The supply function should not only record the current situation and problems, but also assess the prospects.

One of the main functions of supply logistics at the enterprise is an effective and optimal solution to the main tasks of drugs at the enterprise, determined by the adopted logistics concept or technology at the enterprise.

The main tasks of the supply department include:

What to buy (need and quality, performance),

Who to buy from (market analysis of the goods of interest),

How much to buy (quantity, taking into account available stocks),

On what conditions to purchase (consideration of alternatives according to certain parameters: price, payment terms, delivery terms, terms, etc.).

1. Logistics objectives of supply (procurement).

The purpose of supply logistics is to meet the resource requirements of production with the highest possible economic efficiency. The basis of economic efficiency is the search and purchase of:

- the necessary materials;

- satisfactory quality;

- at the lowest prices.

Thus, the main objectives of supply logistics at the enterprise are: quality, quantity, delivery, price, services.

Functional areas:

Quality assurance,

Reducing costs,

Supply support,

Reaction to a change in environment,

Competitiveness.

1. Logistics systems and their characteristics.

Material and technical supply (MTS) is a type of commercial activity for the provision of material and technical resources to the production process, carried out before the start of production - from the moment the need for resources arises up to their use in the manufacture of products.

The rational organization of the MTS largely predetermines the level of use of the means of production, the growth of labor productivity, a decrease in the cost of production, an increase in profits and profitability of the enterprise. This determines the role and importance of material and technical supply and sales in the management of the production process.

The goal of MTS is to bring to the production consumers specific resources of the required structural and technological properties in the required quantities (volumes), at the exact time, in a specific place with the minimum allowable costs.

The subject of MTS is material and technical resources (mtr) necessary to ensure the production process of the enterprise.

The subjects of MTS are, on the one hand, the consumer (as a rule, a manufacturing enterprise), on the other hand, suppliers of material and technical resources (production and intermediary structures).

The role and importance of logistics are as follows:

- as an activity immediately preceding production, supply is not simply aimed at providing resources for the manufacture of goods, but also to some extent itself creates its use value and price;

- identifies and forms not only the economic results of the enterprise, but also the needs of consumers of both the resources themselves and the goods made from them;

- determines the financial results (primarily, costs) of the production enterprise;

- as a type of activity of a manufacturing enterprise in the entire system of creating a product (value) is one of the sources of its competitive advantage.

The main tasks of material and technical supply:

- ensuring and maintaining the optimal (as a rule, minimum) level of stocks of material resources (and on this basis - minimizing the costs caused by the binding of resources);

- ensuring prompt, accurate, comprehensive, relatively cheap and reliable delivery of resources to consumer entities (up to a specific workplace).

the main function of MTS of a commercial nature is the purchase of a resource by a manufacturing enterprise.

Ancillary functions of a commercial nature are marketing and legal functions.

The main functions of a technological nature are the functions of grouping-delivery and storage-warehousing.

Grouping-delivery functions include: formation and storage of stocks, organization of material flows and resource movement, formation and preparation of batches for production consumption, dispatch (release), transportation of materials and equipment, etc.

Storage-warehousing functions include the following: packaging, packing, internal movement, direct storage, sorting, marking of materials and equipment.

Auxiliary functions of a technological nature are the functions of pre-production preparation: unpacking and de-preservation, control and preparation, procurement, pre-processing and assembly, etc.

The technology of organizing and planning the material and technical supply of the enterprise can be represented in the form of the implementation of the following program, consisting of three stages.

The first stage is an analysis of the existing system of material and technical supply of the enterprise.

The second stage is the calculation of the demand for the main types of raw materials and supplies in conjunction with the production and sales system (supply planning).

How to correctly identify and form the needs of production for specific types of resources and establish their priority (from the point of view of the interests of the enterprise)?

The third stage is the establishment of a mechanism for the implementation of the developed supply program.

The procurement program planning process includes:

1) determination of the strategy and policy of resource provision;

2) study and formation of the resource supply environment;

3) the formation of current plans for material and technical supply, acquisition (procurement) and supply of resources.

The system of supplying the enterprise with material resources can be determined by the method of planning the supply at the enterprise.

The main methods of procurement planning include: a normative approach, which is based on various methods of setting consumption rates, a factual planning method based on historical observations of data, as well as planning methods for material requirements such as MRP (pre-procurement of materials before starting work) and JIT. (deliveries just in time - by the time the work starts).

Supply and logistics at the enterprise

Chapter 21. Supply and logistics in the enterprise 365

Material delivery planning involves the movement of materials from supplier to customer. In this case, two areas can be considered supply channels and supply logistics. Supply channels characterize the movement of goods from supplier to consumer in compliance with the legal obligations of the parties. This defines the various structures through which the procurement process takes place. This can be direct purchasing from a manufacturer, purchasing from wholesalers and retailers using agents and brokers, or creating your own purchasing organization in the enterprise.

The considered issues of supply and logistics reveal the main content of the organization at industrial enterprises in market

In this regard, within the framework of the coordination functions of logistics at the plant, one more of its directions emerged - operational planning, dictated by the desire to reduce stocks without reducing the efficiency of production and sales activities of the enterprise. Its essence is. that on the basis of the demand forecast, adjusted later when real orders arrive, transportation schedules and, in general, the procedure for managing stocks of finished products are developed, which ultimately determines the planning of production, the development of programs for supplying it with raw materials and components.

In recent years, more and more widespread use is finding logistic analysis, with the help of which the flow of goods, starting from suppliers of raw materials, passing through the enterprise and ending with buyers, is investigated. Logistics coordinates such functional areas of the enterprise as supply, production and sales and helps to accelerate material and cash flows. With its help, enterprises are able to reduce costs by organizing supply, production and sales on a just-in-time principle. Logistics is becoming the main key to success, an important strategic tool for maintaining the competitiveness of an enterprise in highly competitive markets.

Procurement logistics Essence and tasks. Organization of a supply service at the enterprise. Stages of implementation of procurement activities. Traditional and logistic procurement methods. Choosing a supplier. Registration of orders. Some legal issues (contracts, etc.). Rational solutions in procurement management.

Thus, information itself is one of the most important elements of production, and for logistics systems it plays a decisive role in increasing their efficiency. This process of intensification of production is driven by both shorter processing times for materials with lower inventory levels and increased flexibility of production, as well as the high transparency of each section of the plant. In this regard, the consistent application of information, microelectronic, sensor technologies will lead to an increase in the efficiency of information local networks of enterprises, which, when expanded to the level of inter-company logistics, covering a number of enterprises, will open up the possibility of direct access to supply and distribution markets.

Abstracting from the many issues considered in the textbooks (management, logistics, etc.), and taking into account the focus of this textbook, further we will consider only those issues that are directly related to the management and rationing of stocks. Currently, without established norms, it is impossible to plan stocks at an enterprise, to exercise management and effective control over their actual condition, to solve some issues (MTS), etc. At the same time, as will be shown below, the issues of rationing (as well as management) of stocks and rationing and management of working capital must be considered together, since, according to the authors, they should be closely linked.

It follows from these definitions that two scientific directions (management and logistics) consider rather similar issues - the organization of enterprise management (supply, transportation, formation of stocks on it, organization of production, sales, etc.). The difference in them, probably, is only that in logistic approaches to management, all processes occurring at the enterprise are considered in a complex and the optimal variant of their organization is determined.

