to put into practice an optimization solution according to a criterion common to this entire structure. But on the other hand, if this system becomes too cumbersome, it cannot be implemented from a practical point of view. In this case, it is advisable to divide into a number of subsystems, and take into account the input and output information in them in possible ways. best options. But in any case, the systems approach combines in rational proportions the methods of analysis and synthesis of systems.

The construction of logistics systems is based on four main paradigms: analytical, technological (information), marketing and integral.

Analytical paradigm represents the initial classical approach to logistics as a theoretical science dealing with the problems of managing material flows in production and circulation. An example of the concentration of research around the analytical paradigm are American universities, where logistics is one of the fundamental disciplines. Analytical is based on a solid theoretical base, using in research methods and models of inventory management theory, economic cybernetics, mathematical statistics, queuing theory. As a result, a complex economic and mathematical model is developed, but it is difficult to implement it in practice, and sometimes it does not make sense. Therefore, its use is limited to intra-production processes, where there is the same type and not so diverse initial information, and the construction of an economic-mathematical model does not cause any particular difficulties. For most firms interested in an integral approach to logistics research, the analytical paradigm is not comfortable.

The technological paradigm emerged in the 1960s. and is closely connected with the rapid development of information and computer technologies. The philosophy of this paradigm lies in the fact that, on the one hand, it is possible to formulate the general problem of managing the material flow of a logistics facility, and, on the other hand, to synthesize information and computer support for solving the problem.

Technological (information) paradigm basically involves solving simple managerial tasks with the use of information and computer technologies. The logistics management strategy helps to solve a number of administrative functions: planning, procurement of material resources, regulation of production problems, distribution of finished products, etc. An example of practical use is the MRP \ DRP systems in intra-company planning of purchases and product deliveries. The disadvantage is that such logistics systems do not have flexibility and dynamism and are not able to regulate the relationship of manufacturers with suppliers and end users of products. Logistics systems built on the principles of the technological paradigm are not sufficiently flexible and dynamic in relation to modern requirements for the development of a market economy.

Since the early 1980s Until now, in a number of developed countries, when synthesizing branded logistics systems, the marketing paradigm is often used. Models using this paradigm aim to describe and explain the relationship between the logistics system and the firm's ability to compete.

Marketing Paradigm began to develop over the past twenty years and obey the strategic goal of the company - the strategy of competition in the product sales market. The solution of models using this paradigm is based on high-quality and reliable initial data, which, of course, makes it difficult to obtain simple analytical solutions. A practical example is the LDP (supply chain management systems) system. This system provides:

conceptual marketing approach to inventory management in the distribution network within the firm;

forecasting the needs for material resources and demand for finished products;

determination of needs for vehicles;

determination of the optimal number of links in the logistics chain;

integral paradigm. In the models of logistics systems designed on the basis of this paradigm, the material flow is presented as an integrator of the entire process. At the same time, the integrating function can be extended to a number of enterprises, organizations, contractors, generalized functions, information systems and financial institutions. In other words, the logistics system is presented as an integrated system that implements the goals of the enterprise. 3(145 p.)

Today, many business organizations in practice, as a rule, combine the use of the above three paradigms. However, in recent years, a new logistic paradigm has taken root and is widely spread, which most researchers call integral. It essentially develops marketing, taking into account the new prerequisites for business development at the present stage, which include the following:

a new understanding of the mechanisms of the market and logistics as a strategic element in the competitive capabilities of the company;

new prospects for integration between logistics partners, new organizational relationships;

radically changed technological capabilities, in particular flexible production and information and computer technologies, which opened up new horizons for control and management in all areas of production and circulation of products.

An example of the use of integrated logistics is the concept of JIT (just-in-time - just in time), TQM (Total Quality Management - total quality management), integrated distribution systems, etc.

The creation of such a logistics system as ISCIS (Integrated Supply Chain Information System) was based on the integral paradigm - an integrated information system serving the logistics channel. ISCIS implements the integrated coordination of logistics systems and links at the micro and macro levels, both in terms of material and information flows, using the online message processing mode in telecommunication networks.

The integral paradigm is successfully used in the synthesis of macrological structures. An example is the creation of a global network of trade centers (Trade Point) within the framework of the UN international program to improve the efficiency of world trade (UNCTAD program 1995-2005).

The essence of the new integral paradigm is to consider logistics as a kind of synthetic management tool, integrated by the material flow to achieve business goals. In this regard, we consider it expedient in the formation of integrated micrologistics production systems for pharmaceutical enterprises, including HFP, to adhere to the integral paradigm and consider the logistics system as a whole - an integrated system that implements business goals from the supplier to the end consumer.

