Theoretical and methodological foundations of supply logistics. The main directions of logistics activities The functional significance and role of supply logistics

Supply logistics

Supply includes

Purpose of supply logistics

· necessary materials;

at minimum prices.

The mechanism of functioning of supply logistics

1. determination of the organization's needs for material resources

2. selection of resource sources

3. placing and sending the order by the supplier

4. control of the execution and forwarding of the order

5. receiving and checking the quality and quantity in stock

Functional Supply Services:

1. optimization of costs for storage and stockpiling

2. ensuring uninterrupted supply of the company

3. Delivery assurance? quality goods at min price

4. cooperate with other departments of the firm

5. reduce the share of purchase costs in total logistics costs

6. Maintain effective automated records of purchased goods, maintain other information systems of the company

7. maintenance of stocks of material resources in the warehouse at the normative level

8. supports max. stock turnover.

The relationship of supply logistics with other functional areas: logistics of production, warehousing and distribution.

Supply logistics is the management of material flows in the process of providing an enterprise with material resources: raw materials, materials, components, goods.

Supply logistics as a functional area of integrated logistics is based primarily on logistics principles: total costs, logistics coordination and integration, optimization, total quality management, flexibility, sustainability and adaptability. When designing a system in supply logistics, the fundamental principles are the principles of a systematic approach, as well as modeling and information and computer support, humanization of functions and technologies, designing an optimal organizational structure of a management system.

MRP example

One of the oldest airlines in the world, British Airways operates flights to 150 destinations and has over 1,200 routes. Its passengers consume 50 million meals a year. The airline prepares part of the food in-house, and takes care of such issues as dishes, drinks, dry food, cutlery, etc. On a typical flight, there are about 45,000 items on board a Boeing 747. In 1997, the company began implementing an MRP system for several million items from 300 suppliers. Passenger ticket orders were taken as the main schedule. Matching supply with known demand eliminated a lot of waste, reduced inventories, storage space, inventory lead times, and shortages began to occur less frequently. British Airways saves around £4m thanks to a new way to manage MT. Art. in year.

Benefits of MRP

· MRP operates with data not about past consumption, but about future needs.
· Reducing the volume of stocks, i.e. savings in finance, space, personnel, etc.
· Increasing the rate of inventory turnover.
· No delays caused by lack of materials.
· Reducing the number of urgent orders.
· Ability to use MRP data to plan other logistics activities, both within the enterprise and in the supply chain.

MRP issues

· Requires a large amount of detailed and accurate information and necessary calculations.
· Low flexibility does not allow to quickly respond to external changes.
· The presence of very complex control systems of large dimensions and workload, which can lead to a significant number of failures in the system.
· Order sizes suggested by MRP may not be efficient.
· MRP may not take into account power limitations and other parameters.
· Expensive and long-term implementation.

ERP systems (Enterprise Resources Planning), as a further development of integrated information systems enterprise management, in addition to the above functionality, as a rule, includes distribution resource planning (DRP - I, DRP - II), and resources for technological maintenance and repairs.

DRP systems provide the optimal solution (planning, accounting and management) of transport tasks for the movement of material and technical resources and finished products.

In addition, MRPII and ERP systems are characterized by the presence of a special subsystem for managing the implementation of long-term projects (Project Management), which involves full-functional planning of material resources, labor resources, equipment, the formation of network work schedules, progress management and billing of ongoing projects.

Planning based on forecasts of demand and consumption of products: forecasting methods for the average value.

To make a moving average forecast, you need to determine the number of observation periods of years that will be used in the calculation. In this case, it is necessary to take into account the features of the existing time series. The more observation points are taken into account, the less sensitive the moving average is to changes in consumption values in past periods. If the change in observations has a stepwise character, then a high sensitivity of the forecast to each of the observations should be ensured. This requires using as few observations as possible.
Methods for predicting the average value:
1. forecast based on moving average
2. weighted moving average method.
3. exponential smoothing method
1. Forecasting advantage moving average is the simplicity of the method. The main disadvantage is that the significance of the values of past periods in predicting future demand is the same.