In recent textbooks on management and logistics, such an important and fundamental, in our opinion, question of how to manage MR stocks at different stages of the implementation of logistics management methods at the initial stage or after they are fully implemented is not considered at all. , i.e. the necessary logistic environment will be created and the parent enterprise itself will fully master the work in the new conditions of production management (supply, transportation, stock formation, production, sales, etc.). The authors of the textbooks, in our opinion, have a rather simplistic approach to the recommendations for the implementation of the logistics principles of industrial enterprise management. They implicitly suggest using the same methods for managing stocks of various types of MR both at the initial stage and after its completion, with which, probably, one cannot agree. Therefore, it is necessary to consider in more detail what methods of inventory management should be applied at each of these stages separately. In addition, the applied methods of inventory management are likely to also depend on the type of MR used.

In search of an answer to the question under consideration, it is probably more correct to proceed from the established practice of solving it in enterprises and the necessary time frame for solving it. Preparation for the formation of the MTS plan at the consumer enterprise begins in the preplanned year long before the beginning of this period. If a plan is being developed at an enterprise, for example, for 2005, then from about July-August 2004, they begin to prepare all the necessary initial information for its formation. It is required to solve a large set of issues, and employees of many departments of the enterprise, managers of OMTS, logistics, financiers, lawyers, etc., are involved in the preparation of the necessary information. in what volumes. What MRs need to be supplied to ensure its release (materials, components, tools, etc.), in what volumes and in what time frame (delivery schedules), who should be involved as MR suppliers necessary to ensure the organization of an uninterrupted production process, etc. .NS. And these are hundreds, and sometimes thousands of suppliers (manufacturing plants, supply bases, etc.). And with each of them (old or new) separately, it is necessary to agree on contracts for the supply of the range of supplied MRs, volumes, terms and conditions of deliveries for each separate brand of MR, technical conditions for supplied MRs, contractual prices for them, etc.

In this regard, it is necessary to develop and implement a system of incentives in order to economically motivate employees of the Procurement Management Department (OMTS), the Sales Department (OSB), etc. in the reduction of stocks at the enterprise. The search, selection of reliable suppliers and the organization of successful relationships with them largely depend on the managers and logistics of the middle level of the consumer enterprise.

The objectives of this chapter are to determine the role and importance of supply logistics in the logistics system; study of the theoretical foundations of organizing the functional supply cycle; study of the theoretical foundations of organization of supply at an enterprise; questions.

Within the framework of the topic, the following issues are disclosed, the conceptual apparatus and essence of supply logistics, the functional supply cycle and the mechanism of supply logistics functioning; the method of selecting a supplier; types of procurement;

Then it is necessary to analyze the current situation at the enterprise, what is now available and whether there is anything at all. The analysis is not only about drawing diagrams of business processes by department, by employee. It is necessary to talk with people at key positions in logistics, to find out what input and output documents are at each stage, who is responsible for what, what gets the most out of whom. And then it turns out that here the sales manager or the procurement manager thinks about his functions not at all what the general director thinks, but here the warehouse manager said that he receives such and such a document, and the procurement manager said that he does not give such a document.

Progressive transformations in management, organization and technology of flow processes in an effort to optimize their activities are carried out by market entities, with varying degrees of awareness using the optimization capabilities of logistics. At present, the constant expansion of the spheres of implementation of processes and phenomena of economic life, which have a logistic basis, is obvious. As objects of application of the principles of logistics, not only production, trade and intermediary, transport companies are already considered, although the opening of logistics for the conscious use in practice of its optimization properties took place precisely in the field of material and technical supply, these are also banks and others, agricultural enterprises, enterprises of various types of communications, consumer services for the population, government agencies, in other words - in the future, all subjects of the national economic complex.

The understanding of procurement logistics as a process that covers the actual supply of the enterprise with material resources, the sale of its finished products, the movement of the material resources acquired by the enterprise in the shops of the enterprise and between them has become widespread. Here, procurement logistics includes the movement of all material resources, no matter where they are in the sphere of circulation.

Some share a narrower view of procurement logistics. They refer to procurement logistics only the procurement process of the material resources necessary for the enterprise. The rest of the procurement logistics estimates are between these extreme positions. So, in the United States by the beginning of the 80s. believed that the field of procurement logistics extends from forecasting the needs of an enterprise in material resources to sending finished products to its customers, inclusive. The sphere of procurement logistics in the United States includes supply itself (in the narrow sense of the word), planning of material resources, their distribution, i.e. sales, warehousing, inventory control and maintenance, spare parts management strategy. In this case, planning means

The third edition (1st ed. - UNITI, 1996 - awarded the 1st degree Diploma of the Russian competition Business Book 2nd edition - UNITI, 1998) is distinguished by a wider range of issues under consideration. The textbook is supplemented with new materials on enterprise restructuring in a market economy, financial management, procurement and logistics at an enterprise, and the environmental foundations of industrial production. The problems of competitiveness of enterprises, their bankruptcy and anti-crisis management are also considered.

Logistics administrators generally have a high educational level, 93% of them are university graduates. As for the branches of specialized knowledge obtained in universities, among them concrete economics and natural sciences dominate. Regarding the needs of retraining administrators in certain areas of knowledge, it should be noted that until the early 1980s, the choice fell primarily on finance. Since 1985, there has been a reorientation to computers, information processing, and the need for knowledge of strategic planning has grown. The strategic planning activities of administrators are expressed in the fact that they present expenditure data for the development of strategic plans, determine the goals of various supply and marketing industries, and attend meetings of the strategic planning committees of their firms along with leaders of other industries. For most large Western firms, logistics is itself a strategic function, and logistics administrators are responsible for developing strategic policies. The firm includes supply and sales issues in the strategic plan of its enterprises.

Logistics is a new economic science that came to us from abroad, in which several separate sciences are integrated into one common scientific approach to management, which were previously considered by us as independent and independent from each other. When applying a logistic approach to management, all issues related to

Logistics covers all types of activity A ° the movement of material resources in time and in space Logistics functions are implemented at all stages of production and movement of material resources. Therefore, they separate the logistics of production, supply and sales. Logistics supply and sales does not cover the issues of intra-production movement of materials, but largely the movement of material resources< Х)в вне предпри­ятия. Поэтому функции логистики тесно переплетДктя с другими функциями по обеспечению движения материалы** 1 * потоков, lohisstic performs a complex function and interP one hundred inject soooan independent area covering the problem? we physicalmovement of material resources in time ^ v spaceat all stages of the enterprise.

The organization of material and technical support provides for the organization of a system for providing a production enterprise with material and technical resources ^ ^ the organization of its own service of material and technical support.

Each organizational structure of material and technical support of an industrial enterprise includes the infrastructure of the supply organization process and the organization structure for managing the supply of technical supplies. Let us consider each of these components.

The infrastructure of the material and technical support includes subdivisions: warehouse facilities, transport facilities, procurement facilities. Separate preDOs ™ ^ may also have divisions for the processing of waste in production and container management.

Storage facilities is the main division of the logistics service of the enterprise. dx> the organizational structure is established P depending on the production structure of the enterprise itself. Therefore, the composition of the warehouse can be represented by a network of general-purpose warehouses or warehouses of individual industries, price warehouses and warehouse areas in large specialized areas.

According to the functions performed, warehouses at state-owned enterprises can be: material, production, sales and other special warehouses.

Material warehouses, or warehouses of material and technical support, are mainly intended for the implementation of warehouse operations with all incoming] and they are material-yo-technical resources. It can be: raw materials, materials, semi-finished products, components, etc.

Section III

Chapter 14. Supply and logistics in the enterprise

Manufacturing; warehouses are designed to carry out warehouse operations with materials of their own! production. These can be warehouses for placing their own > th equipment and tools.

