How is the logistics of the armed forces of the Russian Federation. The functions of the logistics department and the importance of its rational organization
The Logistics Department (hereinafter referred to as the Department) is an independent structural subdivision, which is part of the Department of Support Services, which is directly subordinate to the head of the company - OJSC "Tomskgazprom"
In its activities, the department is guided by:
Civil Code Russian Federation;
the federal law"On the procurement of goods, works, services by certain types legal entities» dated July 18, 2011 No. 223-FZ;
Regulations on the procurement of goods, works, services of OAO Tomskgazprom;
Regulations on the contractual work of OAO Tomskgazprom.
The company's charter
Orders and orders of the General Director;
Job and work instructions;
Internal regulations and other normative acts;
Orders, orders of the Corporate Costs Management Department (hereinafter referred to as DUKZ) of OAO Gazprom.
2.3 GOALS AND OBJECTIVES
The main goal of the logistics department is the complete and timely provision of all processes and activities of the company with material and technical resources of the required quality and quantity.
The tasks of the logistics department are:
Determination of the need for material and technical resources necessary for the effective work of the company. Namely, the need to determine the annual, semi-annual, quarterly and monthly;
Promptly collect applications from production departments for the purpose of further budget planning;
Implementation of procurement placement plans to ensure the company's activities,
Procurement quality control. Determine the criteria that would allow the purchase of products best quality;
Control over the execution of requests from structural divisions for logistics; Monthly monitoring (percentage of completion) of the fulfillment of applications submitted by production units;
Organization of warehouse accounting and ensuring the necessary conditions for the storage of material and technical resources; Creation of such conditions that promptly collect information on the availability of goods and materials in the warehouse, its high-quality storage, movement to further deposits. The main warehouse of JSC "Tomskgazprom" is located in Tomsk. Since the enterprise has deposits, which means that each deposit has a need for goods and materials. That task is in this case the efficiency of delivery of goods to warehouses that are located in the deposits of the company. This should take into account the time spent on delivery, the cost of delivery. Be it motor transport, water transport or air transport.
Monitoring and analysis of the distribution and expenditure of material and technical resources in the structural divisions of the company in order to organize their rational use;
Analysis of activities for the implementation of orders for the supply of goods, performance of work, provision of services in order to optimize and save Money companies.
2.4 FUNCTIONS OF MTO
The main functions of the logistics department are:
Collection and registration of applications and technical specifications from production units and their further placement of orders for the supply of goods, performance of work and provision of services through tenders;
Drawing up a register of applications for the directions and groups of buyers of the company;
Determination of the method and date of placement of tenders on the company's official website (http://www.vostokgazprom.ru/tenders/doters/) specified in the company's procurement plan;
Preparation project documentation to conduct open requests for proposals and auctions;
Placement of a procurement plan for the supply of goods, the provision of services for the transportation of goods and materials in accordance with the approved plan;
Signing contracts with suppliers (executors, contractors);
Monitoring the fulfillment of the terms of contracts;
Preparation of claims against suppliers in case of violation of their contractual obligations;
Organization of delivery of material and technical resources in accordance with the terms stipulated in the contracts to the company's deposits;
Procurement quality control;
Ensuring proper storage conditions for acquired material and technical resources in the Company's warehouses;
Distribution of material and technical resources by structural units in accordance with applications, terms of reference and established standards;
Control over the fulfillment of requests from structural divisions for logistics;
Preparation of annual reports on the logistics of the company.
2.5 STRUCTURE AND STAFF
4.1 Organizational structure of the management of support services of the logistics department (hereinafter referred to as OMTO).
The structure of the department includes:
Head of Logistics Department;
Deputy Head of Logistics Department;
Managers of warehouses in Tomsk and at the fields;
storekeepers;
Leading specialists of OMTO
OMTO specialists
The structure of the logistics department is shown in Figure 1 (Appendix A).
Stages of OMTO work
There are several stages of the purchase of a particular product for the production unit, starting from the filing of an application and the execution of the contract. Let's describe the steps in more detail.
1.Formation of the budget
The first step is the following. OMTO, with the help of production units, calculates the annual need of the Company for certain groups of goods. It can be fittings, paint and varnish products, rubber products, etc. Further, after the divisions have decided on the chosen nomenclature for the next year and the quantity, they submit these annual OMTO applications for further study and pricing for the next year. Thus, the OMTO forms an annual budget for the cost of materials, which the Company plans to spend for the next year. Prices are formed using statistics, namely, the price of a particular item that has already been purchased is taken and multiplied by the inflation coefficient. As a result, a cost budget is formed.