2. To take into account the importance of individual periods observations use the weighted moving average method. In this method, each period used in the calculation of the moving average is assigned a coefficient that reflects the significance of the influence of this period on the forecast value of consumption. The significance of later periods should be higher than the significance of earlier periods.
In general, forecasting with a weighted moving average is more accurate than predicting with a simple moving average. The main advantage of weighting is that the forecast value takes into account the latest demand values to a greater extent. A certain problem is the selection of significance coefficients. They are usually determined by experts and verified experimentally, that is, by trial and error.
3. Forecast value according to the method exponential smoothing is defined as follows:
Forecast value =
The value of the previous forecast +
a*(Actual demand - Previous forecast value)

Planning based on forecasts of demand and consumption of products: the method of regression analysis.

Regression analysis method is used to determine the dependence of price changes on changes in the technical and economic parameters of products related to this series, the construction and alignment of value relationships and is determined by the formula:

P \u003d f (X 1, X 2, ... X n),

where X 1, 2,… n - product parameters. This method allows you to simulate price changes depending on their parameters, strictly determine the analytical form of the relationship and use the calculated regression equations to determine the prices of products included in the parametric series. The regression analysis method is more accurate, more perfect among other parametric methods. Linking prices with quality is achieved with the help of economic and parametric methods and computer technology.

Rice. 6.7. Organizational structure with decisive functions logistics

In an organizational structure with advisory functions of logistics, for example, the logistics department will include activities related to the provision of material resources for the production process, however, advisory functions for planning and controlling production will be implemented in the production management system (Fig. 6.8).

Rice. 6.8. Organizational structure with advisory functions of logistics

The organization of logistics management in a centralized divisional structure of the enterprise provides for the creation of a single central logistics department, according to a decentralized divisional structure, logistics departments are created in each division. The following factors influence the decision-making on the centralization of the decentralization of the organizational structure of the logistics service: the size of the enterprise, the product range and the geographical area in which sales are carried out and others.

V modern conditions The formation of organizational structures occurs in most cases on the basis of a horizontal rather than a vertical organization; matrix and process-oriented organizational structures are formed. They differ from vertical linear-functional organizational structures by building around a project (process). The organization of logistics management in the matrix structure of the enterprise is shown in fig. 6.9.

Rice. 6.9. Logistics in the matrix structure of the enterprise

An indicator of the status of logistics in the enterprise is the rank of the head of the logistics service. It is recommended that the head of the logistics service be subordinated to one of the deputy directors or directly to the director. Thus, the head of the logistics service receives relative independence from the heads of other services and departments.

Internal organizational structure logistics management determines the distribution of responsibility and authority within the logistics service. it is considered as a set of units of the logistics service and the relationships between them.

In the process of forming the organizational structure of the logistics service, its structural divisions are distinguished in accordance with the formulated logistics strategy, certain logistics functions are assigned to each division, the size of the divisions is determined, the staffing table is formed and the authority to make managerial decisions is assigned.

At most foreign and domestic enterprises, logistics services have a linear functional structure. Types of linear-functional organizational structures of the logistics service, typical for small (a) and large (b) enterprises, are shown in fig. 6.10.

Rice. 6.10. Examples of linear-functional structures of the logistics service

The linear-functional organizational structure of the logistics service eliminates duplication of logistics functions, improves coordination within functions, but complicates inter-functional coordination.

The development of a linear-functional organizational structure is a linear-staff structure. This structure assumes the existence of specialized units - headquarters, which help the leader in performing the functions of strategic planning and analysis and do not have decision-making powers.