The real need for integration is becoming inherent in all commercial enterprises, regardless of industry, just like a public sector organization. Today's conditions for the development of the Russian economy urgently require the creation of conditions for the unification of industrial, commercial enterprises and companies serving the market infrastructure into integrated logistics systems. It is they who are able to quickly, timely and at minimal cost deliver products to the consumer.

The main trend of modernity, including processes in the global economy, is the acquisition of new factors of logistics efficiency, the merging of its traditional areas of application and the formation of a qualitatively new strategic innovation system - integrated logistics .

The prerequisites for an integrated logistics approach are:

A new understanding of the mechanisms of the market and logistics as a strategic element in the implementation and development of the competitive capabilities of the enterprise.

Real prospects and trends for the integration of participants in logistics chains among themselves, the development of new organizational forms - logistics networks.

Technological capabilities in the field of the latest information technologies, opening up fundamentally new opportunities for managing all areas of production and commercial activities.

The dynamics of market relations, the globalization of international business and resource constraints lead to a significant increase in the speed of material, financial and information flows, a reduction in the number of intermediaries in logistics chains, and a decrease in the stability and reliability of their functioning. Therefore, the achievement of the strategic goals of enterprises becomes possible when the existing logistics systems are transformed into integrated logistics networks. The work of enterprises as part of logistics networks determines a number of advantages associated with the combination of independent risks, i.e. a decrease in the number of "fluctuations" in the system, as well as a significant reduction in costs and an increase in the quality of the functioning of the entire system. The main reason for their creation lies in the fact that the success of the company depends not only on the availability of its own resources, but also on the ability to attract resources and the competitive capabilities of other participants. Integrated logistics is characterized by the features of the movement of economic resources that ensure the functioning of any business enterprise. On fig. Figure 1 shows an enterprise logistics scheme that provides the operation of various streaming processes that require integration. building logistic systems and focusing attention ... on a special algorithm. So, first... integrated micrologistics system, which combines financial planning And logistics operations. This system ...

Restructuring systems management of the household part of the MLPU Semenovskaya Central District Hospital

Thesis >> Management

3)8. Private streams Integrated material flow PATIENT financial... designing logistics systems. 3.4. Design principles and building logistics systems, formation logistics connections. 3.5. Logistics informational systems And...

Perfection logistic systems by optimizing the combination of industries

Abstract >> Logic

Agricultural holdings and the like integrated structures. Logistics is ... decisions (the so-called algorithm actions). Knowledge of metrics... systems; they should be taken as a basis for planning and setting goals. Principles building logistics systems ...

Goals and role of information flows in logistic system

Abstract >> Logic

Applications integrated information and management systems, ... basis for building all logistics systems. In ... information flows in logistic system The importance of information logistic systems, first of all ... special algorithm on the...

When analyzing the integration approach, it is necessary to determine both the physical boundaries and the internal content of the integration process, i.e. correlate measures and proportions of quantitative (horizontal and vertical) and qualitative integration.

Vertical integration should develop from the lower level of the company's management, engaged in operational and technological activities, to the organizational and functional level of middle managers and further to the top management, which is involved in the development of the enterprise development strategy. However, in reality, the laws of social ordering of economic actions intervene in the logic of such development, i.e. such changes are possible only after the idea of ​​logistics is recognized as a modern competitive strategy at the highest level of the company's management, and the mission and overall strategy of the enterprise are determined taking this provision into account. Only after such strategic recognition begins the process of implementing a logistics approach to managing the company's resources.

The process of transition to the logistics organization of the company's resource management can proceed according to different scenarios and affect different aspects of its management:

• - levels of the company's management structure (operational-technological, organizational-functional and strategic);
• - various types of resources that make up the resource potential of the enterprise;
• - organizational structure of the company management;
• - external forms of organization of economic and business relations firms with the subjects of the external environment.

The choice of a set of methods, algorithms and schemes used in the process of vertical integration is determined by: personal factors of decision makers, norms of behavior and interaction of company employees, rules of interaction between participants in economic relations. All these factors have a social origin, depend on the institutions accepted in society, and are transformed along with institutional changes.

Vertical integration is a process of enlarging and complicating management structures, occurring both in hierarchical levels (technological, operational-tactical and strategic), and in organizing internal and external relationships of emerging logistics systems.