2. Submission of operational applications
Once the budget has been determined, which in turn is agreed upon by the CEO, the OMTO distributes that annual list of items to groups of buyers. The entire nomenclature is broken down by characteristics, properties that are identical in functional value. For example, rubber sleeves, technical plate, stuffing box packing - these nomenclatures can be combined into one group - rubber products. Once the groups of buyers have been determined, the ODTO determines the deadline for the submission of operational bids for the next year. Here it is necessary to take into account several points. The first is the production time. For example, fittings, as a rule, high-tech equipment and factories give half a year or more for its manufacture. The second is the delivery address, i.e. there are fields where roads exist only with the help of winter roads. For example, applications for fuels and lubricants should be submitted in November-December in order to have time to form a plan, hold a tender and have time to start winter roads. At the same time, the timing of the contract must also be taken into account.
3. Formation of a procurement plan
Once the ODTO has decided on the dates for the filing of operational applications, it begins to form a procurement plan for the next year. The scheme is as follows - tenders are formed for groups of buyers, the total volume is determined, the maximum price is estimated, and then an annual procurement plan is formed. The enterprise is obliged to form it and post it on the official website, in accordance with the requirements of Federal Law No. 223, and at the same time, coordinate it with Gazprom's DUKZ.
4. Preparation of tender documentation for open requests for proposals.
When the procurement plan is approved, the ODTO begins to perform the main function - to purchase goods according to the characteristics that the production units require. Preparations for the preparation of documentation for posting it on the official website of state procurement.ru begin.
The first step in the preparation of documents is the terms of reference and specification, which are integral parts of the draft contract. Example, appendix B and C.
As you can see from those Tasks, the following information is visible - the characteristics of the goods, their quantity, the requirements for the quality of the goods. In the specification, the information is duplicated, but the terms of payment are added - deferred payment, prepayment, either 100% prepayment or part of the prepayment of the contract amount. In this case, the company's management adheres to the principle of working with suppliers without prepayment. This reduces the Buyer's risks by several times from unscrupulous suppliers. Further, OMTO specialists conduct marketing research to determine the calculated maximum price. To do this, proposals are requested from potential suppliers, according to 223 Federal Law there must be at least 3 participants. After receiving a commercial offer, the initial maximum price of the contract is calculated. (hereinafter NMTsK). The calculation methodology is taken on the basis of the guidelines of the Ministry economic development dated October 2, 2013 No. 567 (http://forum.gov-zakupki.ru/topic12582.html). There are several methods for calculating the NMCC. A more appropriate method for the supply of a similar product is the comparable market price method, which is calculated using the formula:
NMTsK, determined by the method of comparable market prices (market analysis);
v - quantity (volume) of purchased goods (works, services);
n is the number of values used in the calculation;
i - number of price information source;
The price of a unit of goods, work, services, presented in the source with number i, adjusted for the coefficients (indices) used to recalculate the prices of goods, works, services, taking into account differences in the characteristics of goods, commercial and (or) financial conditions for the supply of goods.
It is necessary to purchase technical fabric for the enterprise, namely
1.) wafer fabric in the volume of 6200 m
2.) non-woven fabric in the volume of 5000m.
Applications are then sent to potential suppliers, at least 5 participants. After receiving commercial offers calculated by NMCC (Table 1)
| Supplier name | Wafer cloth | nonwoven fabric | ||
| Price per meter with VAT, rub. | Amount, total including VAT, rub. | Price per meter with VAT, rub. | Amount, total including VAT, rub. | |
| Company A | 175 000 | 279 000 | ||
| Company B | 179 800 | 275 000 | ||
| Company B | 279 000 | 39,8 | 199 000 | |
| Company G | 34,5 | 219 480 | 215 000 | |
| Company D | 192 200 | 29,5 | 147 500 |
I use formulas:
NMTsK (waffle fabric) = 6200/5 * (35 + 29 + 45 + 34.5 + 31) = 216,380 rubles.
NMTsK (waffle fabric) = 5000/5 (45 + 55 + 39.8 + 43 + 29.5) = 212,300 rubles.
As a result, NMTsK for technical fabric is 216,380 + 212,300 = 428,680 rubles. After that, this competition is posted on the all-Russian website of state procurement.ru and must be “posted” for at least 5 calendar days, usually 20 calendar days.
The performance indicators of the OMTO
1. One of the performance indicators of the MTO department is the completeness of completed applications. As a rule, it is calculated for the year, six months, quarterly and monthly. For example, for the quarter of OMTO, requests were received from production units in the amount of 3560 lines. As a rule, the line implies the nomenclature of the goods and its quantity. The unit processed, i.e. purchased or at the stage of sending the goods to the company's address 2900 lines. From here, the Completion Rate is calculated:
Quantity = Number of completed lines / Number of submitted lines * 100 (2.2)
Kv= 2900/3560*100=81.4%
This indicator can be characterized as follows. Applications submitted by production units during the quarter of 2014 were completed by 81.4%. As a general rule, good HMTO results should be above 80% completion. This indicates the efficiency and coherence of the work of this structural unit.
2. Second indicator - efficiency holding competitions for a certain period of time, which includes several indicators:
Reducing the cost of budgetary funds;
Formula Ca \u003d Cn - Ck (2.3)
Cn - the cost of the proposal put up by the customer for the tender (initial price of the contract);
Ck - the cost of the concluded contract (winner's offer)
Absolute efficiency.