The divisional structure of the logistics service is a combination of linear-functional structures, each of which provides logistical support for a specific regional market or a specific type of enterprise product. Although divisional structures lead to duplication of logistics management functions in the center and in the field, however, at enterprises with different sales geography, a wide range of products compensates for this shortcoming with the speed and flexibility of regional office solutions. Such a divisional structure for managing logistics activities is successfully used in the Nestle Food company.

Linear-functional and divisional structures do not provide the necessary level of integration of the logistics process. Therefore, in a number of leading companies, matrix, project and process-oriented organizational structures of logistics management began to be introduced.

When the project structure is implemented, a project team is created, led by the project manager. The project team may include both managers from departments of the parent company and representatives of other firms (design, consulting, manufacturing, etc.). After the project is completed, the team disbands.

When creating a matrix organizational structure, a project-target horizontal structure is superimposed on the vertical linear-functional structure of enterprise management (Fig. 6.11).

To perform logistics tasks within a certain period of time, projects are developed, and for ongoing logistics activities, targeted programs are developed. Thus, while maintaining the advantages of linear-functional organizational structures, the level of integration of logistics processes, the adaptation of the organizational structure to changes, increases. The disadvantages of the matrix structure are the double subordination of logistics personnel, the complexity of decision-making and the distribution of powers between project managers and heads of structural divisions.

An example of the implementation of the matrix organizational structure is the experience of Toyota, where this structure began to be introduced in the 70s of the XX century. and still exists. Target programs are managed at Toyota through functional committees of up to 5 people. The committee can create groups working on individual projects.

Rice. 6.11. An example of a matrix structure of logistics management

In the matrix and project-oriented organizational structures of logistics, the powers of logistics management personnel are expanded, positions of an integral logistics manager are created, who oversees the implementation of programs and projects in logistics at the highest level. The integral logistics manager coordinates the logistics strategy of the enterprise with marketing and production, is responsible for developing and implementing a strategic logistics plan, coordinating actions with functional business areas, coordinating the interests of logistics intermediaries in the enterprise logistics system, eliminating conflicts, etc.

Dual subordination of managers in a matrix structure can lead to conflicts between leaders. This problem is eliminated by the organizational structure of the logistics service in the form of cross-functional teams. Such structures are particularly suitable for tasks that span multiple functional areas and also help reduce the number of levels of management. The command structure provides for the creation of small groups of employees (up to 10 people) with complementary skills and abilities, common goals, mutual responsibility, the necessary authority to achieve the goals. Unlike project teams in a project structure, cross-functional teams are active all the time.

The department or group of logistics is cross-functional and solves the problem of coordinating the actions of traditional functional units. Between the divisions of production, distribution, marketing, procurement, finance, conflict situations arise on such parameters related to logistics: the volume of purchases, stocks, the duration of the order, the costs of performing logistics operations, the quality of logistics services, etc. For instance, according to the "frequency of purchases" parameter, a conflict between the purchasing department and the warehouse is possible. The purchasing department tries to make purchases over a long period of time in large quantities at a convenient schedule for the supplier. Warehouse management is interested in the regular flow of resources in small batches for uniform loading of warehouses. Traditionally, conflict situations are resolved either at meetings of department heads, or by order of the top management of the enterprise. If there is a logistics department, conflict resolution between departments can be transferred to the logistics manager responsible for cross-functional coordination.

The list of indicative decisions that a logistics manager can make for individual logistics functions is as follows: inventory management (carrying out ABC - analysis of stocks, determining the safety stock, monitoring the level of stocks and forecasting the level of demand, etc.): transportation (selection of the type of vehicle and the optimal route of movement, use of own or rented vehicles, etc.); warehousing (choice technical equipment for warehousing and picking goods in a warehouse and warehousing technology, etc.).

The concept and essence of supply logistics.

Supply logistics- a complex of interrelated operations for managing material flows in the process of providing the organization with material resources: raw materials, materials, components, goods. At an enterprise, supply logistics is often separated into a separate structural unit with a similar name "Procurement Department", "Purchasing Department" or something similar.