Logistics system in its horizontal (on the flow) striving to expand the boundaries is faced with the problem of management organization, which cannot be resolved within the existing traditional, so-called market regulation mechanisms. In general, the concepts of "management" and "system" are organically interconnected and interdependent categories. The integration of all management subsystems into a single whole, the consideration of the management system as an integral phenomenon is an objective necessity, the application of a systematic approach at a higher level. Currently, there is a demand for the creation of such organizational and legal forms of management structures of logistics systems that could optimally combine the advantages of deterministic hierarchical structures with legal isolation (market independence) of firms included in the logistics system.

The need for new forms of management of logistics systems, formed from legally independent entities, is the result of the joint action of two external processes occurring in the economy: differentiation, specialization (i.e. division) and integration, interconnection (i.e. association).

Differentiation determines the trend towards the international division of labor and is manifested in the division of enterprises into specialized and highly specialized activities, in the divisional organizational structure of building large companies. Integration is manifested in the joining of efforts in certain activities in order to obtain an integral or systemic effect.

A significant drawback of the market mechanism is the focus on profit maximization in the short term and the absence of such clear goals in the long term. It can be eliminated by replacing traditional competitive relations with various forms of cooperation. It's about on the formation and structuring of new organizational and legal forms of associations of firms, the emergence of new norms, rules and forms of organization of economic and business relations. This institutionalization of economic forms and actions develops into a vertically integrated process that ensures the vital activity of logistics systems and its components. structural elements.

This process is implemented in the contract model, which determines the relationship between the parties regarding the exchange of values ​​(tangible and intangible) on a contractual basis. Within the framework of such interaction, there is a constant development and transformation of various forms and methods of building organizational structures and mechanisms, legal support, and the ethical content of such activities.

We are not talking about the existence of a special logistic model for building management structures and interaction of subjects in the market, but the modern period of the evolution of the contract economy can be called the period of a logistic organization. The current state of economic science and the practice of conducting competition are characterized by the expansion of the scope of application of the principles and methods of logistics, which manifest themselves primarily in the process of logistics integration. The needs of enterprises for new competitive advantages are realized through the use of the integral potential (synergy) of logistics systems.

The search for adequate forms of management through the development of both administrative and contractual methods, through institutionalization is one of the main tasks and a continuous process of development of logistics at the present stage.

Logistics integration affects another aspect - the formation of a logistics flow. Its substantive composition includes material, informational, financial flows, and the fourth flow, personnel, is beginning to be actively developed. As research progresses, attempts are made to define legal and service flows.

Thus, logistic integration seems to be a multidimensional process of building logistic systems. This process takes place in different directions and not in an abstract market model of entrepreneurial activity, but in the space of specific economic relations. There is always an initiator of building such a system - a company in which, at the strategic level of management, logistics is perceived as a competitive development strategy. Only under this condition can the search for options for using the logistics approach in building the company's strategy begin. At the same time, the search for new forms of organizing relations with all the subjects with which the company interacts in the value chain begins. When logistics management goes beyond a specific legally and territorially separate company, the most difficult stage in building a logistics system.

The complexity of micrologistic integration is associated primarily with the nature of man and human relationships. In whatever direction of functional activity the integration process takes place in the company, at a certain level of development there is an urgent need to modify the management structure (reorganization) of the company. In practice, a change in the organizational structure of the company, attempts to introduce logistics management into management are faced with explicit or hidden

counteraction that follows from human nature and human relationships. Breaking the old stereotypes of doing business, overcoming psychological inertia, changing the established rules and norms of doing business, the style of work, the usual hierarchy is a difficult and painful process for employees of the enterprise. Relations that go beyond the boundaries of the firm are affected by a significant number of probabilistic factors of the external environment that are difficult to analyze and predict, which are in a complex interconnection and interdependence.

The meaning of logistics integration is largely focused on the material component of the logistics flow and is defined as the unification of all participants in the value chain, from primary sources of raw materials through all stages of the reproduction process to the end consumer to create use value with the lowest total costs.

The fundamental idea of ​​logistics integration is the creation of a logistics system that implements business goals, i.e. effective organization of the process of movement of inventory flow from the supplier to the end consumer. Building such a logistics system is, in fact, the goal that firms are trying to achieve using various forms and methods of the integration process. However, the goal itself and its schematic representation do not give an idea either about the process of such integration, or about the difficulties and existing obstacles, or about the actual spatial construction and interaction of participants (subjects) in such a system.