Ea \u003d (Tss - Tsk) x K (2.4)
Pr - the price of the goods with which the contract price is compared
(1st option - the average price of the goods offered by suppliers;
2nd option - the average market price of the goods;
3rd option - the contract price of the goods at the previous tender);
CC - the contract price of the goods based on the results of the tender;
K - the amount of goods purchased at the competition.
The average price of the goods of suppliers (the weighted average of the prices offered by all suppliers is taken) - participants in the tender.
The third indicator - Savings of the Company's budget funds allocated for the purpose of procurement.
In this case, the total number of competitions held is taken, and this can be for a year, half a year, quarter or month, and this indicator is calculated. As a rule, this indicator should show an optimal result of 5%. If this indicator exceeds 5%, it means that the OMTO does not correctly calculate the NMCC or suppliers drop the price in such a way that this may further affect the quality of the goods supplied. The calculation is provided below for the half year of the conducted OMTO competitions (Appendix D).
As can be seen from the calculations, the efficiency of the unit was 4.84% for the 1st half of 2014. This suggests that the NMTsK was initially calculated correctly by the unit. On average, the participants gave a price lower than the NMTsK by 4.84%, because. the competition implies competition and the right of each participant to voluntarily lower his application.
"APPROVED" _________________ (____________) (signature) (surname acting) Director _______________________ (enterprises, OJSC, CJSC, LLC)JOB DESCRIPTION Head of Logistics Department (approximate)
1. GENERAL PROVISIONS 1.1. This job description defines functional responsibilities, rights and responsibilities of the Head of Logistics Department. 1.2. The head of the logistics department is appointed to the position and dismissed in accordance with the procedure established by the current labor legislation by order of the director of the enterprise. 1.3. The head of the logistics department reports directly to _____________________. 1.4. A person with a higher professional (economic or engineering and economic) education and work experience in the specialty in the field of logistics is appointed to the position of Head of the Logistics Department. 1.5. The head of the logistics department should know: - legislative and regulatory legal acts, teaching materials on the material and technical support of the enterprise; market methods of doing business; prospects for the development of the enterprise; methods and procedure for long-term and current planning of material and technical support, development of standards for production stocks of raw materials, materials and other material resources, carrying out work on resource conservation; organization of logistics and warehousing; the procedure for concluding contracts with suppliers and monitoring their implementation, drawing up documentation for the release of materials to divisions of the enterprise; standards and specifications for the logistics of product quality, methods and procedures for their development; wholesale and retail prices, the range of consumable materials; fundamentals of technology, organization of production, labor and management; organization of accounting for supply and warehouse operations and the procedure for reporting on the implementation of the logistics plan; fundamentals of labor legislation; computer facilities, telecommunications and communications; labor protection rules and regulations. 1.6. During the period of temporary absence of the Head of the Logistics Department, his duties are assigned to _______________________. 2. FUNCTIONAL RESPONSIBILITIES Note. The functional responsibilities of the Head of the Logistics Department are determined on the basis and to the extent of the qualification characteristics for the position of the Head of the Logistics Department and can be supplemented, clarified during preparation job description based on specific circumstances. Head of the logistics department: 2.1. Organizes the provision of the enterprise with all the material resources of the required quality necessary for its production activities and their rational use in order to reduce production costs and maximize profits. 2.2. Manages the development of projects of long-term and current plans and balance sheets for the logistics of the production program, the repair and maintenance needs of the enterprise and its divisions, as well as the creation of the necessary production stocks based on determining the need for material resources (raw materials, materials, semi-finished products, equipment, components, fuel, energy, etc.) using progressive consumption rates. 2.3. Looks for sources to cover this need at the expense of internal resources. 2.4. Provides preparation for the conclusion of contracts with suppliers, coordination of conditions and terms of deliveries, studies the possibility and expediency of establishing direct long-term economic relations for the supply of material and technical resources. 2.5. Organizes the study of operational marketing information and promotional materials on the offers of small wholesale stores and wholesale fairs in order to identify the possibility of acquiring material and technical resources in the wholesale trade, as well as the purchase of material and technical resources sold in the order of free sale. 2.6. Ensures the delivery of material resources in accordance with the terms stipulated in the contracts, control of their quantity, quality and completeness and storage in the warehouses of the enterprise. 2.7. Prepares claims against suppliers in case of violation of their contractual obligations, controls the preparation of settlements for these claims, coordinates with suppliers changes in the terms of concluded contracts. 2.8. Manages the development of enterprise standards for the material and technical support of the quality of products, economically justified standards for production (warehouse) stocks of material resources. 2.9. Provides control over the state of stocks of materials and components, operational regulation of production stocks at the enterprise, compliance with the limits on the release of material resources and their expenditure in the divisions of the enterprise for its intended purpose. 2.10. Leads the development and implementation of measures to improve the efficiency of the use of material resources, reduce the costs associated with their transportation and storage, use secondary resources and production waste, improve the system for monitoring their consumption, use local resources, identify and sell excess raw materials, materials, equipment and other types of material resources. 