Supply has a broader meaning than procurement and includes: purchase, arena, performance of work under the contract, and related operations: determination of needs, selection of a supplier, negotiation, agreement of conditions and conclusion of a contract, forwarding, monitoring of performance of suppliers, acceptance and storage of materials.

Purpose of supply logistics- meeting the needs of production in resources with the highest possible economic efficiency. The basis of economic efficiency is the search and purchase of:

the necessary materials;

Satisfactory quality;

at minimum prices.

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Despite the fact that logistics has a solid historical foundation, it is a relatively young science. It developed during the Great Patriotic War when it was applied to solve tactical and strategic tasks. Over time, the methods of military logistics began to be transferred from the military to the civilian field, it was then that logistics stood out as a new scientific direction that studies the management of the movement of material flows.

Procurement logistics is one of the most important areas of logistics. The effective functioning of any enterprise, especially a manufacturing one, directly depends on the material resources that it receives from other organizations. Therefore, the activity of supply logistics is aimed at meeting the material needs of the company and sets itself the goal of providing production with the necessary resources, the required quality, at the right time and at a favorable price. Often, it is very difficult to satisfy all these criteria. [Dodon, 2009, p. 68-77]

The meaning of the concept of "supply" is usually considered from two sides - strategic and tactical. In tactical terms, this is the satisfaction of the organization's constant, daily needs for material resources, without which its effective functioning seems impossible.

The strategic side of supply is directly the process of organizing communication and interaction with internal and external customers and suppliers. An effective purchasing strategy can bring an organization great profit and economic effect, therefore, modern companies, in view of the current economic situation, are increasingly resorting to careful study of it. [Sergeev, 2004, p. 159]

The activity of supply logistics is usually considered as an element that exists at three levels:

at the macrological level, where supply is an element of an integrated system that includes an enterprise;

at the micrological level, where the supply is a unit or department of the organization responsible for meeting its needs;

as an independent, self-contained element with its own structure and goals.

Before talking about the role that purchases play in the process of functioning of a particular company, let's turn to the various formulations of this concept in order to better understand what supply is in an enterprise. It is also worth noting that there are different wordings and, therefore, there are several generally accepted definitions, which will be discussed further. [Borisova, 2010, p. 34-56]

In the scientific literature, the terms "procurement" and "supply" are similar and in most cases have the same meaning. Thus, the term "purchase" describes the purchase process itself: the emergence of a need for material resources, the search and selection of a supplier, negotiations on the conclusion of an agreement on mutually beneficial terms, as well as actions related to the delivery of goods and complaints in case of unsatisfactory quality materials. Also, this term is most often used in industrial activities. In the public sector, it is customary to use the term "supply". It represents a broader meaning. Procurement may include various types of acquisitions (purchase, lease, contract fulfillment, etc.), as well as related operations (activities): selection of suppliers, negotiation, negotiation of conditions, forwarding, monitoring of supplier performance, material handling, transportation, storage and acceptance of goods received from suppliers. In retail and warehousing, the term "shopping" is commonly used. [Sergeev, 2004, p. 160]

In foreign literature, the activity of providing an enterprise with the necessary material resources is usually referred to as purchasing/procurement (purchase/supply), while in the domestic literature this activity is referred to as "logistical supply/supply".

Gadzhinsky A.M. gives the following definition of the concept of procurement logistics - "this is the management of material flows in the process of providing an enterprise with material resources." [Gadzhinsky, 2005, p. 76] Other domestic authors understand procurement logistics as "a system of coordinated management of material and related flows in the process of planning and providing an enterprise with material resources best quality in the required quantity and at the best price". [Afanasenko, 2010, p. 9-34]