The complexity of achieving the ideal representation of logistics integration in the form of building a macro-logistics system is explained by the following factors:

• - the complexity of the market structure (external environment), which affects the functioning of the system and determines it;
• - a significant number and high variety of connections of the system with the external environment;
• - stochastic impact on the system of a large number of environmental factors;
• - a large number and heterogeneity of independent entities participating in the value chain that need to be combined into a system;
• - differences in the nature of the processes of functioning of market entities, which are also systems, as well as the unevenness of their development;
• - the complexity of business relations (on the one hand, interactions of an integrative plan: commonwealth, assistance, cooperation, partnership, and on the other hand, disintegrating and destructive interactions: competition, conflict, confrontation), which determine the unpredictability, randomness, paradoxicality, instability and irrationality of relations and connections between subjects;
• - types of interaction, which can be extremely diverse with multi-variant interaction;
• - discrepancy in the rate of performance of functions by the elements of the logistics system;
• - the complexity of the functions performed by the logistics system, as well as the versatility and constant complication of the process of its functioning;
• - the possibility of multivariance of the processes of functioning and development of the system;
• - the presence of complex management and structural features of managing a complex logistics system;
• - multidimensional (technical, economic, institutional, social, psychological) aspects of the process.

Due to the fact that in the process of logistics integration two models for building management structures are used - administrative and contractual, this process can occur in the following areas.

• 1. Expansion of the logistics system within the framework of any organizational and legal form of existence of the company(i.e. the organization of a corporate business) and, within the framework of such an expanded enterprise, the construction of an appropriate logistics (meso-logistic) system (meso-level of integration). Organizational and legal (legal) forms of such firms may be different depending on the laws of the countries registering them. Most often this joint-stock companies(open or closed), companies with limited liability, state organizations, corporations, consortiums. In business practice, the following terms have taken root to designate such large enterprises that have geographically dispersed structural divisions: a company, a corporation, a concern, a holding. The main backbone factor in building a logistics system of such a structure is the administrative model of the management system, and the integration process starts from the highest level strategic planning corporations. The reasons limiting the growth of the size of such a firm (before building a macrologistic system) are the increasing costs of intra-company transactions, as well as the trend of differentiation in business (international division of labor, specialization).
• 2. Specific contractual association of several legal entities in intercorporate structures, so-called business groups. The content of this aspect is determined by the design of relationships and the creation of associated structures. The basis of such organizational decisions is formed by legislative norms providing for the right of enterprises to join unions, associations on the terms of the freedom to choose a specific form of association and organization of internal relationships. This kind of coordination of economic activities, which is not reduced to either conventional contracts or relationships within the intra-company executive vertical and which occupies an intermediate position between the market (contract) and administrative forms, is sometimes called economic quasi-integration. A business group is understood as a set of enterprises and organizations, the coordination of actions of which goes beyond the usual contracts in the markets of goods and debt capital, but takes place while maintaining the status of partners in the group as separate economic entities legally or economically independent enterprises, organizations. The main organizational and economic forms of business groups in world practice include: large companies having a divisional structure; holding companies together with the enterprises controlled by them; financial and industrial groups; network industrial organizations; strategic alliances and consortia. Among the many reasons why firms go for such associations, a special place is given to coordinating joint activities by regulating access to individual production resources and reducing costs by cooperating in logistics activities. For an adequate solution of these problems, a mesological system is being formed that unites the firms of the business group. The organization of management in such a system is an attempt to combine the decentralization of management and the concentration of resources. Management occurs with the allocation of a coordinating center operating on a regular basis, using the possibility of control, which gives it the possession of titles of ownership of the merged firms. Such a control mechanism is based on the voluntary centralization of a number of powers by the group members. In recent years, the integration of enterprises is increasingly taking place without relying on joint-stock ties and is caused by an increase in the importance of innovation and information principles in economic development.
• 3. Interaction and purposeful coordination of cooperation between legally separate enterprises and (or) groups of enterprises, consisting in certain contractual (legal and organizational) forms of business relations, which, in order to meet the needs of the emerging logistics system of the company, cannot rely only on the framework of market coordination. And although business relations are considered as a way of interaction between participants (subjects) regarding the exchange of values ​​(tangible and intangible), it is important to note that they are established and developed in a certain legal environment, ethical and moral rules of interaction between market entities. However, when forming a logistics system, various mutual expectations of the subjects of business relations come to the fore. These are, first of all, the expectations associated with the evolution of the company's strategic goals. The short-term goal of profit maximization is replaced by the goals of creating competitive advantages, long-term increase in competitiveness potential. Mutual expectations in such conditions relate to the expectation of the effect of the joint concerted action of firms (synergistic effect), are based on the ideas, knowledge and experience of decision-making managers of firms and may not coincide, cause conflicts, misunderstanding. These personal factors are the most difficult and insurmountable obstacles to the expansion of the logistics system outside the firm based on the contract model. They cannot be resolved by administrative procedures, only the negotiation process of reconciling the interests, goals, intentions and will of the parties through mutual trust, mutual respect and mutual interest based on full mutual awareness is possible. Mutual expectations in the negotiation process are manifested in the formation of specific flows of mutual obligations and responsibilities that ensure the integrity of the logistics system. Under the influence of these conditions, in addition to traditional contracts (purchase and sale, deliveries, etc.), new, more effective contractual methods for conducting commercial operations have become widespread - such as an agreement on the exclusive sale of goods (a commercial concession agreement), a franchising agreement, in which the need for integrated management and control over the functioning of the logistics system. A special place in the emerging new contractual relations is given to information interactions of subjects, the quality and quantity of mutual awareness. Attempts to form large logistics systems without isolating and building a common hierarchical management system led to the development of a new organizational form - a network one.

