Purchasing logistics. Procurement logistics Procurement logistics issues

ESSENCE AND OBJECTIVES OF PROCUREMENT LOGISTICS

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

A significant element of the micrologistics system is the procurement subsystem, which organizes the entry of the material flow into the logistics system. Material flow management at this stage has a well-known specificity, which explains the need to single out procurement logistics as a separate section of the discipline under study.

Any enterprise, both industrial and commercial, in which material flows are processed, has in its composition a service that purchases, delivers and temporarily stores objects of labor: raw materials, semi-finished products, consumer goods - a supply service. The activity of this service can be considered at three levels, since the supply service is at the same time:

an element that provides communications and the implementation of the goals of the macrologistic system, which includes the enterprise;

an element of the micrologistics system, that is, one of the divisions of the enterprise that ensures the implementation of the goals of this enterprise;

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

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

1. As an element of the macrologistic system, the supply service establishes economic relations with suppliers, coordinating technical, technological and economic issues related to the supply of goods, as well as planning issues. Working in contact with the sales services of the supplier and transport organizations, the supply service ensures that the enterprise is "tied" into the macro-logistics system. The idea of logistics - obtaining additional profit from the coordination of actions of all participants - requires that the personnel of the supply service achieve the goals of their own enterprise not as an isolated object, but as a link in the entire logistics macrosystem. This means that the supply service, working for its own enterprise, at the same time should pursue the goal of improving the efficiency of the entire macro-logistics system. With this approach, own enterprise is considered as an element of the entire macrologistic system: the position of the entire system improves - the position of the enterprise as its element improves.

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

The supply chain - production - sales should be built on the basis of the modern concept of marketing, that is, first a sales strategy should be developed, then, based on it, a production development strategy and only then a production supply strategy. It should be noted that marketing outlines this task only in conceptual terms. Scientific marketing tools aimed at a comprehensive study of the sales market do not contain methods that allow solving the problems of technical and technological consistency with suppliers, depending on the relevant requirements identified in the study of the sales market. Marketing also does not offer methods for the systematic organization of all participants in the process of promoting materials from the primary source of raw materials to the final consumer. In this regard, logistics develops a marketing approach to entrepreneurial activity, develops methods to implement the concept of marketing, significantly expands and complements the concept itself.

3. The efficiency of the functioning of the supply service, the possibility of implementing the listed goals both at the level of the enterprise and at the level of macrologistics largely depends on the system organization of the supply service itself.

PURCHASING SERVICE IN THE ENTERPRISE

In accordance with the concept of logistics, in the process of providing the enterprise with objects of labor, measures should be taken to implement a systematic approach to managing material flows within the supply service itself.

To provide the enterprise with objects of labor, it is necessary to solve the following tasks:

what to buy;
how much to buy;
from whom to buy;
under what conditions to buy.

In addition, the following work must be done:

enter into a contract;
control the execution of the contract;
organize delivery;
organize storage.

What, how much and from whom to buy - the tasks are not simple in nature. In Russia, their solution is complicated by the fact that in the recent past, enterprises often did not solve these tasks in full at all, since resources were distributed.

Rice. 1. Implementation of the supply function in the process of work of various departments of the enterprise

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

On fig. 1 shows a variant of the organizational structure of the enterprise with the distribution of the tasks listed above between various functional units. As you can see, the tasks “what to buy” and “how much to buy” are solved by the production directorate. Works on warehousing of purchased items of labor are also carried out here.

The tasks “from whom” and “under what conditions to purchase” are solved by the Procurement Directorate. The listed supply works are also carried out here, that is, contracts are concluded, their execution is monitored, and the delivery of purchased items of labor is organized. As a result, the material flow management function in the process of supplying the enterprise with raw materials and materials is divided between different services, and its effective implementation is difficult.

Another option, shown in Fig. 2, involves the concentration of all the supply functions of the enterprise in one hand, for example, in the directorate for logistics. Such a structure creates ample opportunities for logistical optimization of the material flow at the stage of procurement of labor items.

Rice. 2. Implementation of the supply function in the process of operation of one division of the enterprise

THE MAKE OR BUY CHALLENGE

The "make-or-buy" task is to make one of two alternative decisions - make the component yourself (if it is possible in principle) or buy from another manufacturer. In the English-language literature, this problem is called the Make-or-Buy Problem (the “make or buy” task) or, in short, the MOB problem, the solution of which depends on a number of external factors, as well as on the conditions at the enterprise itself.

Independent production of components reduces the company's dependence on market fluctuations. The enterprise can function steadily regardless of the situation on the market (naturally, within certain limits). At the same time, the high quality and low cost of components is more likely to be provided by a manufacturer that specializes in their production. In addition, by purchasing commodity resources from an intermediary, an enterprise, as a rule, has the opportunity to purchase a wide range of relatively small lots, as a result of which the need for stocks and warehouses is reduced, and the volume of contractual work with manufacturers of individual items of the assortment is reduced. Therefore, abandoning its own production and deciding to purchase components from a specialized supplier, the company gets the opportunity to improve quality and reduce costs, but at the same time becomes dependent on the surrounding economic environment. The risk of losses due to the growth of dependence will be the lower, the higher the reliability of supply and the more developed logistics links in the economy. Thus, the higher the degree of development of logistics in society, the more “quietly” the enterprise refuses its own production of components and shifts this task to a specialized manufacturer.

Regardless of the situation in the external environment, the enterprises themselves may have factors that cause the abandonment of their own production. A decision in favor of purchasing components and, accordingly, against own production should be taken if:

the need for a component product is small;

there are no capacities necessary for the production of components;

there are no qualified personnel.

A decision against purchases and in favor of own production is made when:

the need for components is stable and large enough;

the component product can be manufactured on the existing equipment.

SUPPLIER SELECTION CHALLENGE

After the problem of “make or buy” has been solved and the enterprise has determined what raw materials and what materials need to be purchased, they solve the problem of choosing a supplier. Let us list and characterize the main stages of solving this problem.

1. Search for potential suppliers.

In this case, the following methods can be used:

visiting exhibitions and fairs;

correspondence and personal contacts with possible suppliers.

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

2. Analysis of potential suppliers.

The compiled list of potential suppliers is analyzed on the basis of special criteria that allow the selection of acceptable suppliers. The number of such criteria can be several dozen. However, they are often limited by the price and quality of the products supplied, as well as the reliability of supplies, which is understood as the supplier's compliance with the obligations on delivery dates, assortment, completeness, quality and quantity of the products supplied.

Other criteria to consider when choosing a supplier include:

remoteness of the supplier from the consumer;

deadlines for the implementation of current and emergency orders;

availability of spare capacities;

organization of quality management at the supplier;

the psychological climate of the supplier (opportunities for strikes);

the ability to ensure the supply of spare parts during the entire service life of the supplied equipment;

financial position of the supplier, its creditworthiness, etc.

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

3. Evaluation of the results of work with suppliers.

The choice of a supplier is significantly influenced by the results of work on already concluded contracts. For this, a special rating scale is being developed, which allows calculating the rating of the supplier. Before calculating the rating, it is necessary to differentiate the purchased items of labor.