2.11. Organizes the work of the warehouse, takes measures to comply with the necessary storage conditions. 2.12. Provides high level mechanization and automation of transport and warehouse operations, the use of computer systems and regulatory conditions for the organization and labor protection. 2.13. Organizes the accounting of the movement of material resources in the warehouses of the enterprise, takes part in the inventory of material assets. 2.14. Ensures the preparation of established reporting on the implementation of the plan for the logistics of the enterprise. 2.15. Manages department employees. 3. RIGHTS OF THE HEAD OF THE DEPARTMENT OF LOGISTICS AND TECHNICAL SUPPORT The head of the department of logistics has the right to: 3.1. To give instructions to subordinate employees and services, tasks on a range of issues included in his functional duties. 3.2. Control the implementation of planned targets and work, the timely execution of individual orders and tasks of subordinate services. 3.3. Request and receive necessary materials and documents related to the activities of the Head of the Logistics Department, subordinate services and divisions. 3.4. Enter into relationships with departments of third-party institutions and organizations to resolve operational issues of production activities that are within the competence of the Head of the Logistics Department. 3.4. Represent the interests of the enterprise in third-party organizations on issues related to the production activities of the enterprise. 4. RESPONSIBILITIES The head of the logistics department is responsible for: 4.1. The results and efficiency of the production activities of the department and the material and technical support of the production activities of the enterprise. 4.2. Failure to ensure the fulfillment of their functional duties, as well as the work of the department and its subordinate warehouse services of the enterprise. 4.3. Inaccurate information about the status of the implementation of work plans for the logistics of the enterprise. 4.4. Failure to comply with orders, instructions and instructions of the director of the enterprise. 4.5. Failure to take measures to suppress the identified violations of safety regulations, fire safety and other rules that pose a threat to the activities of the enterprise, its employees. 4.6. Failure to ensure compliance with labor and performance discipline by employees of subordinates of the service and personnel subordinate to the Head of the Logistics Department. 5. WORKING CONDITIONS 5.1. The mode of operation of the Head of the Logistics Department is determined in accordance with the Internal Labor Regulations established at the enterprise. 5.2. In connection with the production need, the Head of the Logistics Department may go on business trips (including local ones). 5.3. To resolve operational issues to ensure the production activities of the Head of the Logistics Department, service vehicles may be allocated. 6. SCOPE OF ACTIVITY. RIGHT OF SIGNATURE 6.1. The exclusive area of activity of the Head of the Logistics Department is to ensure the planning and organization of the production activities of the enterprise. 6.2. Head of Logistics Department. to ensure its activities, the right is granted to sign organizational and administrative documents on issues that are part of its functional duties, to give orders and instructions. I am familiar with the instruction ___________________ (Signature)
Introduction
On present stage in the conditions of the formation of market relations in Russia, commerce has become an integral part of the activities of enterprises, an integral element of which is logistics.
The organization of procurement of material and technical resources has an impact on the activities of the enterprise: the quality of products; labor productivity, production cost, profit.
In the conditions of market relations, the needs for material and technical resources should be determined by the supply service on the basis of orders from production units acting as consumers. Only production departments can find out: what, where and by what time is required. However, the logistics service must check production orders in terms of ordered materials. specifications, and in addition, taking into account available stocks.
The activities of the MTO service are not limited to this activity. Therefore, the actual issue is the study of the functions of the logistics service, its impact on the economic performance of the enterprise.
The transition of enterprises to the organization of production and economic activities on the principles of marketing should be accompanied by changes in the organizational structure of management, the nature of work, and the style of thinking of economic management. Under the conditions of centralized planning of production and distribution of products, when commodity-money relations in the Russian Federation played a formal role, the commercial services of the enterprise, including the logistics service, were of secondary importance. With the transition to market relations, the importance of these services has increased dramatically. In this regard, the actual issue is the organization of the MTO service of the enterprise at the present stage.
The work of the commercial services of the enterprise is evaluated using various indicators. However, the profit indicator most accurately reflects the effectiveness of commercial work. Therefore, the activities of the enterprise services, including the MTO service, should be aimed at the final financial result - profit.
The purchase of material resources should be based on marketing research. When purchasing material resources, an enterprise must study the market for raw materials and materials, the movement of prices in this market, suppliers, the cost of delivering material resources, and the possibility of effectively replacing one material with another.
Increased attention is paid to the possibilities of improving the structure of consumed raw materials and materials. Particularly relevant is the use of new and efficient channels of the commodity distribution network in the procurement of material resources, the development and increase in the volume of services for the delivery, warehousing, warehouse processing, providing enterprises with information in cooperation with transport organizations, methods of transporting purchased material resources and other logistics services.