The specificity of the logistics integration process outside the micrologistics system is the involvement in the structure of the system of specialized firms and organizations of the infrastructure complex, offering services that can rightfully be called logistics services or logistics services. The inclusion of firms providing a variety of logistics services also occurs at all levels of logistics integration, so the emergence of specific service flows and their management is a task that arises in the process of integration when going beyond the boundaries of the company.

Another feature of logistics integration can be called the emergence of flows of mutual obligations and responsibilities, which are generated by network methods of interaction between firms in the contract model of management organization and ensure and maintain the integrity of the macrologistic system. Logistics systems as economic and organizational systems must have a certain status, which can only be achieved in the institutional aspect, through the redistribution and delegation (moreover, voluntary) of the powers of the owners.

These features are an expression of the institutionalization of economic forms and actions that form a vertically integrated process that ensures the vital activity of logistics systems and its constituent structural elements and processes of different levels. It is in the process of vertical integration that the institutional aspect of logistics is manifested.

The expansion of logistics systems, their functioning at the macro level and the involvement of the infrastructure component of the economy in these systems lead to an increasing penetration of logistics into all areas and levels of the economy, which indicates a trend towards expanding the logistics organization of the economy. This is due to the fact that it is in the complex of logistics at the present stage of economic development that all the expedient aspects of optimizing social and economic relationships are focused.

As part of the integrated logistics flow, this level constitutes strategic logistics, which implements all long-term decisions related to logistics in general. Its real result is the creation of an effective integrated system of functional management of material and other flows, ensuring the effective implementation of the logistics process.

Strategic goals are decomposed into solutions of lower levels, and actions are taken to achieve them, which is carried out at the tactical and operational levels of management. The implementation of these solutions is associated with the implementation of specific algorithms, the difference is determined only by time periods, so we combine them in a classification plan into technological logistics.

At the level of technological logistics, what D. Waters calls "logistics tactics" and "logistics operations" is carried out. In moving to implement the strategy, efforts should be concentrated in the following areas:

• - customer service;
• - placement of infrastructure elements;
• - stock management policy;
• - transport;
• - configuration of supply chains;
• - availability of auxiliary processes;
• - strategic relationships;
• - organization of infrastructure;
• - use of information technologies.

The subject of management compromises in the process of logistical integration of various entities will be a very significant number of alternatives. From the point of view of a logistics organization, the supply chain of a product consists of several levels of suppliers providing the resources necessary to perform basic operations, starting from the initial sources, as well as several levels of consumers moving materials to end users. The process of formation of the logistics integration space is shown in Fig. 2.7.

If outside the integration space, individual subjects of the business process focus their efforts mainly on the implementation of measures related to the management of internal costs, then in the space of logistics integration, the results of cost management are evaluated from the point of view of the functioning of the logistics system as a whole. In this figure, Ml, M2, M3, M4 are the missions of the supplier, manufacturer, distributor and recipient, respectively. At the level of missions, competitive strategies and business strategies, enterprises retain complete autonomy. As for functional strategies, in Fig. 2.7 only one logistics is presented, since others (production, financial, etc.) are not the subject of our consideration. It is the strategic and technological levels of logistics that become the subject of compromises in the space of logistics integration.

At the stage of interaction of the individual logistics strategies of the company, it becomes necessary to form a common compromise logistics strategy of the participants - the subjects of logistics integration, and on this basis - to create a common space for logistics integration. When forming a common integrated logistics strategy, among the most important areas of mutual

Rice. 2.7. The formation of a space for logistics integration, interaction and cooperation of participants in the emerging logistics supply chain requires the solution of the following key issues:

• - determination of the optimal level (degree) of logistics integration from trade partnerships to the formation of alliances as the highest degree of logistics integration and the creation of logistics centers;
• - standardization and design of goods, determination of its price in the final link of commodity circulation;
• - coordinated development of participants in the logistics chain;
• - development of a system for measuring the total costs of integration participants;
• - logistics design as a continuation of production design, meaning the simplification of product designs, facilitating their production and assembly, the development of packaging, methods and means of transportation, warehousing and storage;
• - global positioning of the logistics infrastructure;
• - a unified inventory management policy in order to minimize their total size throughout the entire supply chain;
• - synchronization of costs by phases of the product life cycle, development of logistics recycling activities;
• - determination of the agreed degree of global information transparency and joint design of information systems and software products.