Purchased goods, raw materials and components, as a rule, are unequal in terms of the objectives of the production or trade process. The absence of some components that are required regularly can lead to a stop in the production process (as well as the shortage of certain goods in trade - to a sharp drop in the profits of a trading enterprise). The main criterion for choosing a supplier of this category of labor items will be the reliability of delivery.

If the purchased objects of labor are not significant from the point of view of the production or trade process, then when choosing their supplier, the main criterion will be the costs of acquisition and delivery.

Let us give an example of calculating the rating of a supplier (Table 1). Suppose that the company needs to purchase product A, the shortage of which is unacceptable. Accordingly, the criterion of reliability of delivery will be put in the first place when choosing a supplier. The significance of the remaining criteria, established in the same way as the significance of the first, by expert means by the staff of the supply service, is given in Table. 1.

Supplier Selection Criteria	Specific weight of the criterion	Evaluation of the value of the criterion on a ten-point scale for a given supplier	The product of the specific weight of the criterion by the assessment
1. Delivery reliability

3. Product quality
4. Terms of payment
5. Possibility of unscheduled deliveries
6. Financial condition of the supplier

The final rating value is determined by summing the products of the significance of the criterion and its assessment for a given supplier. By calculating the rating for different suppliers and comparing the obtained values, the best partner is determined.

Entering into an economic relationship with an unknown supplier, the company is exposed to a certain risk. In case of insolvency or dishonesty of the supplier, the consumer may experience disruptions in the implementation of production programs or direct financial losses. Compensation for the losses incurred, as a rule, encounters certain difficulties. In this regard, enterprises are looking for various ways to identify inappropriate suppliers, for example, Western firms often resort to the services of specialized agencies that prepare information about suppliers, including through informal channels. These certificates may contain the following information about the financial condition of the supplier:

the ratio of the supplier's liquidity to the amount of debt obligations;
the ratio of sales to accounts receivable;
the ratio of net profit to sales volume;
cash flow;
inventory turnover, etc.

Domestic enterprises currently rely mainly on their own information when choosing a supplier. At the same time, in an enterprise with many suppliers, a list of well-known, trustworthy suppliers can be formed. Approval of contracts with these suppliers, permission for advance payment for products scheduled for delivery are carried out according to a simplified scheme. If it is planned to conclude an agreement with a supplier that is not on the named list, then the approval and payment procedure is complicated by the necessary measures to ensure the security of the financial and other interests of the enterprise.

Example

Consider how the decision to choose a supplier is made.

Imagine that there are two firms (A and B) producing the same product of the same quality. Both firms are known and reliable. The disadvantage of firm A is that it is located 200 km farther from the consumer than firm B (the distance to firm A is 500 km, to firm B - 300 km). On the other hand, the goods supplied by firm A are packaged on a pallet and subject to mechanized unloading. Company B delivers the goods in boxes that must be unloaded manually. The tariff for the transportation of goods over a distance of 500 km is 0.5 conventional monetary units per kilometer (ude/km). When transporting cargo over a distance of 300 km, the tariff rate is higher and amounts to 0.7 ud/km.

Table 2. Calculation of total costs associated with the supply of goods

Index
Fare	0.5 ude/km × 500 km = 250 ude	0.7 ud/km × 300 km = 210 ud
Unloading costs	6 beats/h × 0.5 h = 3 beats	6 beats/h × 10 hours = 60 beats
Total expenses

Packaged cargo unloading time - 30 minutes, unpackaged cargo - 10 hours. The hourly rate of a worker at the unloading site is 6 ud.

If only transportation costs are taken into account, then firm B should be preferred. However, taking into account the cost of loading and unloading, this option turns out to be less economical than delivery from firm A (Table 2).

Thus, ceteris paribus, it is more profitable to purchase products from supplier A, since this gives a savings of 17 units per supply.

JUST-IN-TIME SUPPLY SYSTEM IN PURCHASING LOGISTICS

The Just-in-time delivery system (TVS system) is a philosophy and at the same time technical methods. The system is based on the fact that no materials should enter the link of the logistics system until there is an urgent need for these materials in this link, for example, delivery at the time of installation or directly to the store's sales floor.

The essence of the system "Just in time" is that the demand in any part of the chain is determined by the demand presented at the end of it. As long as there is no demand at the end of the chain, products are not produced and accumulated, components are not ordered and accumulated.

The opposite of this system is stockpiling in anticipation of demand.

The generally accepted definition states that the Just-in-time delivery system is a system for the production and delivery of components or goods to the place of production consumption or at the time of sale in a trading enterprise in the required quantity and at the right time.

Since quality control at the consumer is not provided for in the fuel assembly supply system, this function should be assumed by the supplier. Under these conditions, the presence of low-quality products in the supplied batch is unacceptable.

Relationships between the supplier and the buyer, allowing the use of the FA supply system, must be in the nature of a long-term business relationship and be based on long-term contracts. Only then can we reach agreement on issues of joint planning, reach the required level of technical and technological contingency, and learn how to find economic compromises.

Since the TVS system provides for the operation of consumers with a much lower stock than in traditional supply conditions, the requirements for the reliability of all participants in the logistics process, including transport workers, are increasing. Therefore, preference is given not to transportation tariffs (as in the conditions of traditional supply), but to a carrier capable of guaranteeing the reliability of meeting delivery deadlines.

The use of the TVS system makes it possible to drastically reduce stocks (production and commodity), the need for storage facilities, and personnel.

RAPID RESPONSE METHOD

This method was developed as a result of the development of the "Just in Time" philosophy and is a method of planning and regulating the supply of goods to manufacturing or trade enterprises, which is based on the logistical interaction between the enterprise - the consumer of the product, its suppliers and transport. The essence of the method is revealed in its name: a quick response of the logistics system (Fig. 3) to the demand that has arisen in the market. If the supplier is a manufacturing enterprise, then it should be able to quickly reorganize production to produce the products that the consumer needs. The supplier must be able to quickly access information about the real demand that the market presents to the consumer. The decision to supply goods to a trade enterprise by a supplier enterprise is made when the probability of a real need for a product of this type is sufficiently high. The transfer of the order and the delivery of the goods must take place without any delay.

The real-time mode of operation provides information processing at a pace determined by the speed of its receipt. This mode makes it possible to obtain the necessary information about the movement of the material flow at the current time and timely issue the appropriate administrative and control action on the control objects.

Introduction

Any enterprise, both manufacturing and commercial, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Purchasing logistics is one of the main logistics subsystems and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to the warehouses of the enterprise. The process of acquiring material resources (goods) in production activities is usually called procurement, in the public sector - supply, in retail trade and warehousing - purchases. Often this same process is referred to as "inbound logistics" or "internal logistics".

Procurement (supply) logistics, being the first logistics subsystem, is a process of movement of raw materials, materials, components and spare parts from the procurement market to the warehouses of the enterprise.