^ Sales warehouses are intended to accommodate the finished products of the enterprise. ?

Other specialized warehouses at] the enterprise are intended *! For * carrying out warehouse operations with materials for special purposes. 7 1

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

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

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

The structure of warehouses for material and technical support ^ at industrial enterprises is also characterized by a non-menclature of stored materials, volumes, functions<| ным назначением, потребительскими свойствами и особенно-* стями их производственного потребления.

To perform technological functions for the preliminary processing of materials, procurement and preparation of products for production consumption for industrial | enterprises are created procurement farm, which * is included in<эрганизационную стгруктуру сл!ужбы материально-техническо^о обеспечения предприятия.

Therefore, the logistics of the enterprise | material resources include the performance of the following functions: **

title and delivery of materials;

warehousing and ensuring their safety;

processing and preparation of materials for production consumption, fucking;

management of material and technical ^ support.

.2. Organizational structurelogistics

The basis for determining the organizational structure of logistics management (MTO) should be based on the principles that provide the entire range of management functions for a set of subdivisions. First of all, these are: sparseness in management, flexibility, an effective communication system, the principle of one-man command and a clear delineation of functions.

There are three forms of logistics management organization: centralized, decentralized and mixed. Centralized the management system provides for the concentration of functions within a single service logistics, which is due to the following factors: the territorial integrity of the enterprise, the production unity of the state enterprise and a relatively narrow range of materials consumed.

Decentralized the control system provides for the dispersal of functions, which is due to the territorial disunity of the enterprise, the production independence of the unit and a relatively wide range of materials.

Mixed the logistics system integrates both of the above structures.

At industrial enterprises, there are various schemes for the organizational structure of the logistics service. The systematization of these structures makes it possible to single out the most typical ones: functional, according to the commodity principle, and combined.

Functional the management structure of the MTO provides for the specialization of individual units to perform specific functions. Such a structure is generally acceptable for enterprises with a single and small-scale type of production, a relatively narrow range and small volumes of consumed materials and products.

Commodity management structure provides for the specialization of individual subdivisions of the MTO service for the implementation of the entire range of works to provide the enterprise with certain types of material resources. Commodity specialization separate subdivisions of the MTO service provides for the implementation of the entire range of functions to provide the enterprise with certain types of material resources. Commodity specialization is typical for enterprises with large-scale and mass production, a relatively wide range and large volumes of consumed materials and products.

Questions of the lecture 1. 2. 3. 4. 5. 6. 7. 8. 9. The role and place of supply and procurement logistics in the logistics system of an industrial enterprise The content and essence of the supply of an industrial enterprise Supply planning enterprise Competitive methods of commercial procurement Cooperation with suppliers Organization of supply of subdivisions of the enterprise MTP Legal basis for procurement 2

No enterprise is self-sufficient All organizations depend to varying degrees on raw materials, supplies and services that other organizations provide them with (for example, premises, heat, light, communications, office equipment, etc.). Procurement and procurement is one of the main functions in every organization. 4

The relationship between the terms “purchase” and “supply”. control and regulation of these processes for the purpose of further processing, resale or consumption of these resources.

Relationship between the terms "procurement" and "procurement" In a general sense, the term "procurement" describes the purchase process: awareness of the need, search and selection of a supplier, price negotiations, other conditions, such as those related to the delivery of goods. In other words, when using the term "purchase" they mean the actual purchase. 6

Relationship between the terms "procurement" and "procurement" The term "procurement" has a broader meaning. It can include various types of acquisitions (purchase, lease, execution under a contract, etc.), as well as related operations (activities): selection of suppliers, negotiations, negotiation of conditions, forwarding, monitoring of supplier performance, material handling, transportation, storage, acceptance of goods received from suppliers). 7

Supply logistics is a system of organizing and managing material and accompanying flows in the logistics chain (network), designed to reliably, efficiently and comprehensively meet the internal production needs for material and technical resources at the right time, in the right form and at a competitive price. eight

The purpose of supply logistics is to guarantee a reliable supply of material resources of the required volume and quality at the right time and at a competitive price. More specifically, the goals of supply logistics for a manufacturing enterprise are to acquire goods at the most favorable price; maintain a high turnover of inventory; guarantee the delivery of goods to the enterprise; purchase the best quality product; interact with reliable suppliers; get the maximum benefit when making transactions (for example, through discounts); maintain partnerships with participants in the supply chain; to reduce the share of expenses for the purchase of material resources in the total logistics costs; rationalize transaction costs. ten

There are three interrelated sets of supply logistics tasks that ensure the implementation of its goals; tasks that relate to business processes in the market (they are aimed at establishing rational economic relations with suppliers of material resources); tasks related to the business process of production (determination of the need for material resources, rationing of material resources, resource conservation, etc.); tasks related to the process of interaction with the environment (analysis of technical and technological factors that characterize the general level of development of the market, individual industries and infrastructure; the level of development of transport, cargo handling, information and telecommunication technologies, etc.). eleven

The main tasks of supply logistics in the sphere of regulating the proportions of commodity circulation; economic, organizational and legal regulation of the supply chain in the functional cycle "supply - production"; the formation of economic ties between participants in the exchange in material and technical supply; organization of the movement of products from manufacturer to consumer (through direct channels or through storage sites); formation and regulation of inventories; organization and development of storage facilities as a material base of logistics. 12

Logistics supply should provide answers to the questions of what to buy; how much to buy; from whom to buy; under what conditions to purchase. how to systematically link procurement with production and sales; how to systematically link the activities of an enterprise with suppliers. 13

Procurement is an important function of logistics for two main reasons: 1) The efficiency of the production process (no defects, failures, downtime, low cost), the quality of the state-owned enterprise and, ultimately, the quality of customer service depend on the price and quality of MR, the timeliness of their deliveries; 2) Procurement accounts for a significant share of the total costs of the enterprise (on average, about 60%), so even small improvements in this area can bring significant benefits. 16

Subject of supply material and technical resources (MTR) necessary to ensure the production process of the enterprise. Subjects of supply are, on the one hand, the consumer (usually a manufacturing enterprise), on the other hand, suppliers of material and technical resources (production and intermediary structures). Supply objects are consumers of material and technical resources.

The concept of "material resources" Material resources are various types of raw materials, materials, fuel, energy, components and semi-finished products that an economic entity purchases for use in economic activities in order to produce products, provide services and perform work. This is part of the company's working capital. Rice. 2. The process of circulation of working capital

Raw materials are objects of labor that have not yet undergone industrial processing (ore, oil, wood, grain, etc.). Materials are objects of labor that have undergone industrial processing. They are divided into main and auxiliary ones. The main materials are objects of labor that serve as the material basis of the manufactured products. Auxiliary materials are objects of labor that contribute to the implementation of the production process (lubricating oils, varnishes, etc.). Semi-finished items of labor that have undergone industrial processing and require its continuation. Component parts of labor, which are entirely included in the finished product during its assembly and installation (parts, bearings, motors, etc.). Fuel and energy various types of fuel, electrical and thermal energy

Supply functions are classified by their nature as commercial and technological, and by their role as primary and secondary.