The logistics solution for the comprehensive supply of the company must meet the strategic goals of the company and implement the overall goal of the company's logistics in creating an effective integrated functional management system that ensures high quality deliveries. The common goal is realized only if the basic rules of logistics are met. Thus, management decisions Logistics of the company based on the strategic goals of the company (mission) are taken at two levels: strategic and technological, which is schematically shown in Fig. 2.8.

At the strategic level- the level of strategic logistics - the company's policy is developed in the field of interaction with the subjects of logistics integration, are determined general principles building a logistics system (logistics supply chain) for a long period of time; functional strategies and policies of firms that are mutually consistent and do not contradict each other.

At the technological level the development of algorithms for managing the movement of goods, consideration of organizational issues, the influence of which is limited in time, is carried out. This is a technological implementation of algorithms for managing goods distribution operations, performing specific operations for packaging, labeling, loading, unloading, etc. Such operations include the delivery of materials, warehousing and storage, packaging and aggregation, as well as transportation by any mode of transport. This also includes related operations - route selection, development of traffic schedules and maintenance of vehicles, the purpose of which is to close the territorial gap between production and consumption. They ensure the reliable delivery of goods from the place of production to the places of consumption at the right time and in the right condition.

According to this component of the functioning of the logistics flow, one can judge the adequacy of the tasks and problems facing the subjects of the logistics supply chain.

Thus, complex analysis The functional and resource content of logistics integration allows us to define it not only as a system of organizational and functional activities of a technological nature, but also to establish that the economic content of this activity is the creation of an additional value of a resource (goods) through transformational transformations of the logistics flow.

An integrated approach in logistics requires the integration of various functional areas and their participants within a single LAN in order to optimize it. This approach extends both to the microeconomic level of the firm itself and to the business platform (B2B or B2C). It is important that, when solving the problems of optimizing management at the micro level, within the enterprise - the "owner" of the logistics process, managers proceed from the task of optimizing drugs as a whole. The desire to combine supply, production and distribution is the only possible prospect in addressing the issues of achieving goals within the framework of the LS. This approach allows you to get accurate information about the status and location of the product / service at any time - from the "input" at the source of raw materials to the "output" - the receipt of goods by the end user, information about the production complex and the entire distribution network. The following arguments point to the advantages of an integrated approach:

¦ separation of distribution, production management and supply issues can lead to disagreements between functional areas and relevant departments, which hinders the optimization of the system as a whole;

There are numerous contradictions between production and marketing. Combining into a system is the most adequate way to resolve them;

¦ the requirements for the information system and for the organization of management are of the same nature and apply to all types of logistics operations. The task of coordination is to optimally link at the operational level the various requirements that arise in the LAN.

An integrated approach creates a real opportunity to combine the functional areas of logistics by coordinating the actions performed by independent LS units that share common responsibility within the target function.

As mentioned above, at present, the concept of integrated logistics in Western business has been transformed into the business concept of Supply Chain Management - SCM - "Supply Chain Management".

Organizational information integration of counterparties of the logistics system

The idea of ​​integrated logistics is based on the fact that enterprises that are part of the supply chain are increasingly understanding the need to follow the same goal - working towards a common end result associated with satisfying an identified need. To do this, they must mobilize their efforts and direct them towards coordination of actions.

In the theory of integrated logistics, there are two levels or two approaches to integration. The first is the integration of logistics functions at the enterprise level or in-house integrated logistics. The second is integration across the entire supply chain or intercompany integrated logistics. Their commonality is determined by cross-functional integration.

Departure from the idea of ​​integrated logistics at the level of a particular enterprise leads to the following negative consequences:

* the enterprise has different, often conflicting goals;

* there is duplication of effort and a decrease in productivity;

* communications are deteriorating and the flow of information between individual structural divisions enterprises, which in turn hinders coordination between them and leads to lower

efficiency, higher costs and ultimately worse customer service;

* the degree of uncertainty in the functioning of supply chains increases and the duration of delays increases;

* unnecessary stocks of buffer, insurance purposes appear between individual elements, such as, for example, stocks of work in progress;

* important information, such as total logistics costs, becomes unavailable;

* logistics as a whole receives a lower status in the enterprise.