For the effective functioning of procurement logistics, it is necessary to know exactly what materials are needed for the production of a product, to draw up a procurement plan that ensures the coordination of actions of all departments and officials of the enterprise.

The purpose of this work is to expand knowledge in the field of procurement logistics, i.e. the ability to plan the process of purchasing raw materials of the required quality and quantity for the enterprise, at the right time, in the right place, from a reliable supplier that meets its obligations in a timely manner, with good service (both before and after the sale) and at a favorable price.

Purchasing logistics

this is the management of material flows in the process of providing the enterprise with material resources.

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

1) what to buy;

2) how much to buy;

3) from whom to buy;

4) under what conditions to purchase.

Logistics adds its own questions to the traditional list:

1) how to systematically link purchases with production and sales;

2) how to systematically link the activities of the enterprise with suppliers.

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

Consider the tasks and work related to procurement logistics.

1. Determining the need for material resources. To do this, it is necessary to identify intracompany consumers of material resources. Then perform the calculation of the need for material resources. At the same time, requirements are set for the mass, size and other parameters of deliveries, as well as for the delivery service. Further, schedules and specifications are developed for each position of the nomenclature and (or) nomenclature groups. For the consumed material resources, the “make or buy” problem can also be solved.

2. Research of the procurement market. Such a study begins with an analysis of the behavior of the supplier market. In this case, it is necessary to identify all possible suppliers in the immediate markets, markets for substitutes and new markets. This is followed by a preliminary assessment of all possible sources of purchased material resources, as well as an analysis of the risks associated with entering a particular market.

3. Choice of supplier. It includes searching for information about suppliers, finding the best supplier, evaluating the results of working with selected suppliers.

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

5. Supply control. One of the important tasks of supply control is supply quality control, i.e., accounting for the number of complaints and defects. Delivery control also includes tracking delivery dates (the number of early deliveries or delays), tracking the timing of the order, the timing of transportation, as well as monitoring the status of stocks of material resources.

6. Preparation of the procurement budget. An essential part of the procurement activity is economic calculations, since it is necessary to know exactly what these or those works and decisions cost. This determines the costs:

1) to fulfill an order for the main types of material resources;

2) transportation, forwarding and insurance;

3) cargo handling;

4) control over compliance with the terms of the supply agreement;

5) acceptance and verification of material resources;

6) search for information about potential suppliers.

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

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

1.2 Supply is an activity that includes the procedures for the purchase, delivery, acceptance, storage and pre-sale preparation of products. Supply chain management is the activity of coordinating the interaction of participants in the supply chain in order to provide added value to consumers.

Consider the basic principles that govern the definition of the main directions of supply management in the enterprise:

1. regularity - delivery of products on the basis of planned delivery schedules;

2. rhythm - the delivery of products at relatively regular intervals, which creates optimal conditions for the operation of wholesale and retail trade enterprises, warehouses, transport and other parts of the supply chain;

3. efficiency - the implementation of the process of supplying products, depending on changes in demand for it;

4. profitability - minimum costs of working time, material and financial resources for the delivery of products. It is achieved through the efficient use of vehicles, mechanization of loading and unloading operations, establishing the optimal link in the supply chain;

5. centralization - supplying consumers with products by the forces and means of suppliers;

6. manufacturability - the use of modern procurement and supply technologies.

The development of a supply program is the determination of the type and quantity of products purchased in various markets, as well as the time of purchase of a particular type of product. The task of the supply system is to provide a planned level of customer service with minimal total cost.

There are 2 main options for the organization of supply, fundamentally different from each other in the ability to implement a systematic approach to managing material flows in the process of providing an enterprise with raw materials:

1) centralized;

2) decentralized.

Decentralized form of organization of supply management

As you can see, the tasks “what to buy” and “how much to buy” are solved by the production directorate. Here, work is also carried out on the storage of purchased items of labor. The tasks of “who to buy from” and “under what conditions to buy” are decided by the procurement directorate. The listed supply works are also carried out here, i.e. Contracts are signed and their execution is monitored. As a result, the material flow management function in the process of supplying an enterprise with raw materials and materials is divided between various services and its effective implementation is difficult. For centralized procurement, one supply department is usually organized, concentrating all the supply functions of the organization, which allows you to get certain benefits:

1. consolidation of all purchases of similar or similar materials, which makes it possible to receive discounts for a large order;

2. coordination of related activities to reduce the cost of transportation, storage and maintenance;

3. elimination of duplication of operations and unnecessary techniques;

4. having a single point of contact with suppliers and providing them with the necessary information and services;

5. concentration of responsibility for supply, which facilitates the implementation of managerial control.

Centralized form of organization of supply management

This option involves the concentration of all supply functions in one hand. Such a structure creates ample opportunities for logistical optimization of the material flow at the stage of procurement of labor items.

In order to properly organize the supply process at the enterprise, it is necessary to know the methods of supply planning, from which you can choose a specific method or group of methods for implementation in the enterprise and effective use in the future.

Methods of supply planning at the enterprise include the following main systems: MRP I, MRP II, JIT, CIM, ERP, etc.

MRP I ("material requirements planning") is a system consisting of a series of logistically related procedures, rules and requirements synchronized in time for each unit of components necessary to meet the production schedule.

The goals of this system:

meeting the needs for materials, components and accessories for production planning;

planning of production operations, delivery schedules, purchasing operations.

The MRP I system begins its work with determining how much final product and in what time frame needs to be produced. Then the system determines the time and the necessary volumes of material resources to meet the needs of the production schedule. At the output, the system gives a set of documents, including schemes for the delivery of material resources by departments, volumes and delivery times. Thus, MRP I is planned to "push" material resources across departments.

MRP II ("manufacturing resource planning") is a closed-loop system related to detailed production planning, financial planning of material and production costs, and simulation of the production process. This system differs from MRP I in the flexibility of planning, providing a better organization of supplies and a better response to changes in demand. An important place in MRP II is occupied by blocks of demand forecasting, order placement and inventory management. As a result of using this system, material resources in the warehouse are reduced, the tasks of optimizing material flows and other positive effects are solved.

JIT (just in time concept) is characterized by minimal inventory, short supply chains, purchasing relationships with a small number of reliable suppliers and carriers.

CIM (the concept of "computerized integrated production") - involves the integration of all subsystems of the management system (supply management, design and production preparation, transport and storage systems, etc.)

ERP ("enterprise resource planning") - includes improved planning and scheduling, final resource planning, product data management, etc. The main task of the ERP-system is to achieve optimization (in terms of time and resources) of the listed processes.

When the form of organization and planning of supply is formed and selected, the management of the enterprise decides on the choice of the procurement method.

The choice of procurement method depends on:

1) on the complexity of the final product;

2) on the composition of components and materials.

You can consider the most commonly used methods.

1. Purchase of goods in one batch. The method involves the supply of goods in a large batch at a time (bulk purchases).

Its advantages: ease of paperwork, guaranteed delivery of the entire batch, increased trade discounts.

Disadvantages: a large need for storage space, a slowdown in capital turnover.