Planning the study of the internal and external environment of the enterprise and the market of material resources; forecasting and determining the enterprise's need for material resources in the planning period; planning optimal economic relations with suppliers; optimization of production stocks; planning needs and setting limits from the launch of materials to workshops; operational supply management. 24

Organization of collection of information about the required products, participation in fairs, exhibitions, auctions, tenders, etc.; analysis of all sources of meeting the needs of the enterprise in resources and the choice of the most optimal; selection of suppliers and conclusion of contracts with them for the supply of material resources; conclusion of contracts with transport organizations and delivery of n material resources to the enterprise; formation of orders; organization of the delivery of resources to the enterprise; organization of warehouse facilities for storing material resources; provision of workshops, sites and workplaces with material resources necessary to fulfill the production program. 25

Control over the fulfillment of contractual obligations of suppliers and transport organizations; for the expenditure of material resources at the enterprise; incoming control over the quality and completeness of incoming material resources; control over production stocks; filing claims to suppliers and transport organizations: analysis of the work of the supply service and the development of measures to improve its efficiency. 26

The task of the MOU "make or buy" in supply logistics is to make one of two alternative solutions: Ø To organize its own production of components, raw materials and materials. Ø Purchase commodity resources from an intermediary. 28

Conditions for the profitability of external purchases or own production Benefit Factors of external purchases of own production The need is small stable and sufficiently large Necessary capacities are absent Necessary personnel are absent Suppliers of original MR for the production of components are available (assortment, quality, prices, etc.) are not available Transport tariffs are low In addition to quality analysis of the above factors, it is necessary 29 to compare the costs of purchasing and own production.

Forms of supply: Warehouse - products are delivered through intermediate and distribution warehouse complexes and terminals; Transit (direct deliveries) - delivery of products directly to the consumer from manufacturers. At the same time, direct economic ties are established between the consumer enterprise and the enterprise manufacturer of material resources 30

The transit form of supply will be profitable for the supplier and the consumer under the following conditions, the quantity of products sold is large enough to recoup the costs of direct sales; there are few consumers and they are located in a relatively small area; products require highly specialized service; the volume of each delivered batch is sufficient to fill one cargo unit (wagon, container); the buyer has a network of warehouses and utility rooms; there are rapid price fluctuations requiring immediate agreement with the buyer 33

Supply infrastructure of the warehouse, transport, procurement divisions. Separate enterprises may also have subdivisions for the processing of industrial waste and container management. 34

Forms of organization of supply management There are two main: centralized, decentralized. Benefits of decentralized purchasing: the user knows the department's needs better than anyone else; the ability to more quickly meet the need for material resources. Disadvantages of decentralized procurement: when solving operational issues, employees may not notice trends in planning changes in the organization as a whole; insufficient professionalism of employees and problems in determining supply opportunities; no department is large enough to carry out functional analysis in areas such as customs, transport, warehousing, inventory management, procurement analysis, etc. 35

Supply plan is a set of planning and accounting documents that substantiate the enterprise's needs for material resources, fuel and energy and means of production (equipment) in the planning period and determine the sources of its satisfaction. The initial base is the strategic plan for the development of the enterprise, the achieved indicators of resource consumption in the year preceding the planned one. It is compiled for a year, quarters, months, in kind and in value terms. 38

It is advisable to distinguish three levels of determining the need for material resources: the 1st level is the determination of the prospective need on the basis of the strategic plan for the development of the enterprise; 2nd level - determination of the need for a year for the entire range of consumed material resources at the enterprise; 3rd level - operational determination of the need for material resources in a specialized nomenclature for a quarter, month, day to organize the purchase and delivery of materials to the enterprise.

There are two forms of the supply plan procurement plan in the enlarged nomenclature, which allows you to determine the total demand for material resources; plan in the specified nomenclature (by types, brands, standard sizes of materials). It serves to establish contacts and conclude contracts with suppliers. 40

The initial data for the development of the MTS plan are: the planned volume of production in the assortment and nomenclature - information on the conjuncture of the goods market; - progressive rates of consumption of material resources; - analysis of the consumption of material resources in the reporting period; - change in the balance of work in progress at the beginning and end of the planning period; - plans for technical and organizational development, technical re-equipment and reconstruction of the enterprise, capital construction. The MTS plan is the basis for concluding agreements with suppliers of the relevant material resources.

The concept of the rate of consumption The rate of consumption of materials consists, as a rule, of three parts: the useful content of materials in the finished product, waste obtained in the production process, losses associated with the storage and transportation of materials. The specific gravity of each characterizes the structure of the norm. these parts

In its most general form, the composition of the consumption rate of basic materials can be expressed by the following formula: H = Pm + Otech-Oisp, (3) where H is the rate of material consumption per unit of production; PM is the useful content of the material in the finished product; Otech - technological waste; Oisp is a used part of technological waste.

Indicators of the MTS plan 1. For the production of products (for the production program). 2. To change the work in progress. Can be positive (+) or negative (). 3. For repair and maintenance needs (REW). 4. For capital construction on our own. 5. For R&D. 6. For other needs. The total demand for material resources (AAR) is defined as the sum of all types of demand. 44

MTS planning stages 1. Preparatory. 2. Determination of the needs of the enterprise in material resources 3. Determination of sources to cover the needs of the enterprise in material resources 4. Development of the balance sheet of MTS. 45

1. Preparatory stage Initial data for drawing up a procurement plan is formed, including the analysis of the actual consumption of resources for the previous period, the rates of resource consumption are adjusted, the balances in the warehouse are determined, and the rates of resource stocks are adjusted. 46

3. Determination of sources of coverage of the enterprise's needs in material resources. The sources of coverage of needs include: expected balances of stocks of resources at the beginning of the planning period; mobilization of internal reserves of the enterprise; procurement of material resources. 47

The expected balances of stocks of material resources are determined by the formula: OSn = OSf + POS RAS, where OSn is the expected balance of inventories at the beginning of the planning period; OSF actual balances at the time of the plan; PIC expected receipt of materials before the start of the planning period; RAS is the expected consumption of resources before the start of the planning period. Data on actual balances are taken from the warehouse or accounting system of material resources. The expected income is determined by the contracts that must be fulfilled. The expected consumption of resources is determined by the direct counting method. 48

Mobilization of internal reserves includes: saving material resources, using excess stocks, secondary material resources, etc. The volume of purchases (ZAK) of materials is determined on the basis of: the total demand for materials (OMC); balances at the beginning of the planning period (OSn); balances at the end of the planning period (OCK); mobilization of internal reserves (MOB): ZAK = OPM + OSK OSn MOB. 49

Development of the MTS balance sheet The expenditure and resource part of the balance sheet is determined. The expenditure part of the balance includes all the needs of the enterprise in material resources. The resource part includes sources of covering the needs of the enterprise in material resources. Consider internal and external sources of coverage. 50

External sources are the receipt of materials from suppliers in accordance with concluded contracts. Internal sources: reducing waste of raw materials and materials, reducing scrap, using secondary raw materials, own production of materials and semi-finished products, saving material resources as a result of introducing the achievements of scientific and technological progress. 51

Structure of the MTS balance sheet MATERIALS REQUIREMENT SOURCE 1. For production 1. Purchase and delivery of materials from outside 2. For the introduction of new technology 2. Materials in work in progress at the beginning of the planning period 3. For repair and maintenance needs 3. Expected balances at the beginning of the planned period 4. On the formation of the backlog of work in progress 4. Mobilization of internal resources. Internal mobilization of resources involves the maximum use of own production waste, the reuse of material resources, the introduction into production of less scarce materials and economical substitutes, the maximum use of excess stocks of materials 5. For the formation of carry-over stocks

The balance of MTS for each type of materials is as follows: OPM + OSK = ZAK + OSn + MOB, where OPM is the total need for materials; MOB mobilization of internal reserves. The left side is the expenditure side of the balance, The right side is the resource side of the balance. 53

The need for consumption sets the amount of materials that the enterprise needs to complete all the tasks assigned to it. The need for import shows how much the company should receive materials from external sources. Depending on the accounting of available stocks, a distinction is made between gross and net material requirements. Gross demand is a demand for the planning period, which includes materials necessary for the production of products, repair and maintenance of equipment, making samples and conducting experiments, and a safety stock. Net demand is the demand for materials for the planning period minus the available stock in the company's warehouses and in transit.