Obviously, the main way to avoid these consequences is to consider logistics not as a set of functional activities, but as a single integrated function. Intra-company integrated logistics is the provision at the enterprise level of the interconnection of supply logistics, intra-production and distribution logistics, which are carried out in the form of a single end-to-end function that implements the logistics functional cycle.

In practice, it is quite difficult to integrate all logistics within an enterprise. There are many different types of activities, all types of operations, using different systems and widely dispersed geographically in the intra-company supply chain. The solution may be a gradual integration that builds up over time. For example, one department may gradually take over all aspects of placing orders and receiving raw materials and products. Another department is to take care of all issues related to the delivery of finished products to customers. Some enterprises choose to stop the integration process when they reach this level, and therefore they work by performing two functions:

* material management (materials management) - a site docked with production and responsible for the flow of incoming raw materials and the movement of materials from one operation to another. The controlled movement of the material flow in the integrated system "supply - production" is determined by the concept of "material and technical support of production";

* physical distribution (physical distribution) - a site docked with marketing and responsible for the outgoing flow of finished products.

Despite the existing signs of integration with production, and they are characteristic not only of physical distribution, but also of material management, in general, this approach retains the separation of the supply and marketing functions, which can be overcome in only one way - by combining the two functions into one responsible for all movements. materials at the enterprise level.

Despite the obvious benefits of intra-company integrated logistics, when trying to implement this approach, as a rule, there are some difficulties. They stem from the fact that managers in logistics and other related areas marketing, for example, must solve a rather difficult task - to overcome the "parochial" thinking that is characteristic of relatively isolated functional divisions of enterprises. They must learn new ways of working and establish new relationships with each other, creating a culture based on team approach and cooperation, rather than achieving their own goals and conflicts with each other. Top managers in this situation should play the role of cross-functional coordinators.

Internal integration should be facilitated by the development of the practice of accounting and analysis of general logistics costs. In the traditional approach, each of the cost elements was considered separately from the others, and therefore it was believed that a reduction in costs for one of the accounting items should automatically lead to a decrease in total costs. But in the 60s. of the last century, enterprises began to systematically approach logistics and analyze the interdependencies between individual activities. It became clear that cost reduction in one of the logistics processes sometimes leads to an increase in costs in another, in the same way, overall logistics costs can be reduced, while in individual processes costs may increase. It is known, for example, that transportation by air much more expensive than shipping railway, but faster delivery eliminates the need for inventory and warehouse maintenance, resulting in greater savings.

An important advantage of integration is access to information and common management systems. To do this, managers need to have a well-functioning technology for collecting, storing, analyzing, distributing and presenting information for a variety of purposes: from operational to strategic. The solution to this problem is many large enterprises are found in the creation of corporate networks such as intranets, although recently the Internet has been increasingly used to effectively transfer logistics information. Information must be fed into the control system, which assesses the current circumstances, makes the necessary decisions and receives the appropriate results. For example, an information system can show, for example, that stocks are running out slowly, and a control system can use this information to place orders with suppliers in a timely manner.

Practice has confirmed that if each enterprise closes only on the performance of its own operations, then inconsistencies arise in external interactions, including in the form of a mismatch in logistics capacities, which hinder the progress of material flow and increase costs. Cross-company integrated logistics help eliminate bottlenecks and improve the entire supply chain.

Intercompany integrated logistics is understood as providing a supply chain-wide interconnection of all types of logistics activities between participants that are performed in a coordinated manner in the form of a single end-to-end function until the final need is satisfied.

Intercompany integrated logistics embodies two essential rules:

* for maximum satisfaction of the end consumer, enterprises operating within the same supply chain should cooperate;

* enterprises in the same supply chain should not compete with each other, but with enterprises operating in other supply chains.

The main advantages of intercompany integrated logistics are manifested in the following:

* the ability to exchange information and resources between enterprises;

* lower costs due to balance of operations, lower inventories, fewer forwardings, economies of scale, elimination of activities that waste time or do not add value;

* improved performance through more accurate forecasts, better planning, more productive use of resources, better prioritization;

* improvement of the material flow, as the integration allows you to move it faster and more reliably;

* better customer service associated with reduced lead times, faster delivery, and better tailored to individual customer needs;

* higher flexibility, allowing enterprises to respond faster to changing conditions;

* the possibility of achieving compatibility in the use of standardized procedures, which allows to eliminate duplication of efforts, transmitted information and operations performed during planning;

* the stability of product quality indicators and a smaller number of its inspections as a result of the implementation of integrated quality management programs.