2. Regular purchases in small lots. In this case, the buyer orders the required quantity of goods, which is delivered to him in batches over a certain period.

The advantages are as follows: the turnover of capital is accelerated, since the goods are paid for as individual batches arrive; storage space is saved; the cost of documenting the delivery is reduced, since only the order for the entire delivery is issued.

Disadvantages: possibility of ordering an excess quantity; the need to pay for the entire quantity specified in the order.

3. Daily (monthly) purchases according to quotation sheets. This method of purchasing is widely used where cheap and quickly used goods are purchased. Quotation sheets are compiled daily (monthly) and include the following information:

a complete list of goods;

the quantity of goods in stock;

the required quantity of goods.

Advantages: acceleration of capital turnover; reducing the cost of warehousing and storage; timeliness of deliveries.

4. Receipt of goods as needed. This method is similar to the regular delivery of goods, but is characterized by the following features:

the quantity is not set, but is determined approximately;

Suppliers before each order are contacted by the buyer;

Only the delivered quantity of goods is paid;

· after the expiration of the contract, the customer is not obliged to accept and pay for goods that are yet to be delivered.

Advantages: no firm commitment to purchase a certain quantity; acceleration of capital turnover; minimum paperwork.

5. Purchase of goods with immediate delivery. What is the scope of this method? buying infrequently used items when it is not possible to obtain them as needed. The goods are ordered when they are required and are taken out of the suppliers' warehouses.

The disadvantage of this method? in the increase in costs associated with the need for detailed documentation for each order, the fragmentation of orders and multiple suppliers.

The organization and planning of supply, as well as the choice of the procurement method, are not possible without the accompanying information support for the procurement activities of the enterprise.

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

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

What to buy;

How much to buy;

From whom to buy;

Under what conditions to buy.

Logistics adds its own questions to the traditional list:

How to systematically link purchases with production and sales;

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

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

Consider tasks And work, related to purchasing logistics.

1. Determining the need for material resources. To do this, it is necessary to identify intracompany consumers of material resources. Then perform the calculation of the need for material resources. At the same time, requirements are set for the mass, size and other parameters of deliveries, as well as for the delivery service. Further, schedules and specifications are developed for each position of the nomenclature and (or) nomenclature groups. For the consumed material resources, the “make or buy” problem can also be solved.

2. Research of the procurement market. Such a study begins with an analysis of the behavior of the supplier market. In this case, it is necessary to identify all possible suppliers in the immediate markets, markets for substitutes and new markets. This is followed by a preliminary assessment of all possible sources of purchased material resources, as well as an analysis of the risks associated with entering a particular market.

3. Supplier selection. It includes searching for information about suppliers, finding the best supplier, evaluating the results of working with selected suppliers.

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

5. Supply control. One of the important tasks of supply control is supply quality control, i.e., accounting for the number of complaints and defects. Delivery control also includes tracking delivery dates (the number of early deliveries or delays), tracking the timing of the order, the timing of transportation, as well as monitoring the status of stocks of material resources.

6. Procurement budget preparation. An essential part of the procurement activity is economic calculations, since it is necessary to know exactly what these or those works and decisions cost. This determines the costs:

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

Transportation, forwarding and insurance;

cargo handling;

Monitoring compliance with the terms of the supply agreement;

Acceptance and verification of material resources;

Search for information about potential suppliers.

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

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

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

Supply management - this is the activity of coordinating the interaction of participants in the supply chain in order to provide added value to consumers.

Supply policy is a general recommendation, on the basis of which the purpose, purpose and aspects of the activity of the supply unit of the enterprise are determined.

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

2) regulation on valuable purchases;

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

4) identification and study of sources of resources and suppliers of products;

5) determination of the need and calculation of the quantity of ordered products;

6) order decision;

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

8) inventory management;

9) accounting and control of the progress of fulfillment of contractual obligations.

Consider the basic principles that govern the definition of the main directions of supply management in the enterprise:

1) regularity - delivery of products on the basis of planned delivery schedules;

2) rhythm - delivery of products at relatively regular intervals, which creates optimal conditions for the operation of wholesale and retail trade enterprises, warehouses, transport and other parts of the supply chain;

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

4) economy - minimum costs of working time, material and financial resources for the delivery of products. It is achieved through the efficient use of vehicles, mechanization of loading and unloading operations, establishing the optimal link in the supply chain;

5) centralization - supplying consumers with products by the forces and means of suppliers;

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

Development of a supply program - this is the definition of the type and quantity of products purchased in various markets, as well as the time of purchase of a particular type of product.

The task of the supply system is to provide the planned level of customer service at the lowest overall cost.

TO supply system, usually present the following requirements:

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

2) inventory management - reducing the level of investment associated with stocks of products, and the cost of maintaining them to a minimum;

3) maintaining the level of quality of customer service;

4) work with suppliers - search for competent suppliers;

5) standardization - the purchase of standard products where possible;

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

7) ensuring the competitive advantage of the enterprise;

8) development of relations and achievement of harmonious, productive and working relations with employees of other functional divisions of the enterprise;

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

Any enterprise, both industrial and commercial, in which material flows are processed, has in its composition a service that purchases, delivers and temporarily stores objects of labor (supply service): raw materials, semi-finished products, consumer goods. The activity of this service can be considered at three levels, since the supply service is at the same time:

An element that provides communications and the implementation of the goals of the macrologistic system, which includes the enterprise;

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

An independent system with elements, structure and independent goals.

Consider the purpose of the supply service at each of the identified levels.

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

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

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

Treat suppliers in the same way as customers of the firm;

Do not forget to demonstrate in practice the community of interests;

Inform the supplier about his tasks and keep abreast of his business operations;

Show willingness to help in case of problems with suppliers;

Comply with the obligations assumed;

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

2. The supply service, being an element of the enterprise that organized it, should organically fit into the micrologistics system that ensures the passage of the material flow in the supply-production-sales chain. Ensuring a high degree of consistency in the management of material flows between the supply service and the production and marketing services is the task of the logistics organization of the enterprise as a whole. Modern systems for organizing production and logistics provide the ability to coordinate and promptly adjust the plans and actions of supply, production and marketing links on an enterprise scale, taking into account constant changes in real time. The chain "supply - production - sales" should be based on the modern concept of marketing, i.e., first a sales strategy should be developed, then, based on it, a production development strategy, and only then - a production supply strategy. It should be noted that marketing outlines this task only in conceptual terms. Scientific marketing tools, aimed at a comprehensive study of the sales market, have not developed methods to solve the problems of technical and technological consistency with suppliers, depending on the relevant requirements identified in the study of the sales market. Marketing also does not offer methods for the systematic organization of all participants in the processes of promoting materials from the primary source of raw materials up to the end consumer. In this regard, logistics develops a marketing approach to entrepreneurial activity, develops methods to implement the concept of marketing, significantly expands and complements the concept itself.

In Russia, the solution of the above tasks of procurement logistics is complicated by the fact that in the recent past, enterprises did not solve these tasks in full at all, since resources were distributed.