Classification of methods for determining the need for material resources. Methods for determining the need Deterministic methods of calculation Analytical method Stochastic methods Synthetic method Approximation of mean values ​​Estimation by analogs Exponential smoothing method Subjective estimation Assessment by intuition Regression analysis

Description of methods Analytical method - the calculation is carried out from the specification of equipment, product, total demand on the hierarchy levels from top to bottom. Synthetic method - the calculation is carried out for each group of materials and equipment at separate levels of the hierarchy. Approximation of average values ​​- is used in conditions when the demand for MR fluctuates over time intervals with a stable average value. Regression analysis - extrapolation for the future period of the known trends in MR consumption.

Description of the methods (Continued) The method of exponential smoothing - the process of changing the demand for MR is predicted based on the equations of a number of dynamics, the weights of which decrease as the given level moves away from the moment of the forecast: A constant smoothing factor “a” is introduced into the calculation; The value “a” is selected so as to reduce the forecast error to “min”; Prediction equation where y0 is a value characterizing some initial conditions

Stochastic method for determining the need for resources determining the development of the future based on the indicators of the past period. This leads to inevitable errors, therefore, forecast calculations should be used as a basis for determining the need for material resources and supplemented by empirical estimates arising from observations of the state of sales and procurement markets, as well as the knowledge and experience of specialists. The calculation procedure for determining the need for material resources by stochastic methods is given below. Step 1. Determination of the type of consumption model - constant, proportional increase or decrease, seasonal.

Step 2. Choice of methods for stochastic determination of demand, approximation of average values, exponential smoothing, etc. Assessment of the adequacy of the model used. Step 3. Determination of the predicted values ​​of the demand for material resources.

Deterministic method for determining the need for resources, determining the need for material resources based on data on the planned output of products or on the physical volume of work and rates of consumption of material resources. The calculation of the need for material resources for the production of products with a deterministic approach is based, as a rule, on the direct counting method. The direct counting method is used to determine the demand for raw materials, basic materials, purchased semi-finished products (including components), auxiliary materials, fuel and energy. The method is based on the use of indicators of production volumes (work performed) and consumption rates of material resources per unit of production (work). Varieties of the direct counting method are individual and detailed methods, methods for determining needs based on analogs or typical representatives.

The piece-by-piece method is based on the use of piece-by-piece calculation rates for the consumption of material resources for the production of products: (4) where P is the total need for material; Ni - the rate of consumption for the product; Pi is the program for the production of this product in the planning period, n is the number of types of products in the production of which this material is consumed.

The detailed method is based on the use of detailed calculated rates of consumption of material resources for the production of products: (5) where Нд is the rate of consumption for a part; Пд - part production program in the planning period; n is the number of types of parts that are produced from a given material.

The analogy method provides for the use, with a certain amendment, of the known rates of consumption of material resources for the production of similar products (in the absence of calculation rates for the desired type of material resources): (6) where Nai is the rate of consumption of material for the manufacture of a basic product (analogue); P is the program for the production of this product; K is a coefficient that takes into account the peculiarities of material consumption in the production of a given product in comparison with an analogue. Roughly, the coefficient is set as the ratio of the weight of this product to the weight of the base product.

The calculation method for typical representatives provides for the use of consumption rates for the manufacture of a typical representative of the manufactured products. This method is applied in the context of a wide range of products of the same type planned for production: (7) where Нtyp is the rate of consumption of materials for the manufacture of a typical representative; Pbsch - the general program for the production of products of this group.

In a number of industries, products are made from several types of raw materials and materials according to developed recipes, which indicate the weight of each component in the total amount of raw materials. The development of formulations makes it possible to obtain products with predetermined technical characteristics and a certain quality. Recipes are developed in ferrous and non-ferrous metallurgy in the manufacture of castings of ferrous and non-ferrous metals, in the building materials industry, and in the food industry. Calculation of the need for recipes involves the determination of the required amount of all materials for the planned output of products (taking into account waste and losses) with the subsequent determination of the need for each material by its specific weight: (8) where Рgot is the need for finished products; B is the rough weight of one part of the product; P - the program for the production of parts for the implementation of the implementation plan; n is the number of names of products made from a mixture of one recipe;

(9) where Rothp is the total amount of materials that must be released into production, taking into account losses in the technological process; Kob is the integral coefficient of the finished product yield, taking into account losses at all stages of the technological process; (10) where Rm is the need for each material; Kud - the specific weight of each material in the total composition for the manufacture of a product according to a recipe.

In the branches of the chemical industry, to calculate the need for raw materials and materials, they use the formulas of chemical reactions, the molecular weights of materials and finished products, the content of pure substances in the starting material and finished product, data on the loss of materials in the technological process. On the basis of the formulas x and m and c and xreakts and (11) where Mm is the molecular weight of the material (raw material); Mt is the molecular weight of the finished product; Km - content of pure substance in the finished product,%; Km - content of pure substance in the source material,%; Kp - the total amount of losses in the process of manufacturing finished products.

The method of dynamic coefficients (statistical method) is based on the use of data on the actual consumption of material resources in the past period, taking into account changes in the plan (structure and volumes) of production of products by the enterprise, as well as the consumption rates of resources due to the use of new equipment and technology, improving the organization of production: ( 12) where Рф - actual consumption of materials for the previous period; Iп - index of changes in the production program; Iн - the index of changes in the rates of consumption of materials in the planning period.

The need for materials to replenish the work in progress is calculated taking into account the duration of the production cycle and the planned output of products: (14) where WIP is the volume of work in progress at the end of the planning period; NZPozh - the expected volume of work in progress at the beginning of the period (expected balance); Ni - the rate of material consumption for the product (part); n is the number of product names (parts).

If there is data on the number of individual parts and assemblies in work in progress, the need for materials for its change is determined according to detailed norms, and if the enterprise does not have such data, according to the consolidated indicators of the consumption rates of this type of material resources per 1,000 rubles. work in progress. In this case, a coefficient is used, by means of which the amount of work in progress is adjusted: (14) where WIP, WIP is the amount of work in progress at the end and beginning of the planning period; P - the program for the release of marketable products.

For the repair and operational needs of the enterprise, auxiliary materials, fuel and electricity are mainly used. For their calculation, an accounting unit is selected that most reflects the consumption of this material: - machine-hour (for the consumption of lubricants and cleaning materials); - man-shift (for the consumption of overalls, special footwear); - unit of products sold (for the consumption of containers and packaging materials); - the volume of work of in-house transport (for the consumption of fuel and lubricants, repair materials).

The need for lubricants for the planned period is calculated taking into account the specifics of their consumption: (15) where Psm is the amount of required lubricants; H is the rate of consumption of lubricants per 1 machine-hour of operation of this equipment, kg; H - the number of working pieces of equipment; T is the planned number of working days of the enterprise per year; K is the equipment replacement ratio; D is the duration of the work shift, h.

At mechanical engineering enterprises, the calculation is based on the rates of material consumption per one repair unit and the amount of repair work, expressed in units of repair complexity: (16) where is the coefficient taking into account the consumption of materials for inspections and overhaul maintenance; Нк - the rates of consumption of materials per one repair unit during the overhaul of equipment; R 1, R 2, R 3 the sum of repair units of equipment subject to major, medium and small repairs, respectively; coefficient characterizing the ratio between the rate of material consumption during medium and major repairs; - coefficient expressing the ratio between the rate of consumption of material for minor and major repairs.