In foreign literature, which deals with the study of logistics management, the definition of the term under study is very diverse. D.J. Bowersox and D.J. The class defines the term "procurement" as follows - "the purchase and organization of external supplies of materials of production components and / or finished products from a supplier to manufacturing or assembly plants, warehouses of industrial or commercial enterprises or to retail stores." [Bowersox, Klass, 2001, p. 11] J. Stock and D. Lambert reveal the meaning of the term "supply" as "the process of acquiring materials and services to ensure the operational efficiency of production and logistics processes in a company is called supply or supply." [Stoke, Lambert, 2005, p.22] In this context, it can be added that the authors define supply not only as a key process in the logistics system, but also as the main business process in supply chain management. [Stoke, Lambert, 2005, p.51]

German scientists in the field of logistics management in supply distinguish such functions as: the purchase of equipment and real estate, the recruitment of personnel, the acquisition of non-production services, the supply of information from external sources, as well as the purchase of materials for the production of goods and services and the operation of the enterprise.

The main functions of logistics support are the purchase of materials, as well as technical quality control of materials, processing, recycling and destruction of waste. [Dichtl et al., 1999, p.593]

The functional overlap of supply and support processes in the procurement of materials allows us to highlight the key difference between the terms "supply logistics" and "procurement logistics". Procurement logistics is more limited to the technology logistics level, while procurement is focused on the strategic logistics level. [Volkov, 2011, p. 6-10]

IN AND. Sergeev emphasizes the technological and strategic aspects of supply. In technological (operational) terms, the supply is aimed at the process of constantly maintaining a certain level of materials and components at the enterprise in order to avoid shortages. The strategic side, in turn, is the procurement management process, the relationship of external and internal suppliers, the planning and development of the company's procurement strategies. [Sergeev, 2004, p. 158-159]

Cousins P., Lamming R., Lawson B., Skvir B. distinguish three types of supply strategy:

Procurement implements a competitive strategy;

supply supports the strategy of other functions and the strategy of the firm as a whole;

supply serves driving force in relation to the firm's strategy. [Cousins et al., 2010, p. 17]

The evolution of the importance of the role of supply in the course of the development of logistics technologies can be represented in the following chronology (Table 1):

Table 1

The evolution of the supply role

A period of time	Concept	Logistics systems and technologies
1950-1960	Fragmented logistics	Operational and production planning
	Allocation of supply as an administrative function	MRP I - Material Requirements Planning - Material requirements planning MRP II - Manufacturing Resource Planning - Production resource planning
	Procurement as supply chain management	ERP - Enterprise Resource Planning - Enterprise resource planning system WMC - World-class Manufacturing - World-class manufacturing JIT - Just-in-Time - Just in Time TQM - Total Quality Management - Total Quality Management CCI - Cross-company Information - Inter-corporate information exchange system
1990s - present	Procurement in supply chain management and strategic decision making	SCM - Supply Chain Management - Supply Chain Management SNM - Supply Network Management - Supply chain management DCM - Demand Chain Management - Demand Chain Management PM- Pipeline Management - Management of an uninterrupted supply chain

Since the main function of supply is the regular flow of raw materials and materials to manufacturing enterprises, which requires the solution of certain tasks, which include: choosing a resource supplier, placing and sending an order, transporting, receiving supplies, complaints. These actions often require very large and, accordingly, expensive cargo transportation. Suppliers at the enterprise, in turn, try to carry out these operations with minimal unit costs. [Nemtseva, 2007, p. 29-33]

To reduce costs, suppliers often have to calculate the economic impact of a variety of supply options for production: the choice between in-house production of raw materials and components and purchasing from a supplier, the choice between remote and local suppliers, and so on. The relatively lower cost of materials and semi-finished products from a remote supplier compared to local suppliers opens up great opportunities when choosing a balance between the cost of holding stocks in transit and transportation times using economical methods of transportation. [Shutova, 2012, p. 60-63]

Thus, the supply plays an important role in the activities of the organization, since it is the foundation of its functioning. The right decisions in the organization of the supply process can significantly reduce the costs of the enterprise, which is an important factor in the global competition. Supply is the primary and key function of logistics, which launches the main processes of logistics in general. From this comes the importance of the supply chain and the fact that it plays a crucial role in the company's activities is beyond doubt.