First model reflects the presented traditional version of the organizational structure of the enterprise with the distribution of the tasks listed above between various functional units. As you can see, the tasks of what to buy and how much to buy are decided by the production directorate. Works on warehousing of purchased items of labor are also carried out here.

The tasks of who to buy from and under what conditions to buy are decided by the Procurement Directorate. The listed supply works are also carried out here, that is, contracts are concluded, their execution is monitored, and the delivery of purchased items of labor is organized. As a result, the material flow management function in the process of supplying the enterprise with raw materials and materials is divided between different services, and its effective implementation is difficult.

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

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

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

Let us consider flow control in a dedicated area, if the buyer under the contract has already paid the supplier for the delivery of goods to his warehouse. Under these conditions, the supplier's profit from the transaction largely depends on how rationally his sales service organizes the delivery of the order to the consumer's warehouse. In other words, the supplier manages the flows in the area under consideration. The applied methods relate to distribution logistics. The buyer, who has already paid for the delivery, does not gain anything from its rational organization (nor does he lose anything if the delivery is poorly organized).

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

Contractors may agree on other terms of delivery. Suppose a non-resident supplier delivers goods to the railway station of his city (and the cost of delivery services is included in the price of the delivered goods). Further, the buyer organizes the movement of the goods. Here, the distribution service of the supplier is engaged in bringing the goods to the station of the point of departure, then the purchase service of the buyer.

The point at which the supplier's distribution service transfers control of material flow to the buyer's purchasing service is determined by the terms of the franking of the goods, which are laid down when concluding the supply contracts. The term "free" denotes the procedure for taking into account the cost of delivering products to the consumer in the price of the product. In the supply contract, the term "free" indicates to what point on the way of movement of products to the buyer the costs associated with transportation and insurance are borne by the supplier.

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

4.2. Purchasing logistics mechanisms

The management of the procurement system in the enterprise pursues the following goals:

1) expansion of the product range;

2) reducing the total cost of resources and eliminating losses;

3) getting rid of obsolete and slowly sold stocks of products;

4) control over special orders;

5) control over lost sales;

6) increase in the share of purchases carried out under the standard order procedure.

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

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

2) transit, in which products are delivered directly to the consumer from manufacturers;

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

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

1) the number of products sold is large enough to recoup the cost of direct marketing;

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

3) products require highly specialized service.

Active policy enterprise in the field of delivery conditions is that, when selling, the products must be delivered as close as possible to the buyer's warehouse. Upon purchase, the products must be received in ownership as close as possible to the seller's warehouse. This contributes to better business planning and supply chain control.

Benefits of an active purchase terms policy:

Better supply chain control;

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

To carry out the procurement function in the enterprise, a number of operations are performed.

1. Market analysis.

2. Study of price trends and supplier production cost analysis. This allows you to conclude that the purchase is made under the most favorable conditions and at the best time.

3. Receipt and evaluation of the supplier's offer.

4. Choice of supplier.

5. Coordination of the cost of service and conclusion of the contract.

6. Verification of the conformity of the purchased products with certain requirements or specifications of the buyer.

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

8. Placing an order.

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

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

11. Development of methods for accounting for products.

12. Reducing the time of verification and approval of product specifications.

13. Acceleration of payment for products.

14. Saving enterprise resources, for example by consolidating orders and setting stock standards.

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

16. Selection, classification and analysis of data necessary to search for an alternative type of product.

17. Forecast of supply, demand and prices for the main types of purchased products.

18. Analysis of the value and capabilities of the supplier.

19. Development of new methods for processing the necessary data for the effective functioning of the procurement system.

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

1) determining the scope of the project (volume of production and sales, costs, budget parameters, etc.);

2) formation of a procurement plan, preliminary evaluation of suppliers. A list of all future purchases for the project is compiled, as well as a schedule for the purchase of each type of product;

3) placement of advertisements for submission of proposals;

4) evaluation of the proposal;

5) final negotiations;

6) preparation of documentation;

7) delivery and quality control;

8) discussion of controversial issues and warranty obligations.

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

Product Procurement Planning has the following goals:

1) reducing the level of excess stock of products;

2) maintaining the required level of customer service;

3) Coordination of delivery schedule and production plan.

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

1) the minimum lot of the order issued by the supplier;

2) discounts for changes in the volume of supplied products;

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

4) location of the supplier. If the supplier is foreign, it is impractical to carry out frequent deliveries of small batches of raw materials or packaging, as this significantly increases the level of logistics costs. At the same time, conditions can be negotiated with a local supplier under which the recipient will maintain a minimum level of stock of raw materials, materials or packaging;

5) supplier reliability. If the supplier is reliable, the manufacturing enterprise gets the opportunity to organize delivery just in time;

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

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

Consider The main components of a material requirements planning system are:

1) the schedule of the main production or trade process, which determines the quantity of finished products, broken down by time;

2) data on the optimal norms of stocks of goods and materials;

3) inventory data for each component, assembly and part (quantity available, expected receipts, and the number of used parts not yet written off);

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

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

6) structured list of raw materials and materials;

7) data on stocks, open orders and lead times to calculate the time and volume of orders for materials.

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

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

2) breakdown by time.

Another important logistical challenge is to answer the question from whom to buy. It involves making one of two decisions:

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

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

Consider possible reasons why purchasing from an intermediary may be more profitable, than directly from the manufacturer:

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

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

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

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

Intermediary, having purchased a large batch of 8 rubles. per unit, breaks it down and sells it to small wholesale buyers with a 12% margin, i.e., 8.96 rubles. for a unit. The mediator can afford this, as he specializes in disaggregating parties. For the manufacturer, downscaling is more expensive, and he is forced to sell small wholesale lots at 10 rubles, and not at 8.96 rubles;

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

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

The use of third parties to replace the internal organizational structures of the enterprise appropriate when:

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

2) it reduces the risk of the enterprise in case of transition to new technologies or changes in consumer preferences;

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

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

List and describe the main stages of solving the problem of choosing a supplier.

1. Search for potential suppliers. In this case, the following methods can be used:

Visiting exhibitions and fairs;

Correspondence and personal contacts with possible suppliers.

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

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

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

2) established relations with the supplier - the presence of existing or already invalid contracts with this company, prospects for long-term cooperation, the presence of various circumstances affecting the choice of supplier (family ties, bribes), the volume of sales of goods necessary for mutual interest;

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

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

5) reliability of supplies - compliance with the schedule of deliveries, compliance with applications in terms of the volume and structure of goods, the implementation of transport services by the supplier, the possibility of varying various conditions of supply;

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

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

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

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

2) the ability to choose if one of the suppliers is experiencing difficulties (difficulties may be related to the terms of delivery, product quality and service);

3) the possibility of solving problems that arise when increasing production or sales volumes that are not provided for by the current production (sales) plan.

3. Evaluation of the results of work with suppliers. The choice of a supplier is significantly influenced by the results of work on already concluded contracts.