The need for materials for the repair of buildings for the planning period in natural units is determined based on the proportion of material costs in the total cost of repair work and the structure of their expenditure according to the following formula: (17) where Q is the amount of repair work, rubles. ; Mind - the proportion of material costs in repair work,%; Km - the share of this material in the total material costs,%; P is the planned price of a unit of material, rubles. The choice of the method for calculating the need for material resources is determined by the characteristics of the resources themselves, the conditions of their consumption and the availability of data necessary to perform the corresponding calculations.

The need for equipment; the need to replace obsolete equipment; expansion of production; introduction of new technologies. The total demand for equipment is determined on the basis of: the amount of work in the planned period; equipment working hours per unit of production; the general fund of working time. 77

The technology of the procurement business process Development of a procurement plan is an integral part of planning the logistics of production. This plan is needed for the rational purchase of material resources, so that production receives them as needed. Rationally purchasing material resources means purchasing them of the required quality, in the required quantity, at the required time, from a reliable supplier and at an affordable price.

Stages of the procurement process 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. research of the market (suppliers) of raw materials and materials determination of the enterprise's need for specific supplies of goods preparation and analysis of bids selection Supplier for the company Sending a request to potential suppliers in accordance with the requisition for material Receiving offers from potential suppliers Placing orders Fulfillment of obligations to pay for the order Control of fulfillment of contract conditions Goods receipt Posting of material Invoice control Supplier management. 80

1. Market research (suppliers) of raw materials and supplies regularly collecting and evaluating detailed information about the market; determination of market capacity: optimization of purchases. Research result: a) information on prices; b) information on possible delivery times; c) information on transportation costs; d) the optimal combination of costs; e) identification of specific suppliers. 81

When developing a supply strategy, it is advisable to compare the cost of own production with the price of the supplier and present the results obtained in the form of a table. Comparison of the cost of own production with the purchase price of consumed resources Name No. of material resources Supplier Price including deliveries and Cost of own production Absolute deviation

3. Drafting and analysis of applications. Applications for the purchase of materials are prepared by the relevant employees of the functional divisions of the enterprise. Applications include information about what types and how much of materials the company needs, when they should be received and who made the application. Purchase requisitions are designed in such a way that the expected quantities of materials for receipt are ahead of the actual requirements for them. 83

Analysis of applications In the process of analysis, the answers to the following questions should be obtained. Can cheaper materials meet production needs? Are these needs justified? Can't we give them up? Could other types of materials meet these needs? Is it possible to simplify the design of the manufactured products? Is the supplier able to reduce the price of materials by participating with the consumer in the development of the product or by analyzing the received specifications? The supply service itself does not have the right to replace the materials specified in the applications. 84

Analysis of the price of purchased goods Types of price analysis: price analysis at all stages - from the emergence of a product to its delivery to the consumer (the net price is determined by item-by-item calculation, including procurement costs); analysis of the price calculated based on the total cost of the work and services performed (here, the costs of control, storage and financing are additionally taken into account); price analysis based on the utility of the product (based on subjective evaluation criteria, it is determined how much a given product or service can cost on the market); 85

Analysis of the price of purchased goods Types of price analysis: price analysis in a time period (the old and new commercial offers are compared, taking into account changes in the raw materials used, costs, market relations, etc.); price analysis based on primary costs per unit of production: price analysis using moving prices (used mainly in the development of long-term contracts with spontaneous price changes); price analysis based on open data (exchange rates, exchange rates, customs statistics, etc.). 86

Analysis and minimization of transport costs; transportation distance; type of transport; delivery speed; lot of goods; the way they are packed; overloading methods in case of mixed messages. 87

4. Choosing a supplier for a company Choosing suppliers is a difficult and responsible task, since the rhythm of production largely depends on them, and ultimately the profitability and reputation of the company in front of its customers. The problem of choice is most acute for new firms or firms that change the range of products, scope or strategy. The newer the problem facing the purchase, and the more complex and expensive the product, the longer it takes to find qualified suppliers. 88

- the current state of the market for materials and equipment; - market structure and organization; - dynamics of change; - forecasts of changes in the market What you need to know: - costs - reliability - payment terms - completeness of the nomenclature, etc. Evaluation criteria: Solution: Selecting suppliers is the central task of procurement logistics Expanding the range of suppliers Maintaining existing relationships and improving them Tenders (competitive bidding) Expert assessments of selection Written Negotiations Selection Optimization Models 89

Stages of supplier selection 1. Determination of requirements for suppliers (indicators of their assessment) 2. Searching for potential suppliers and information about them 3. Evaluation and analysis of potential suppliers 4. Deciding on a supplier 90

Criteria for selection of suppliers Basic quality of goods price reliability of delivery Additional distance between supplier and consumer; terms of execution of current and emergency orders; availability of reserve capacities; organization of quality management at the supplier; the psychological climate of the supplier (the possibility of strikes); the ability to ensure the supply of spare parts throughout the life of the supplied equipment; supplier's financial position, creditworthiness, etc. 91

The groups of criteria used in assessing a potential supplier are technical, organizational, economic, and psychological. 92

The rules in the selection of information: 1) one cannot be limited to one source of information, regardless of the volume and depth of the information provided to it; 2) at least one of the sources used must be independent, that is, not be interested in the possible consequences of using the information provided to them; 3) the final selection of the supplier is made by the decision-maker. 98

Methods for assessing suppliers Cost coefficient Dominant characteristics Preference categories Rating assessment factors 99

Cost factor method This method is sometimes referred to as the “costing method” or the “mission method”. The entire procurement process under study is divided into several possible options (missions), and all expenses and incomes are carefully calculated for each. As a result, data is obtained for comparison and selection of solutions (missions). All possible costs and revenues are calculated for each supplier (taking into account the logistical risks). 100

Dominant characteristics method The method consists in focusing on one selected parameter (criteria). This parameter can be: the lowest price, the best quality, the delivery schedule that inspires the greatest confidence, etc. The advantage of this method is simplicity, and the disadvantage is in ignoring other factors - selection criteria. 102

The method of preference categories for evaluating a supplier, including the choice of a method for evaluating it, depends on information flowing from many divisions of the firm. Engineering services give their assessment of the supplier's ability to produce high-tech products and can competently judge its quality. The control room reports on the delivery time of the purchased material resources. Production departments - about the simplicity and ease of use of material resources in the production process. This method implies the availability of extensive and diverse information from many sources, which allows each factor to be considered on an equal basis with the others, while for the company, perhaps some factor is key, for example, the ease of use of products in the production process 103

Rating method The most common supplier selection method is the rating method. The main criteria for selecting a supplier are selected, then the procurement service employees or attracted experts establish their significance by an expert method.The rating value for each criterion is calculated by multiplying the specific weight of the criterion by its expert point assessment (for example, by a 10 point system) for this supplier. Then the obtained rating values ​​are summed up for all criteria and the final rating for a particular supplier is obtained. 104

An example of an assessment of a supplier using the rating method Weight of an indicator Assessment (on a 5-point scale) The product of the weight of an indicator by the assessment Reliability of delivery 80 4 320 Price 75 3 225 Quality of goods 70 5 350 Terms of payment 60 3 180 Possibility of unscheduled deliveries 50 5 250 Financial condition of the supplier 20 4 80 1405 Supplier Assessment Score Total 105