Another conclusion in this part of the work will be that many researchers and scientists distinguish a wide variety of definitions for the terms of supply. All of them have their own interpretation and rationale, but to further understand the supply process, it is necessary to understand what tools exist in supply logistics, what procurement situations exist, how to determine the need for resources, order size and supplier selection method. All this will be discussed in the next paragraph.

Ministry of Education and Science of the Russian Federation

Federal Agency for Education GOU VPO

All-Russian Correspondence Institute of Finance and Economics

Department of Enterprise Economics and Entrepreneurship

TEST

on economics of organizations (enterprises)

Option 8

Executor:

Faculty: US

Specialty: BU AiA

Form of study: budget evening

Record book number:

Supervisor:

Plan:

Supply and logistics in the enterprise.

Functions and forms of supply.
Organization of logistics.
Material delivery planning and commercial logistics.
Methods of planning in supply and logistics.

Innovative activity at the enterprise: concept, essence, classification.

Innovations, their economic essence and significance.

The structure of the innovation process.

Classification of innovations.

List of used literature

Supply and logistics in the enterprise

Functions and forms of supply.

Logistics is a type of commercial activity for the provision of material and technical resources for the production process, carried out, as a rule, before the start of production. The main goal of logistics is to bring material resources to specific production enterprises, to a place of consumption predetermined by the contract.

Logistics functions are classified into basic and auxiliary, which in turn are divided into commercial and technological.

The main functions of a commercial nature include the direct purchase and lease of material resources by industrial enterprises, accompanied by a change in the form of value.

Ancillary functions of a commercial nature are 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 the legal support and protection of property rights, the preparation and conduct of business negotiations and the legal execution of transactions and control over their execution.

Functions of a technological nature include the delivery and storage of material resources. They are preceded by a number of auxiliary functions for unpacking, depreservation, harvesting and pre-processing.

Consumed material resources in industrial enterprises can be divided into basic materials and auxiliary. The main ones are raw materials that have not undergone primary processing. Raw materials that have gone through a small degree of processing, and pre-assembled parts that make up a significant part of the final product, are classified as semi-finished products. Their purchase does not differ from the purchase of conventional raw materials and materials.

Auxiliary materials usually occupy a small part in the composition of the final product. These include all kinds of metal products, wire, mounting bolts, etc.

There is also a group of production materials that ensure the commissioning of machines and equipment. These include various kinds of fuels and lubricants, coolant, electricity, etc.

Complementary products include products that do not require additional processing.

Various types of material resources are shown in fig. one.

Fig.1. Material classification

Depending on the supply system and the characteristics of the movement of material resources from suppliers to consumers, transit and storage forms of logistics are distinguished.

The transit form occupies a significant part in the total volume of deliveries, it is more economical, has a relatively high speed of deliveries. The choice of the transit form of supply is dictated primarily by the volume of resources consumed and the transit or custom delivery rate established for it. The transit rate is defined as the minimum allowable total amount of materials that is shipped by the manufacturer to the consumer in one order. The custom rate is defined as the smallest quantity of materials for one position of the order, accepted by the manufacturer for execution with a mandatory order for the simultaneous delivery of several homogeneous types (standard sizes) of materials to one consumer.

Material resources can also be supplied to the enterprise with a warehouse form of supply, which is distinguished by a greater frequency of deliveries of the required batches of materials. The warehouse form contributes to a relative reduction in inventories and ensures the completeness of deliveries. However, this form of supply is characterized by additional costs associated with the implementation of warehouse operations for loading, unloading and storing materials.

The material and technical support of enterprises is aimed at reducing production costs and creating conditions for an uninterrupted production process. It involves solving the following tasks:

ensuring the delivery of materials to each workplace;

maintaining stocks at the enterprise at an optimal level.

The solution of these problems requires the use of logistics approaches for the effective logistics of the enterprise.