In this regard, it is necessary to pay special attention to the content of commercial activities when purchasing material resources at the enterprise.
The area of study of the organization of commercial activities for the purchase of material resources is quite capacious and of practical interest.
The purpose of this thesis is to study the theoretical, methodological foundations for the organization of logistics at the enterprise.
The object of the study is the activity of the enterprise for the purchase of material resources.
Successful achievement of this goal depends on the solution of a number of tasks. In a generalized form, these tasks can be grouped as follows:
Based on the opinions of economists, a review of the scientific literature, show the need proper organization commercial work of the enterprise for the purchase of material resources;
To reveal the role and importance of the MTO service in the system of commercial services of the enterprise;
In analytical terms - to conduct a targeted analysis of the activities of the enterprise, describe the work of the enterprise in organizing logistics;
Based on the analysis and analytical calculations, identify and formulate problems, determine the main directions, ways and prospects for their solution.
1. Organization of MTO at the enterprise
1.1. The role and importance of the MTO service in the system of commercial services of the enterprise
In the context of the transition from centralized management of the economy to market principles, an integral part of the activities of enterprises has become commercial activity, one of the main aspects of which is logistics. Providing production with raw materials, materials, components and all kinds of semi-finished products is associated with the performance of such functions as bulk purchases, transportation, warehouse processing, storage of material resources, and more.
These functions are planned, controlled, regulated and carried out by specialized services in coordination with other commercial services of the enterprise.
In this regard, it seems appropriate to determine the role and importance of the logistics service in the system of commercial services of the enterprise.
With the transition to market relations, the importance of these services has increased dramatically.
The formation of the organizational structure of the commercial services of the enterprise should include two aspects: determining the place in the enterprise management structure - establishing subordination and functions; distribution of functions between separate groups and workers. The supply policy of the enterprise should be built in the direction of improving the structure of consumed material resources, the use of new and efficient channels of the commodity distribution network for the purchase of products, as well as increasing the competitiveness of the enterprise.
Enterprises that have created a well-functioning supply apparatus have a great competitive advantage, since the activities of the logistics service are aimed at systematic, comprehensive and rhythmic provision of production associations, enterprises, workshops, sites, as well as jobs with the necessary types of material resources that meet the requirements of regulatory and technical documents in the interest of rhythmic and effective work enterprises.
However, even the best enterprise supply apparatus does not give the desired effect if it is not provided with the proper level of management.
In this regard, it should be noted that the effectiveness of the activities of the entire enterprise largely depends on the efficiency of the structural units responsible for logistics.
The organization of the activities of these structural divisions includes the following main areas: recruitment, organization of incentives for employees, information support, implementation of logistics in their work. At the same time, a number of factors influence the construction of the organizational structure of the logistics service, which are grouped in the following areas:
Technical;
Economic;
Production organizations.
Technical factors determine the influence of technology, technology and industry structure, the purpose and quantity of products and consumed material and technical resources. Technical factors are also the purpose and complexity of the manufactured products, the equipment of the transport and storage facilities.
The economic factors influencing the organizational structure of the MTO service of an enterprise include: the level of demand for manufactured products, production volume, market conditions for raw materials and materials, forms of payment for purchased material and technical resources, the share of small shipments, non-transit shipments and more.
Factors of organization of production: type of production (individual, small-scale, serial, large-scale, mass), level of specialization, territorial distribution of production and warehouses.
The variety of factors influencing the structural construction of commercial services leads to a very significant number of different varieties of schemes. organizational structures MTO services.
Until the 70s. in the countries of the market economy, a decentralized form of organization of material supply was widely distributed. Each enterprise independently provided itself with the necessary material and technical means. Moreover, the supply was carried out as part of the production activities of the enterprise.
Since the 70s. decentralized provision of industrial firms is gradually being replaced by a centralized one. The centralization of the procurement of material resources necessitated the creation of independent logistics services. The vice president of the company, heading MTS, received the same rights as the vice president responsible for production and financial activity. The central supply service makes a procurement policy, develops a "supply strategy", which consists in solving the main problem: to purchase certain types of material and technical resources or to produce them independently. But main function supply services of the company - the purchase of the main types of material and technical resources at the lowest cost. In the central supply service of the enterprise, constant monitoring of the market of raw materials and materials is carried out, the conjuncture of supply and demand is studied, it contains information about new materials, the possibilities of their application, and the technology of their production.
In the 80s. among Western industrial firms, a new concept of material management has become widespread, which provides for the establishment of a unified management and coordination of the purchase of materials, their delivery to enterprises, and control over stocks. In firms, organizing the management of procurement of material and technical resources on the basis of a new concept, material managers appear. Moreover, the material manager received the functions of transporting material and technical resources to enterprises that were previously controlled by the production apparatus. The result of such a reorganization was an improvement in operational management, a reduction in the delivery time of material resources, a reduction in the size of stocks and an acceleration of their turnover.