Example of an indicator scale in points Supplier evaluation indicator 5 points 4 points 3 points 2 points 1 point more than an average of more than 10% 106

Recommendations for the selection and interaction with suppliers 1. Carefully select the suppliers most interested in working with you, the direction of development of which coincides with your own development. 2. Choose from among them one or two strategic partners. 3. Demand the maximum satisfaction of your needs. use all their strengths. 4. You shouldn't change supplier if someone else gave you a better price. Negotiate prices with your suppliers if necessary - virtually every one of them will be able to provide you with the foam you need, if at all. 5. If you are very interested in a supplier, what is important for him makes sense to meet him halfway. 6. Change suppliers only if there is an objective and understandable decrease in interest on their part and on your part to work together. 107

5. Sending a request to potential suppliers in accordance with the application for material 1. Organization or renewal of correspondence with potential suppliers using the selected means of communication (traditional mail, facsimile, e-mail, personal delivery by the customer's representative). 2. Preparation and execution of the request in accordance with the application for the material. The purchasing department prepares a request to the supplier for the supply of material, the required quantity and delivery time of which are indicated in the corresponding items of the request form. A request prepared and executed accordingly is agreed with the head of the procurement department, and, if necessary, corrections are made to it. 3. Sending a request for material. A prepared and properly executed request for material is sent to potential suppliers using the selected means of communication. 4. Registration of sending inquiries to possible suppliers. Based on the records of sending the request (made when sending it) and information from the documents confirming its receipt, the necessary records are made in the registration forms. 108

6. Receiving offers from potential suppliers Upon receipt of commercial offers from potential suppliers, their registration is carried out in accordance with the established procedure. Prices and delivery terms of possible suppliers are fixed for each request. For registered offers, a comparative list of prices and delivery terms can be compiled. Based on a comparative list of prices and delivery terms for registered and agreed commercial offers from possible suppliers, the fact of the presence or absence of long-term contractual relations with them at the moment, as well as on the basis of additional information about a possible supplier, the most suitable ones are selected. If you have any questions about the commercial offers received from potential suppliers, an agreement is made on items that require clarification or additional information. 109

Methods of receiving offers from suppliers 1) competitive bidding; 2) written negotiations between suppliers and consumers Competitive tenders (tenders) are carried out in the event that it is planned to purchase raw materials, materials and components for a large sum of money or it is planned to establish long-term relations between the supplier and the consumer. The winner of the competitive bidding is the participant who has submitted the most advantageous tender proposal that meets the qualification requirements. 110

7. Placing orders Preparing an order. When preparing an order for a material, its positions must contain the order identification number, the date the order was sent, the identifier of the ordered material or material group, a brief description of the ordered material or material group, and the selected delivery conditions. The items are determined according to the material request and the selected quotation. Check for long-term contracts with the supplier. At this stage, the existence of contracts for long-term cooperation with the selected supplier is checked. In the absence of a previously concluded agreement or the expiration of its validity, the procedure for concluding or renewing is carried out accordingly. Registration or renewal of a contract with a supplier. At this stage, in the absence of a contract with the supplier or the expiration of its validity period, the procedure for its conclusion or extension is carried out.

7. Placing orders. Checkout. The placed order is approved and in case of any inaccuracies it is prepared and issued anew. Sending the order to the selected supplier. A prepared, executed and coordinated order is sent to the selected supplier using the preferred communication channel. Registration of sending the order. When the order is sent to the supplier, a note is made in the appropriate register book. The order is documented through the conclusion of a contract between the supplier and the consumer of the material.

8. Fulfillment of obligations to pay for the order. Receipt of an invoice or invoice (upon import). In accordance with the sent order, an invoice (invoice) must be received from the supplier, which defines the conditions for the execution of the purchase procedure. The following data must be indicated in the document items: the identification number of the invoice (invoice), the date of its dispatch, the identifier of the ordered material or group of materials, the quantity of material, the terms of payment according to the agreement indicating the payment details, the identifier of the settlement currency. Reconciliation of the received invoice (invoice). In case of any questions about the received invoice (invoice), they are agreed with the supplier, and if necessary, the order items can be changed and a request to send a repeated invoice (invoice) is made. Fulfillment of obligations to pay for the order. At this stage, the obligations to pay for the order are fulfilled in accordance with the invoice (invoice) and the terms of the contract. 113

8. Fulfillment of obligations to pay for the order Sending notification of the fulfillment of obligations to pay. As soon as the payment obligations are fulfilled, the customer, using the selected communication means, informs the supplier about this by sending a notification about the fulfillment of the payment obligations according to the contract. Receipt of notification about the timing of readiness for shipment. The supplier, upon receipt of a notification that the customer has fulfilled its payment obligations, according to the contract, sends a notification indicating the time at which it is ready to ship (supply the material) in accordance with the terms of delivery under the contract, while confirming the fulfillment of payment obligations on its part. 114

9. Monitoring the fulfillment of the terms of the contract Tracking the location of the cargo (material) in the delivery process. At this stage, the contractor from the purchasing department of the customer's company controls the location and condition of the cargo (material) in the process of its delivery up to the final destination according to the contract. Control begins after the customer receives a notification that the material has been shipped from the supplier's warehouse. The contractor records all deviations from the control dates under the contract and all facts of violation of its clauses and conditions. At the same time, it is possible to adjust the delivery schedules of materials and the corresponding clarification of the production schedules. Registration of deviations from control dates under the terms of delivery in accordance with the contract. Deviations from the control dates, according to the contract, and the facts of violation of its clauses and conditions, noted by the contractor from the purchasing department of the customer's company, are properly registered in order to serve as material for possible further claims to the supplier.

10. Receipt of material. Organization of acceptance of the goods at the designated place. In accordance with the terms of delivery under the contract, the customer company accepts the cargo (material) as it arrives at the place specified by the contract. The control of the actually received cargo is carried out. Comparison of the characteristics of the received material with the declared supplier. After receiving the material, the specialists of the functional department of the customer's company check the compliance of the characteristics, quality and completeness of the received material with the declared supplier and register the detected deviations. Bringing claims on the fact of deviation from the terms of the contract. If the supplier fails to fulfill certain conditions and clauses of the contract or deviates from them, resulting in losses or other damage to the customer, according to the contract, the procedure for making a claim is carried out in accordance with the registered failure to comply with the terms of the contract or deviations from them.

11. Posting of material At this stage, the cargo is placed in the customer's warehouses, the following data are entered into a specially created material card: material identifier, delivery date and identification number of the contract under which the purchase was made, quantity, a brief description of the material, the purpose of the purchase (internal or external consumption). 117

12. Account control At this stage, the correctness of the movement of financial flows is checked in the process of fulfilling the contract (fulfillment of tax obligations, calculation of customs duties and other costs incurred in the framework of this business process).

13. Supplier management The organization should establish effective and efficient processes for determining the ability and ability of suppliers to supply the required product in order to ensure the effectiveness and efficiency of procurement processes in general.