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

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

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

3) readiness for delivery comparison of received and completed orders. This indicator indicates the consistency of the timing of the execution of orders related to the needs of the consumer. Confirmed by the deadline for the completion of the order by the enterprise;

4) supply flexibility - the readiness of the enterprise to comply with changes made by the consumer to the order.

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

Compliance with the established rules for packaging and packaging of products, marking and sealing of individual cargo items;

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

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

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

Control over the work of persons involved in determining the quantity of shipped products and processing shipping and settlement documents for it;

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

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

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

Compliance with the rules for the delivery of goods for transportation, their loading and fastening, as well as special rules for loading established by standards and specifications.

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

1) direct purchases purchasing products directly from manufacturers;

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

3) leasing - rent, for example, warehouse equipment;

4) new purchase - the situation of the purchase by the enterprise, in which the buyer makes the purchase of this product for the first time, may require serious research;

5) regular repurchase;

6) modified repurchase - a procurement situation in which the purchasing enterprise changes the specification of the order, price, terms of delivery or supplier of products requires little research;

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

Procurement management methods:

1) method of increasing the volume of purchases;

2) the method of reducing the volume of purchases;

3) method of direct calculation of purchase volumes. The method of increasing the volume of purchases suggests:

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

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

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

4) making a decision to create stocks depending on the number of orders for specific types of products, and not on the number of products sold.

Method of reducing the volume of purchases provides:

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

2) determination, on the basis of sales statistics, of those types of products, the volume of stocks of which should be reduced;

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

4) minimizing the share of slow-moving types of products on the basis of taking into account indicators of the volume of stocks of products.

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

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

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

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

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

One of the procurement logistics techniques is the just-in-time delivery system (FA system). It is based on the fact that no materials should enter the link until the need for them arises in this link, for example, delivery by the time of installation or directly to the store's trading floor.

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

The generally accepted definition is that just-in-time delivery system it is a system for the production and delivery of components or goods to the place of production consumption or to the point of sale in a trading enterprise at the right time and in the required quantity.

Traditional supply scheme provided for delivery in several stages:

Provider;

Forwarding warehouse;

Incoming control warehouse;

Main storage;

Preparation for consumption;

IN TVS system stages are much less:

Provider;

Supplier's output control;

industrial consumption.

Thus, quality control at the consumer's by the TVS system is not provided. Therefore, this function should be taken over by the supplier. Under these conditions, the presence of low-quality products in the supplied batch is unacceptable.

The relationship between the supplier and the buyer, allowing the use of the TVS system, must be in the nature of a long-term business relationship and be based on long-term contracts. Only then will it be possible to reach agreement on issues of joint planning and the necessary level of technical and technological contingency, and learn how to find economic compromises.

The TVS system provides for the operation of consumers with a much lower margin than in traditional supply conditions. Consequently, the requirements for the reliability of all participants in the logistics process, including transportation, are increasing. Therefore, if in the conditions of traditional supply, when choosing a carrier, first of all they pay attention to transportation tariffs, then in TVS systems, preference is given to a carrier that is able to guarantee reliable compliance with delivery dates.

The use of the TVS system makes it possible to drastically reduce inventories, both production and commercial, and reduce the need for storage facilities and personnel.

The TVS system requires significant efforts to implement. Therefore, for its development, differentiation of the range of supplied commodity or production resources should be carried out in order to identify the most significant positions, working with which according to the TVS method can give the greatest effect.

Let us formulate the main components of the effect from the use of TVS:

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

Current stocks are reduced, as objects of labor enter either the workshop or the trading floor;

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

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

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

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

We also note some Problems standing in the way of the implementation of the TVS system:

Consumer quality requirements that lead to an increase in the supplier's costs and may be perceived by the latter as overstated;

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

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

The schedule of deliveries that is used in TV C systems should allow receiving goods as needed, while a schedule characterized by the stability of deliveries in size and time is more acceptable for the supplier;

Lot size and frequency of deliveries. This problem arises in connection with the possible difference in the assessments of the supplier and the consumer of the economically viable for them the size of the parties and the frequency of delivery.

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

1) in the field of relations with suppliers:

Search for nearby suppliers;

Transition to long-term economic relations;

Prolongation of contractual relations with trusted suppliers;

Encouraging suppliers to implement the TVS system;

Supplier business support through long-term planning and procurement assurance;

concentration of distant suppliers;

Bringing purchase prices to an acceptable level for both parties;

Organization of paperless information exchange;

2) in terms of supply:

Maintaining a sustainable purchasing speed consistent with production speed;

Ensuring the possibility of frequent deliveries in small batches;

Work with a variable size of a single delivery with a fixed total volume of deliveries under the contract;

Encouragement of suppliers for the willingness to pack goods in the required volumes;

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

4) in the shipping area:

Drawing up and strict observance of the schedule for the arrival of goods;

The use of permanent, proven cab drivers;

Conclusion of long-term contracts for complex logistics services, including warehousing and transportation.

Based on the TVS system, the so-called quick response method. It is a method of planning and regulating the supply of goods to retailers and distribution centers, which is based on the logistical interaction between the trade enterprise, its suppliers and transport.

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

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

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

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

The new business concept is the spirit of partnership and cooperation between organizations involved in product promotion. The role of stakeholder alignment is extremely important. For example, in the United States in the late 1980s, when about 90% of goods already carried a bar code, only a few hundred partners were united by quick response technology. The reason for the slow adoption was not only the novelty of the technology, but also the traditional spirit of competition and distrust between retailers, distributors and manufacturers, since historically each organization tries to extract the maximum profit and do this at the expense of the profits of other organizations. Destroying these traditionally competitive relationships is no less difficult than resolving the technical and technological issues associated with the introduction of quick response technology.

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

1) the speed of order fulfillment (the time from the moment the order was sent to the receipt of the products);

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

3) the willingness of the supplier to accept the returned product if a defect is found in it, and replace it with a quality product as soon as possible (or accept the product back without clarifying the reasons for rejecting it);

4) ensuring various volumes of batches of shipments of products;

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

6) availability of an efficiently functioning consumer service;

7) availability of a reliably functioning distribution and storage network;

8) sufficient level of product stocks;

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

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

conclusions

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

Tasks and activities related to procurement logistics:

1) determination of the need for material resources;

2) research of the procurement market;

3) choice of supplier;

4) procurement;

5) supply control;

6) preparation of the procurement budget;

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

2. Management of the purchasing system in the enterprise pursues the expansion of the product range, reducing the total cost of resources and eliminating losses, getting rid of obsolete and slow-moving stocks of products, controlling special orders, controlling lost sales, increasing the share of purchases carried out according to the standard order procedure.

One of the procurement logistics techniques is the just-in-time delivery system. The system is based on the fact that no materials should enter the link until the need for them arises in this link.

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

Procurement logistics is a section of commercial logistics (business logistics) dedicated to the design, formation and optimization of macro-logistics systems for the concentration of resources in an enterprise and their effective use in managing logistics flows.