Logistics in most enterprises is traditionally carried out by the supply department. The composition of this department most often includes - the planning and economic group (bureau); material groups (which are specialized by types of materials); dispatching group (bureau); material warehouses or warehousing; transport economy.
The purpose of the planning and economic group of the supply department is as follows: to develop supply plans, determine the possibilities of meeting the needs of specific types of resources; technical economic justification choice of forms of supply (transit or warehouse); setting limits for the release of resources to workshops and production services; accounting and analysis of activities.
Material group (bureau): draws up orders and specifications for material resources and submits them to supplier enterprises; keeps records of documents for the supply of products; develops operational supply plans; organizes the delivery of material resources to the enterprise (for example, from railway stations, supply and marketing facilities, etc.).
Dispatching group (bureau): controls the availability of production with the main types of resources; regulates the delivery of material resources to the enterprise; organizes the unloading of incoming goods; carries out operational control and regulation of the flow of resources to workshops, sections, services.
Economic practice has identified several typical options for organizing logistics.
For example, in small enterprises that produce a limited range of products and in small quantities, there are usually no independent supply services. Therefore, the supply functions are performed either by specially allocated employees, or by groups within the economic department (commercial department) of the enterprise. This department reports most often to the Deputy Director for Commercial Affairs. The function of this economic department is also the sale of products, as well as transport and storage operations.
On average and large independent departments of material support are allocated. The structure of such a department, depending on the type and scale of production, is created either on a functional or on a material basis. The functional organization is most typical for enterprises of small-scale and single-piece production, which consume a relatively narrow range of material resources.
When organizing supply departments on a functional basis, functional divisions are created in them in the form of bureaus or groups that are designed to solve the main tasks of logistics. For example, a planning and accounting group (bureau) performs the following functions: determining the needs of an enterprise for material resources; drawing up supply plans and developing applications for the resources needed by the enterprise; setting limits for the release of materials into production; accounting and reporting on MTO. Procurement groups carry out operational work on the procurement of materials, control their shipment by suppliers and supply bases to the enterprise, are responsible for the timeliness and completeness of material support for production.
With such an organization, the warehouse management of the enterprise is directly subordinate to the head of the supply department or his deputy. Warehouses carry out the acceptance of materials arriving at the enterprise, their storage and release to production units (shops, repair services, etc.).
The organization of MTO according to the material principle is preferable for enterprises with large-scale and mass production, when there is a wide range and a significant volume of products. When organizing the activities of the MTO on a material basis, the mother groups of the supply department are called upon to carry out the entire range of planned and operational work. At the same time, each material group, according to the nomenclature assigned to it, carries out planning, corralling, supplying shops and services with materials. This significantly increases the responsibility of these material groups for providing production with material resources and allows you to quickly solve problems that arise. To perform planning and accounting work and scheduling of MTO processes in such supply departments, consolidated planning, accounting and dispatching units are created. At the same time, the warehouse economy is also allocated as an independent structural unit and reports administratively either to the head of the supply department, or directly to the deputy director of the enterprise. and on operational issues - to the leaders of the relevant material groups.
The organization of MTO in production associations is distinguished by a certain originality and new opportunities. This is primarily due to the specialization of enterprises, the unification of the range of materials they consume, the possibility of greater concentration of material resources and better maneuvering of them.
When organizing logistics at production associations, it is necessary to take into account the location of the enterprises that are part of this association. For example, if the incoming enterprises are geographically dispersed, then supply departments usually remain at the branch enterprises to carry out operational procurement functions and provide production with materials. In this case, the planning function is transferred to the head enterprise, where a planning bureau is expanded as part of the logistics department to carry it out.
If the branch enterprises are located near the head office, then there is no need to maintain independent supply departments there. In this case, the supply service is centralized at the head enterprise and must provide the entire range of planning and operational functions; warehousing is also centralized, and branch enterprises retain only small supply groups and stowage warehouses to provide workshops with resources.
When organizing logistics, it is necessary to take into account two main forms of supply: transit and storage.
With the transit form of supply, the products come from the manufacturer directly to the consumer. In this case, the process of product delivery is accelerated, economic ties between enterprises and suppliers and consumer enterprises are strengthened, intermediate operations for unloading, storing and loading materials are eliminated, and transportation and procurement costs are reduced. It should be taken into account that the use of transit supply is economically feasible if the delivered resource (material) is constantly consumed in sufficiently large quantities that exceed transit and order norms.
The warehouse form of supply is used for small volumes of resource consumption. In this case, resources from the manufacturer are first delivered to the warehouses of supply and marketing organizations and from there they are released to consumer enterprises. With this form of supply, consumers' inventories are reduced, the turnover of working capital is accelerated, and consumers get the opportunity to import the necessary resources at a time convenient for them and in quantities not exceeding the actual need for this type of resource at a given time. Supply and marketing authorities, at the request of the consumer, can pre-prepare materials for production consumption (for example, cutting a metal sheet into blanks; cutting cable products; packaging, special sorting, picking, etc.),
It should be borne in mind that with a warehouse form of supply, consumer enterprises incur additional costs for services performed by supply and marketing organizations (warehouse margins).