The benefits of intercompany integrated logistics seem obvious, however, as in the case of the development of intracompany integrated logistics, enterprises face a number of difficulties, and relatively large ones. Thus, many of them have a distrust of others in the supply chain and therefore share information with caution. But even with a sufficient level of trust, problems may arise due to differences in development priorities, the use of incompatible information systems, different levels of staff training, a special approach to security issues, etc.

The most difficult problem that arises when organizing intercompany integrated logistics is to overcome the traditional view of other enterprises as competitors. When a business pays money to its suppliers, managers assume that they can only win at the expense of the other party. In other words, if the company makes a good deal, in their opinion, this automatically means that the supplier loses something; and vice versa, if the supplier makes a good profit, this is a clear sign that the enterprise is paying too much. Building relationships on the principles of categorical “either-or” does not have long-term prospects for business development. For example, if vendors set strict conditions and do not receive guarantees of repeat business, then they do not see the need for cooperation and try to make as much profit as possible in the course of making a one-time sale. In turn, customers do not feel loyalty to such suppliers and try to find the best way to complete transactions, constantly reminding suppliers of their competitors. Under such circumstances, each side pursues its own autonomous line of conduct, is guided only by its own interests, and solves only its own tasks. As a result, changes in the terms of the transaction sometimes occur promptly and unilaterally, while the other party receives a corresponding notification at the last moment. There is uncertainty about the number of orders and their volumes, suppliers and customers are constantly changing, the types of products and conditions for working with them are changing, the time between orders becomes unstable, there are no guarantees of repeat orders, the costs for the same orders can vary significantly.

It is possible to avoid such problems if the management of enterprises realizes that it makes sense in their own long-term interests to replace conflict relations with agreements. This requires large-scale transformations in business culture based on the understanding that intercompany integrated logistics brings benefits to all participants in the supply chain.

There are several main ways of cooperation between enterprises for the organization of intercompany integrated logistics. The simplest of these is the management joint business. In this regard, the experience of Japanese firms that create the so-called "keiretsu" (keiretsu) - groups of enterprises working together, but without formal partnership, is of interest.

Today, "keiretsu" are the largest financial, industrial and commercial conglomerates that are of decisive importance for the Japanese economy. Their formation proceeded along the lines of the concentration of commercial and industrial groups (“sogo shisha”) around the banks of Fue, Daiichi, Sanwa and the Bank of Tokyo by implementing a strategy of consolidation within the groups and expanding mutual participation in capital while increasing the volume of transactions between group firms. Analysts argue that “the concentration of production, capital and modern technology in functionally integrated keiretsu conglomerates contributes to lower costs by increasing labor productivity and extracting economies of scale; there is intense competition between groups (“excessive competition”) in all areas, which stimulates the desire to penetrate new markets.”

Informal agreements provide the parties with certain advantages due to their flexibility and lack of obligation to take any action. However, this also leads to a disadvantage, which is that each of the parties can terminate cooperation without warning the other party, and at the time that best suits only her. That is why many enterprises prefer to enter into more formal agreements with written contracts that establish the scope of obligations of each of the parties. Such formal agreements have the advantage that they fix the basic parameters of cooperation, and therefore each party knows with certainty what it must do. At the same time, there are also disadvantages - the loss of flexibility and the need to act in more stringent conditions. The most common types of formal agreements include: alliances, joint ventures, etc. In agreements providing for cross-ownership of shares, inter-company integrated logistics is provided by financial integration, which creates the prerequisites for its convergence with intra-company integrated logistics. A complete transformation occurs in cases of mergers and acquisitions.

The basis of cooperation in the implementation of managerial functions is determined by the presence general information. Without active participation in the exchange of information, and not limited to the enterprise, but covering all links in the supply chains, cooperation in these chains will be incomplete or even stop. The exchange of information is a fundamental building block that characterizes strong relationships in supply chains.

Along with information exchange, an effective factor of cooperation is management personnel which should work together in an atmosphere of trust, mobilizing common knowledge. An example of active interaction between the parties is the use of the JIT-P concept, which provides for the placement of supplier employees in the customer's offices. This technique creates a higher level of trust between the parties, since everyday personal contacts help to eliminate any hidden inconsistencies and remove artificial privacy barriers. It also helps the supplier and customer to respond more quickly to problems and opportunities.

The best performance of supply chains is achieved when enterprises direct cooperation towards the use of modern technologies and thus contribute to the development of integrated logistics on an innovative basis.