The purpose of procurement logistics is the reliable and high-quality provision of the company's production units with the material resources necessary to fulfill the specified production schedule.

Purchasing Logistics Tasks:

Determining the need for material resources;

Procurement market research;

Selection of suppliers;

Purchasing;

Supply control;

Procurement budget preparation;

Coordination and systemic relationship of purchases with production, marketing, warehousing and transportation, as well as with suppliers.

The tasks solved by procurement logistics should be based on the modern concept of marketing, that is, first a sales strategy should be developed, then, based on it, a production development strategy, and only then - a production supply strategy.

Procurement logistics performs the following functions:

formation of a strategy for the acquisition of material resources and forecasting the need for them;

receiving and evaluating proposals from potential suppliers;

selection of suppliers;

determination of the needs for material resources and calculation of the quantity of ordered materials and products;

agreeing on the price of ordered resources and concluding supply contracts;

control over the delivery of materials;

input quality control of material resources and their placement in the warehouse;

bringing material resources to production units;

maintenance of stocks of material resources in warehouses at the normative level.

Supplier selection (methods)

There are several common vendor selection methods:

Cost-coefficient;

In any case, the choice of a supplier or a group of suppliers is determined by a system of criteria. For both industrial and trading companies, the main selection criteria are usually: price, product quality and reliability of delivery. The establishment of a system of criteria for the initial selection of suppliers depends on the marketing (production) and logistics strategy of a particular company. In some cases (depending on the corporate strategy), such parameters as, for example, delivery time, supplier reliability, provision of credit by the supplier, delivery of goods on the basis of netting, and others may come first. It must also be borne in mind that the system of criteria for selecting suppliers is dynamic (especially in an unstable economic situation).

To select suppliers, in most cases, a rating assessment of their compliance with criteria/factors is used. One possible set of such factors is shown below:

1. Reliability of delivery.

2. Quality assurance.

3. Production capacity.

5. Location.

6. Technical potential.

7. Financial situation.

8. Possibility of compromises.

9. Availability of an information system for communication and processing of orders.

10. After-sales service.

11. Reputation and role in your industry.

12. Business initiative.

13. Management and organization.

14. Process control.

15. Attitude towards the buyer.

17. Registration of goods (packaging).

18. Labor relations.

19. Business experience and relationship history.

20. Supporting literature and instructions.

21. Reciprocity of benefits and interests.

Several suppliers can meet the system of established criteria. In this case, it is necessary to rank them based on the influence of direct contacts with representatives of suppliers. The final selection of a supplier is made by the decision maker in the logistics (purchasing) department and, as a rule, cannot be fully formalized.

Procurement Methods

Basic Procurement Methods

1. Purchase of goods in one batch (bulk purchases). It is assumed that this method is carried out by supplying

goods in one large batch. Advantages: ease of paperwork, guarantees of delivery of the entire batch, increased trade discounts, small document flow associated with the order. Disadvantages: a large need for stocks and storage facilities, slow capital turnover - the effect of freezing financial resources, inflexibility of the price factor, large losses from material deterioration during storage. 2. Regular purchase in small lots (in this case, the order is delivered in several crushed lots). Advantages: capital turnover is accelerated (compared to the previous method), goods are paid for as they arrive at the warehouse, the required storage space is reduced, rent is reduced, the cost of maintaining premises and additional warehouse personnel, a small document flow associated with ordering goods, i.e. To. The order is placed only once. Disadvantages: possibility of ordering an excess quantity, the need to pay for the entire order placed (in installments.)

3. Regular purchases (daily, monthly) according to quotation sheets. This method of procurement is used when purchasing an inexpensive, quickly used product. To track the need, quotation sheets are regularly compiled, which indicate the complete list of goods, the quantity of goods in stock, the required number of goods. Advantages: accelerated capital turnover, low costs for storage and warehousing, low costs from damage to goods during storage, no additional service personnel, timely delivery. Disadvantages: dependence on the supplier, constant accounting of goods - high labor costs, large document flow for orders.

4. Receipt of goods as needed. With this method, the supplier delivers the order in small lots, while in the order the quantity of goods is determined not exactly, but approximately, the delivery of each small lot is carried out

when agreed with the customer, not the quantity that was agreed in the supply contract is paid, but the one that was actually received upon agreement, after the expiration of the contract, the customer does not have to accept and pay for goods that have yet to be delivered. Advantages: no strict obligations to purchase a certain amount of goods, the possibility of adjusting the order agreement; accelerated turnover of capital; minimum document flow associated with the implementation of communication with the supplier, the need for a minimum number of storage facilities.

5. Purchase of goods with immediate delivery. This method is used only for those goods that are rarely used and required in production. In this case, the order is received immediately and transported from the suppliers' warehouses to the customer's warehouses. Disadvantage: increased costs associated with the preparation of the necessary documentation for the order, shredding the order, the need to establish relationships with many suppliers.

The object of logistics management is end-to-end MP, however, in some areas, its management has its own specifics. In accordance with this specificity, 5 functional areas of logistics are distinguished: purchasing (or supply logistics), production logistics, distribution, transport and storage. Separately allocate information logistics.

Purchasing logistics- this is the management of the MP in the process of providing the enterprise with material resources.

Any enterprise has in its composition a unit that purchases, delivers and temporarily stores initial material resources, which are then, during the production process, converted into finished products. This is the logistics department.

The logistics service is both an element that provides communications and the implementation of the goals of the macrologistics system, an element of the micrologistics system (one of the divisions of the enterprise) and an independent subsystem that has elements, structure and independent goals.

At the level of the macrologistic system, the main goal functioning of the MTS - obtaining additional profit from the coordination of actions of all participants in the logistics chain (suppliers, the enterprise itself and consumers).

Logistic integration with suppliers and consumers is achieved through a set of measures. In the Western practice of procurement activities, a number of "general rules" or recommendations have been developed that not only significantly facilitate relations with suppliers and the banking sector, but also strengthen the position of the company, create conditions for survival in the competition. This peculiar code characterizes the ethical norms of partnership. It can be summarized as follows: successful product preparation and production (ceteris paribus) is based on good relations between the entrepreneur, on the one hand, and creditors and suppliers, on the other. Particular attention should be paid to relations with creditors, since their trust and willingness to help are especially important.

Treat suppliers in the same way as customers of the firm;

Do not forget to demonstrate in practice the community of interests;

· acquaint the supplier with his tasks and keep abreast of his business operations;

· to be ready to help in case of problems with the supplier;

to comply with the obligations assumed;

take into account the interests of the supplier in business practice;

Maintain as stable business contacts as possible.

At the level of the micrologistics system the supply service must maintain high consistency in the management of the MP between the supply service and the production and marketing services, which is the task of the logistics organization of the enterprise as a whole.

The possibility of implementing the listed goals of the supply service at the micro and macro levels largely depends on the system organization of the supply service itself.

So the main goal Purchasing logistics is to meet the needs of production in materials with the highest possible economic efficiency.