Therefore, in each supply option, an economic justification for the choice of forms of supply is required, determining what is more profitable for the enterprise: save on transportation and procurement costs and increase the amount of working capital in inventories during transit supply or reduce inventories with a warehouse form of supply.
An important role for the uninterrupted supply of enterprises is played by warehousing.
The main functions of warehousing:
Temporary placement and storage of inventories;
inventory accounting;
- - planned and uninterrupted supply of shops and production services with material resources;
- - preparation of materials for their direct consumption;
- - shipment finished products consumers.
Warehouses vary in:
- - the size of the premises: from several small premises with a total area of several hundred square meters to giant warehouses with an area of hundreds of thousands of square meters;
- - loading height. So, in some, the cargo is stored at the level of human growth, while in others, the cargo is placed at a height of several tens of meters;
- - designs: semi-closed and closed;
- - degrees of mechanization of warehouse operations: non-mechanized, mechanized, complex-mechanized, automated and automatic.
- - assortment of products: with a mixed and with a universal assortment;
- - a sign of a place in the general flow of material flow from the primary source of raw materials to the final consumer of finished products
Let us consider in more detail the classification of warehouses on the basis of location. On this basis, they are usually divided into two main groups:
- - at the site of movement of products for industrial purposes;
- - in the area of movement of consumer goods.
At the same time, warehouses associated with the movement of products for industrial purposes are also divided into warehouses for finished products of manufacturing enterprises, raw materials and starting materials, areas for the circulation of products for industrial purposes
Warehouses of the second group are divided into warehouses of wholesalers of consumer goods, located in the places of production of these products and in the places of their consumption.
Let's do it brief analysis functions of various warehouses, which are located on the path of movement of the material flow from the primary source of raw materials to the final consumer.
First of all, these are warehouses of raw materials and starting materials that receive resources, unload, sort, store and prepare it for production consumption.
Warehouses of finished products of manufacturing enterprises carry out warehousing, storage - sorting or additional processing of products before shipment, labeling, preparation for loading and loading operations.
Warehouses of wholesale and intermediary firms in the field of circulation of products for industrial purposes, in addition to the functions listed above, carry out the concentration of goods, reassembly, selection of products in the required assortment, organize the delivery of goods in small batches both to consumers and to the warehouses of other wholesale intermediary firms, carry out storage reserve parties.
Trade warehouses located in places where production is concentrated (outlet wholesale depots) receive goods from manufacturing enterprises in large quantities, complete and send large consignments of goods to recipients located in places of consumption Warehouses located in places of consumption (trade wholesale depots) receive goods of the production range , forming a wide range of trade, they supply various trading enterprises
1.2 Functions of the logistics department in the firm
The main purpose of MTO is to bring material resources to specific manufacturing enterprises at a place of consumption predetermined by the contract.
MTO functions are classified into main and auxiliary, which in turn are divided into commercial and technological.
The main commercial functions include the direct purchase and lease of material resources by industrial enterprises, accompanied by a change in the form of value.
Auxiliary commercial functions - marketing and legal. Marketing functions of a commercial nature include the identification and selection of specific suppliers of material resources. In some cases, intermediary structures can act as suppliers.
Legal functions are related to legal support and protection of property rights, preparation and conduct of business negotiations and legal registration of transactions and control over their execution.
Technological functions include the delivery and storage of material resources. This is preceded by a number of auxiliary functions for unpacking, depreservation, harvesting and pre-processing.
A number of economists also distinguish external and internal functions.
External functions are implemented outside the enterprise in relations with suppliers, wholesalers, retail, trade, transport organizations. The main external functions include:
Analysis of the market of suppliers of material and technical resources in order to select the optimal counterparty with the subsequent conclusion of contracts;
Creation of economic relations in the field of supply of resources based on the principle of rationality;
Substantiation of the method of choosing the means of delivering resources to the enterprise, analysis of transport companies in order to choose the most suitable one.
Internal functions are implemented directly within the enterprise and are manifested in the relationship of the logistics department with the administration of the enterprise, as well as with other production units of the enterprise. The main internal functions include:
Development of a material balance or supply plan;
Distribution of incoming material and technical resources among various departments according to production plans, tasks;
Development of limits for the release of materials into production;
Technical preparation of materials for release into production;
Organization of the optimal flow of material resources at the enterprise, its regulation and control over its movement.