Logistics covers all types of activities for the movement of material resources in time and space. Logistics functions are implemented at all stages of production and movement of material resources. Therefore, they share the logistics of production, supply and marketing. The logistics of supply and marketing does not cover the issues of intra-production movement of materials, but to a large extent the movement of material resources outside the enterprise. Therefore, the functions of logistics are closely intertwined with other functions to ensure the movement of material flows. Logistics performs a complex function and is an independent area covering the problems of the physical movement of material resources in time and space at all stages of the enterprise.

Organization of logistics.

The organization of logistics provides for the organization of a system for providing a manufacturing enterprise with material and technical resources and the organization of its own logistics service.

Each organizational structure of the logistics of an industrial enterprise includes the infrastructure of the supply organization process and the organizational structure of logistics management. Let's look at each of these components.

The logistics infrastructure includes the following subdivisions: storage facilities, transport facilities, procurement facilities. Separate enterprises may also have divisions for the processing of production and packaging waste.

Warehousing is the main structural subdivision of the logistics service of the enterprise. Its organizational structure is established depending on the production structure of the enterprise itself. Therefore, the composition of the warehouse economy can be represented by a network of general factory warehouses or warehouses of individual industries, workshop warehouses and storage areas in large specialized areas.

According to the functions performed, warehouses at industrial enterprises can be: material, production, marketing and other special warehouses.

Material warehouses, or logistics warehouses, are mainly designed to carry out warehouse operations with all incoming material and technical resources. It can be: raw materials, materials, semi-finished products, components, etc.

Production warehouses are designed to carry out warehouse operations with materials of own production. These can be warehouses for placing their own equipment and tools.

Sales warehouses are designed to accommodate the finished products of the enterprise.

Other specialized warehouses at the enterprise are intended for warehouse operations with special-purpose materials.

General factory warehouses can also be divided according to the level of specialization. For special materials, mainly for one purpose, specialized warehouses are created, for multi-product materials - universal ones.

According to the form of warehousing, warehouses can be rack and stack storage of materials or a combination of them. According to the device, warehouses can be divided into closed, open areas and sheds (semi-closed).

In general, the structure of warehousing at industrial enterprises can be determined by: the sectoral nature of production, the scale and size of the enterprise, the size and type of production, as well as the organization of production and management.

The structure of logistics warehouses at industrial enterprises is also characterized by the range of stored materials, volumes, functional purpose, consumer properties and features of their production consumption.

To perform technological functions for the preliminary processing of materials, procurement and preparation of products for production consumption, industrial enterprises create a procurement economy, which is included in the organizational structure of the logistics service of the enterprise.

Thus, the logistics of the enterprise with material resources includes the following functions:

procurement and delivery of materials;

warehousing and ensuring their safety;

processing and preparation of materials for production consumption;

logistics management.

Material Delivery Planning and Commercial Logistics.

Planning for the delivery of materials involves the movement of materials from the supplier to the consumer. In this case, two directions can be considered: supply channels and supply logistics.

Supply channels characterize the movement of goods from the supplier to the consumer with the fulfillment of the legal obligations of the parties. This defines the various structures through which the supply process is carried out. This can be direct purchases from the manufacturer, purchases from wholesalers and retailers, using agents and brokers, or the creation of your own purchasing organization in the enterprise.

In the supply chain, each organization buys material resources (MR) from previous suppliers, adds value to them, and sells them to the next consumers. Thus, MRs move further along the supply chain, and each purchase becomes a kind of push to continue this move. Thus, the supply of enterprises various types MR is the mechanism that actually sets material flows (MF) into motion along the supply chain.

Purchasing logistics- this is the activity of managing the MP in the process of supplying the enterprise MP: raw materials, materials, components, goods. It organizes all types of activities related to the receipt of MR and services from suppliers: purchase, delivery, acceptance, temporary storage of MR, etc.