The sub-objectives of the overall objective of purchasing logistics are:

Improving the quality of purchased raw materials, materials and finished products;

Improving the quality of the procurement process;

search and development of long-term relationships with competent and reliable suppliers;

· increasing the level of standardization of purchased inventory items;

Reducing the overall costs of the supply process;

development of coordination, integration and harmonization of relations with other divisions of the company;

However, the achievement of the objectives of procurement logistics depends on the solution of a number of tasks. In summary, these tasks can be grouped as follows.

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

2. Ensuring an exact correspondence between the number of supplies and the needs for them (an excess or insufficient amount of supplied inventory and material resources also negatively affects the balance of working capital and the stability of output, and, in addition, may cause additional costs when restoring the balance optimum).

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

In the course of solving these problems, the process of procurement of MP can be divided into a number of basic functions:

· Identification and study of sources of resources and suppliers of products;

· Deciding on an order or own production;

Determining the need and calculating the quantity of ordered products;

Establishing the quantity and timing of deliveries and monitoring them;

· Inventory Management;

· Accounting and control of the course of fulfillment of contractual obligations;

Identification and study of sources of resources and suppliers of products Successful procurement requires extensive knowledge of the markets in which it is made. As for the tasks of researching the procurement market, they consist in the regular collection and evaluation of detailed information in order to determine the market capacity and create prerequisites for optimizing procurement. The management of many enterprises has long realized that the planning of relations with the supply market is as important for successful operation as the planning of the sales market.

Deciding on an order or own production

The task of making a component product ourselves, if it is possible in principle, or buying a component from another manufacturer, is the justification for deciding the degree of use of own means of production in the production process. Decisions are made both on the use of their own means of labor (transport, storage facilities, machinery, equipment ...) and on the use of their own objects of labor, i.e. self-made blanks, semi-finished products, components ...

Independent production of blanks and semi-finished products reduces the dependence of enterprises on market fluctuations. At the same time, the high quality and low cost of these products will be provided by a manufacturer who specializes in their production. The risk of losses due to the growth of dependence will be the lower, the higher the reliability of supply and the more developed logistics links in the economy.

A decision in favor of procurement of blanks and semi-finished products should be made if:

· The need for blanks and semi-finished products is low;

· There are no capacities necessary for production;

· Lack of qualified personnel.

The decision in favor of own production should be made if:

· The need for components is stable and large enough;

· The component product can be manufactured on existing equipment.

Decisions such as "make or buy" are made when purchasing commodity resources (from a manufacturer or from an intermediary), when choosing between the services of a carrier and creating one's own fleet of vehicles, when deciding whether to use the services of a hired warehouse.

Let's take a closer look at the choice of two alternative solutions:

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

· Or purchase commodity resources from an intermediary who specializes in downsizing production batches, forming a wide range and supplying it to consumers in a complete form.

Purchasing from an intermediary can be more profitable than directly from the manufacturer for a number of reasons:

· By purchasing commodity resources from an intermediary, the company has the opportunity to purchase a wide range of relatively small lots. As a result, the need for stocks, warehouses is reduced, the volume of contractual work with manufacturers of individual items of the assortment is reduced.

· The price of goods from an intermediary may turn out to be lower than from the manufacturer, since prices for small wholesale and large wholesale buyers are different, due to the need to break down the batch of goods. And since the intermediary specializes in this, downsizing is cheaper for him.

· The manufacturer of goods may be located geographically at a more distant distance than the intermediary. Additional shipping costs may in this case be greater than the difference in prices between the manufacturer and the intermediary.

Currently, in industrialized countries, partial or complete transfer of the performance of individual business functions and even parts of a business process to third parties or organizations is widely used. This phenomenon has been named outsourcing. Translated from English, this literally means getting something from external sources. Outsourcing has been widely developed for the following reasons:

· Increasing intensity of competition in all market sectors and the associated need to achieve the highest efficiency of all operations of production and economic activities. To achieve independently the maximum increase in the effectiveness of all operations is almost impossible, and sometimes impractical. You can perfect the performance of key functions, and entrust the rest of the work to those who do it better than others.

· Aspiration of enterprises to be "global" , i.e. present their products and services around the world. For this, first of all, it is necessary that there is no rigid "binding" to a certain territory. For example, own production facilities, a delivery service, or a chain of stores are not really a serious hindrance, but rather an unnecessary luxury for a company moving from one country's market to another, at least at the initial stage.

· Increasing the role of small businesses in global business. Outsourcing makes it possible for a company to have a global presence in the markets of many countries without the need for staff growth. A relatively small company can, with the help of small enterprises, operate worldwide from a central office, while maintaining control over the implementation of assigned tasks.

In the field of logistics, outsourcing can be carried out, first of all, by enterprises providing services for warehousing, transportation, customs clearance, and information support. However, in Russia, unlike in the West, the market for such logistics operators cannot be called established and stable. Among the largest and most reputable companies are National Customs Broker LLC and Russian Logistics Service (customs, warehouse, transport services), Maersk Sealand (MESK SEALAND), P & O Nedlloyd and MSC (transport operators). These companies offer services in the field of logistics and maintain the quality of service at the world level. Unfortunately, it is precisely because of the need to maintain a high level of service quality that they set high prices for their services.

“I came to the market to do what I can do best. The rest I will buy as a service of local market experts.” That's the essence of outsourcing. The market trend today is an increase in the share of outsourcing in logistics. The service provider in logistics is called PL-provider(Party Logistic Provider). It is customary to distinguish several levels of service providers:

· First level logistics service provider – 1PL provider. This is an enterprise that is able to ensure the transportation of goods from point A to point B by one mode of transport. This is, for example, a telephone operator ordering vehicles (private dispatcher); freight forwarding company for road transport; rail freight forwarder.

· Second level logistics service provider – 2PL provider. Carries out multimodal transportation, organization of cargo transshipment from one mode of transport to another. The tasks solved by the 2PL supplier are as follows: take the goods in the warehouse, load them into a truck, bring them to the wagon, organize the approach of the wagon and the truck (preferably at the same time) to the place of loading, load the goods into the wagon, send.

· Third level supplier - 3PL-provider. It solves the problems of distribution, delivery of goods throughout the country by any means of transport with the possibility of transshipment through transit warehouses and changes in the volume of consignments in accordance with the instructions of the cargo owner.

· Fourth level supplier - 4PL-provider. This is the pinnacle of logistics. Such providers are rare even for Europe. Their tasks are: optimization of commodity flows, selection and application of appropriate software, contract work with service providers.

Accordingly, the longest chain of relationships in logistics outsourcing is as follows: a 4PL provider orders a service from a 3PL provider, a 3PL provider orders a service from a 2PL provider, which in turn orders a 1PL provider, and the latter attracts a carrier. Of course, this is not always necessary. But when you manage a multinational corporation that manufactures goods in many countries of the world and set as your task the reduction of the "logistics component" in the price, using the services of PL suppliers can give a tangible result.

Purchasing logistics. Procurement logistics Procurement logistics issues

Introduction

Purchasing logistics

4.2. Purchasing logistics mechanisms

conclusions

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