Concretizing the listed functions, the following main activities of the MTO department can be noted:
1) conducting marketing research of the market of suppliers for specific types of resources. The choice of suppliers is recommended to be carried out based on the following requirements: the supplier has a license and sufficient experience in this field; high organizational and technical level of production; reliability and profitability of work; ensuring the competitiveness of manufactured goods; acceptable (optimal) price; simplicity of the scheme and stability of supplies;
2) regulation of the need for specific types of resources;
3) development of organizational and technical measures to reduce the norms and standards of resource consumption;
4) search for channels and forms of logistics for production;
5) development of material balances;
6) planning the logistics of production with resources;
7) organization of delivery, storage and preparation of resources for production;
8) organization of providing jobs with resources;
9) accounting and control of the use of resources;
10) organization of collection and processing of production waste;
11) analysis of the efficiency of resource use;
12) stimulating improvement in the use of resources.
We have already said that the supply process in the enterprise is carried out by the supply department or logistics. Briefly, we examined the possible organizational aspects of the formation of a supply service at an enterprise. It should also be noted that in order to organize high-quality management of the movement of material flow, highly qualified specialists should work in the department. This requirement is due to the fact that the implementation of supply functions is of a complex complex nature, which requires knowledge in various areas of logistics, marketing, economics of production organization, skills in rationing, forecasting, etc.
2. Methods for determining the company's need for the necessary resources
2.1 Methods for determining the needs for the quality and quantity of goods and services
Determining material requirements is one of the most important works performed in the process of planning the material support of production. The size and type of needs serve as the basis for choosing the conditions for the delivery of materials, for example, in accordance with the rhythm of consumption, the production cycle of the product, etc. Possible fluctuations in needs and delivery times necessitate continuous monitoring of the level of production stocks.
Necessary condition solving the problems of determining the requirements for materials is the choice of the method of their calculation and the establishment of the type of requirement.
The need for raw materials and materials is understood as their quantity required by a certain date for a set period to ensure the fulfillment of a given production program or existing orders.
Since in most cases the need for materials is linked to a certain period, they speak of periodic requirements.
Periodic demand consists of primary and secondary.
primary need. Primary refers to the need for finished products, assemblies and parts intended for sale, as well as purchased spare parts. Calculation of the primary requirement, as a rule, is carried out using the methods of mathematical statistics and forecasting, giving the expected demand. In order to avoid rigid dependence on delivery times and insurance against losses, the enterprise seeks to reuse the same parts and assemblies through the unification of manufactured products and the creation of their stocks. The risk of an incorrect assessment or an inaccurate forecast of needs is offset by a corresponding increase in safety stocks. The more reliable the forecast, the lower the required inventory level.
The established primary requirement is the basis of material flow management in enterprises operating in the field of trade.
When calculating dependent requirements, the following are assumed to be specified: primary requirement, including information on volumes and terms; specifications or applicability information; possible additional deliveries; the amount of materials at the disposal of the enterprise. Therefore, deterministic calculation methods are usually used to determine dependent requirements. If this method of establishing the need is not possible due to the lack of specifications or the insignificant need for materials, then it is predicted using data on the consumption of raw materials and materials.
tertiary need. The production need for auxiliary materials and wearing tools is called tertiary. It can be determined on the basis of the secondary on the basis of indicators of the use of materials (deterministic determination of demand), by conducting stochastic calculations based on the consumption of available materials or by expert means.
Gross and net requirements. Gross demand is understood as the need for materials for the planning period, regardless of whether they are in stock or in production. Accordingly, the net requirement characterizes the need for materials for the planning period, taking into account their available stocks and is obtained as the difference between the gross requirement and the available warehouse stocks by a certain date.
In practice, the total need for materials increases relative to the gross indication for the additional need due to defects in production and work on maintenance and equipment repair. After comparison with the amount of available stock, the residual requirement is adjusted by the amount of current orders.
In the practice of enterprises, several methods of providing production with materials are used: order-based, based on planned targets, based on realized needs.
The order-by-order method can be considered as one of the ways of material support of production on the basis of planned targets, orders. A distinctive feature of the order-based supply method is the “instantaneous conversion” of an emerging requirement into an order, which under normal conditions leads to a lack of stock. Therefore, net demand calculation is not provided.
Ensuring production on the basis of ongoing consumption is based on the initial data on the consumption of materials for past periods of time and characterizes the expected, predicted need for them.
Material support based on planned targets. This method is based on a deterministic calculation of material requirements. In this case, it is assumed that the primary requirement for a certain period is known, the product structure in the form of specifications, which makes it possible to determine the secondary requirement, and the possible additional requirement.
When supplying materials based on planned targets, the order quantity is determined based on the net requirement, taking into account the planned receipt and the availability of materials in the warehouse.
Material security based on consumption. The purpose of this method of material support is to replenish stocks in a timely manner and maintain them at a level that would cover any need before new materials arrive. In accordance with the goal, the problem of determining the moment of time of the additional order is solved, the issue of the size of the order is not considered.
Depending on the type of inspection and issuance of orders, there are two methods of material supply based on the consumption carried out, known as inventory control systems. These are methods: ensuring timely orders (a system of inventory control with a fixed order size) and the necessary rhythm (a system of inventory control with a fixed frequency).