Procurement is the function responsible for acquiring all the materials needed by the organization. Usually, the term "procurement" refers to the actual purchase, and "supply" has a broader meaning.

Supply as a function may include various types of acquisitions (purchasing, leasing, etc.), as well as related work: selection of suppliers, negotiation, negotiation of conditions, forwarding, monitoring of supplier performance, material handling, transportation, warehousing and acceptance of goods received from suppliers.

In a broad sense, the supply forms the main link between the organizations that are part of the supply chain, and serves as a mechanism for coordinating the material flow between consumers and suppliers.

common goal purchasing logistics - creating a reliable supply of materials to the organization with the highest possible economic efficiency.

The basis of economic efficiency is the search and purchase of the necessary materials of the required quality at the lowest prices.

The general goal of procurement logistics is decomposed into the following particular goals:

Creation of a reliable and uninterrupted MT in the organization;
· close interaction with the divisions using these materials, development of mutual relations and understanding of their inquiries;
Finding suitable suppliers, working closely with them and forming profitable relationships;
Procurement of necessary materials and assurance that they are of acceptable quality, delivered on time and where needed, and meet other requirements.
Ensuring good prices and delivery conditions;
· creation and maintenance of required stocks, implementation of a suitable policy of stocks, etc.;
· fast travel materials through supply chains, forwarding deliveries when necessary, constantly monitoring current conditions, including expected price increases, shortages, new product development, etc.

The main tasks of procurement logistics

1. Informational:
1) determination of the need for MR;
2) research of procurement markets;
3) identifying products and services that are best purchased on the side - "make or buy" task;
4) search, evaluation and identification of the best suppliers, prices, methods of delivery of products and services - supplier selection task.
2. Implementation tasks:
1) organization and implementation of procurement: price negotiation and conclusion of a supply contract; choice of procurement method; determination of the required warehouse space; submission of orders; documentary registration of deliveries; organization of payments; organization of delivery to the place of storage; forwarding; drawing up a delivery schedule agreed with all suppliers; organization of acceptance and placement of goods in a warehouse, etc.; purchasing logistics electronic procurement
2) control of deliveries: observance of the terms of purchase, compliance with the requirements for the volume of deliveries and quality of MP, destination, etc.;
3) preparation of the procurement budget.
3. Tasks of integration and coordination of purchases with production, marketing, warehousing, transportation, as well as with suppliers:
1) close interaction with units using MR, development of relationships, understanding of their requests;
2) discussion of the range, volumes, terms, prices, quality requirements, packaging, containers and other supply parameters with interested parties (designers, technologists, production workers, HR specialists, warehouse workers, transport workers, etc.);
3) coordination of the activities of the enterprise divisions involved in the promotion of MP from the supplier to the place of its direct use at the enterprise;
4) analysis of relations with suppliers, selection of suppliers for organizing long-term cooperation, compliance with the rules for working with suppliers, etc.

The organization of supply depends on the type and size of the organization. In a small organization, one employee may be responsible for all purchases. A medium-sized organization may have a department staffed by purchasing staff, freight forwarders, warehouse workers, and clerks. In a large organization, sourcing may involve hundreds of people coordinating huge purchases of materials.

The main issues of organizing the work of the procurement department:

1) how to organize purchases: centrally or locally?
2) what issues will the supply department be authorized to solve?
3) what will be the status of the supply department, to whom will the purchasing director report?
4) what will be the organizational structure and distribution of responsibilities within the supply department?

Organizations whose divisions are geographically distant from each other may, in some cases, resort to local procurement options. But usually the supply of the enterprise is organized by one department, which allows you to benefit from centralized procurement:

elimination of duplication;
Consolidation of all purchases of similar or similar materials, which allows you to receive discounts;
coordination of related activities to reduce the cost of transportation, storage and maintenance;
availability of a single point of contact with suppliers;
Reducing the cost of transportation, storage and maintenance;
Concentration of responsibility for supply, which facilitates managerial control.