Examples of inputs to the supplier management process; assessment of relevant experience; supplier performance versus competitors: analysis of purchased product quality, price, delivery and response to problems; audits of the supplier's management system and assessment of their potential ability to provide customers with the required products effectively, efficiently and on schedule; control of information and available data of the supplier about customer satisfaction; financial assessment of ensuring the viability of suppliers during the anticipated period of delivery and cooperation; 120

Examples of inputs to the supplier management process supplier response to inquiries, quotations and tenders; serviceability, installation and support from suppliers and a history of work in accordance with the requirements; Supplier awareness and compliance with applicable statutory and regulatory requirements: Supplier logistics capabilities, including location and resources; the position and role of the provider in the community, as well as its perception by society. 121

OPERATIONAL MANAGEMENT OF PURCHASES After the conclusion of the supply agreement, it is necessary to organize the delivery of material resources from the supplier to the buyer (consumer). This work relates to the functions of procurement logistics. 122

Operational work on the delivery of material resources to the enterprise is reflected in the performance of the following logistic functions; development of operational plans for the delivery of material resources from suppliers; determining the need for transport, drawing up and submitting applications for specific vehicles; conclusion of contracts with forwarding organizations for the delivery of materials to the enterprise; choice of transport and delivery route; 123

Operational work on the delivery of material resources to the enterprise is reflected in the performance of the following logistic functions - cargo insurance; customs clearance of goods crossing the customs border; organization of the delivery of material resources to the enterprise (by own transport, if economically feasible); organization of the export of material resources from railway stations, ports and airports received from suppliers; control over loading and unloading operations and cargo transportation processes; 124

Operational work on the delivery of material resources to the enterprise is reflected in the performance of the following logistic functions; control over loading and unloading operations and cargo transportation processes; resolving issues of timely payment of invoices with suppliers in conjunction with the financial service of the enterprise; operational accounting of received materials and analysis of the implementation of operational procurement plans; control over the fulfillment of obligations by suppliers, identification of possible violations and resolution of controversial issues and claims during delivery; identification of the actual provision of production with material resources, control and regulation of the availability of inventories. 125

Organization of delivery of material resources to the enterprise Self-pickup. The company uses its own vehicles or uses the services of forwarding companies and specialized transport organizations of carriers. Use of the supplier's vehicles Outsourcing - transportation by transport of transport companies 126

The maximum efficiency of procurement activities can be achieved through the use of competitive procurement tenders, requests for quotations, competitive negotiations 128

Request for quotations includes a request for price lists from several companies in order to: compare their offers; ensuring the adversarial process of struggle for a contract; price reduction; provision of benefits or better conditions. This is a relatively quick procedure that does not require special expenses for its organization and implementation. The final price is usually higher than the resulting bid. 129

Competitive negotiations are held after receiving offers from suppliers. When preparing for negotiations, it is necessary to: determine the purpose of the negotiations; determine the interests of the parties; develop acceptable areas of agreement; argue the position; develop options for mutual concessions. During the negotiations, the details of the offer that are of interest to the buyer are specified. 130

When conducting negotiations, it is necessary to take into account: 1) the primary positions of the parties, and their interests, which must be considered taking into account the entire spectrum of possible positions; 2) principles must be formulated before starting negotiations. on the basis of which the acceptability of a particular version of the contract will be assessed. In the negotiation process, a cooperation strategy is preferable, allowing to jointly find a solution to the problem. Otherwise, the negotiations can be reduced to a positional bargaining or escalate into a "war" between the parties. At the end of the negotiations, the suppliers make their final proposals, from which the buyer chooses the best. This procedure makes it possible to take into account all the wishes of the buyer and clarify the proposals. The final price will not always be lower than the market average. 131

Tender (competition) Tender is a method of concluding an agreement for the supply of goods (performance of work or provision of services) on the terms announced in the tender documents, on the principles of competition and fairness. The contract is concluded with a participant who submitted an offer that meets the requirements of the tender documentation, which is valid and contains the best conditions. 132

Development of a procurement plan includes: identifying needs; study of market offers; formulation of the subject of procurement, requirements for volume, quality, delivery time; splitting orders into lots and defining the procurement procedures used; preparation of the necessary documentation. 133

Competitive bidding Tender committee customer Subject of bidding. Types of works and services for which the auction is being held by the organizer of the auction Tender documentation - a set of documents with information on the technical, commercial, organizational, etc. characteristics of the object and subject of the auction, conditions and procedure Bidder Offer Proposal to conclude a contract in relation to the subject of the auction on the terms, defined in the tender documentation, the bidder Alternative offer - provided simultaneously with the offer, but containing different conditions from the offer 134

Tender Committee The main purpose of the Tender Committee is to organize and conduct contract tenders to determine the winner for the supply. The main tasks of the Tender Committee are: preparation and holding of tenders; development, coordination with the customer of tender documentation and its distribution to the participants in the tender; accepting applications and ensuring document flow with bidders; ensuring interaction with tenderers, including advising tenderers on procedural issues; examination of the applications submitted for the tender; determination of the winner of the tender. 135

Duties of the Tender Committee: to ensure the confidentiality and safety of the documents sent to the contracted tenders before their official consideration; in case of incomplete, untimely submission of documentation by the participant, provision of false information or establishment of the fact that the participant has committed fraudulent actions, reject the participant's application and notify him with an indication of the reason for the rejection; to respond in writing and orally to inquiries of participants in tenders regarding tender documents received no later than 3 days before the date for opening envelopes with applications; draw up a protocol of discussion with the tenderer of requests for clarification of the tender documentation; consider applications of tender participants and determine the winner of the competitive bidding; sign and send to the participants and the customer the protocol on the results of the tender. 136

Classification of competitive bidding Open bidding Closed bidding Invitation to participate Prequalified bidders Without prequalification of bidders Primary bidding Secondary bidding Open bidding Unspoken bidding No bidders have been identified without public opening of bids, announcement of the composition of 137 participants and tender results

Classification of Competitive Bidding Two-stage bidding is conducted when the customer is unable to draw up detailed technical specifications for the goods or works. It is necessary to define the characteristics of the services and study the proposals of potential suppliers in advance. and sometimes conduct preliminary negotiations with them. At the first stage, bidders submit bids without specifying a price. The customer can negotiate with any participant. As a result of the first stage, changes and additions can be made to the tender documentation. At the second stage, the participants submit the proposals modified in accordance with the updated tender documentation, including the price part. 138

Stages of competitive bidding 1. Preparation of bidding documentation. 2. Invitation to tender (or prequalification). 3. Prequalification selection (carried out at the request of the customer). 4. Receiving bids. 5. Evaluation of bids. 6. Confirmation of the winner's qualifications. 7. Award of the contract. 8. Signing of the contract. 140

The tender documentation must contain: instructions on the preparation of applications for participation in an open tender; requirements for participants in an open tender; goods, cost estimates for the performance of work or the provision of services, etc.) requirements for the composition of technical documentation for the goods (work, services) supplied, as well as for the description of the supplied goods (work, services) by the participants in the open tender, the criteria on the basis of which the organizer of the open tender will evaluate applications for participation in an open tender methods of clarifying the provisions of the tender documentation terms of validity of applications for participation in an open tender information on the place, date and time of opening envelopes with applications for participation in an open tender information on the procedure for opening envelopes and considering applications for participation in an open tender other settings requirements set by the organizer of the open tender. 142

The invitation to participate in the competition contains information: about the name and address of the organizer of the open competition; about the time and place of the open competition; about the terms of the contract; on the timing of the supply of goods (works, services); on the requirements for participants in an open tender established by the organizer of an open tender; on the procedure and place for obtaining tender documentation; on the amount of the fee charged by the organizer of the open tender for the tender documentation, if such a fee is established; on the procedure, place and deadline for submitting applications for participation in an open tender; about the term of the contract. The absence of this information may be one of the grounds for protesting the competition. 143

Preparation and submission of a tender proposal 1. It is necessary to carefully study all the requirements of the tender documentation, first of all - the technical specifications. 2. It is necessary to take into account all the specified criteria for selecting the winner: minimum foam of the proposal: costs of operation, maintenance and repair of products; delivery time of the goods; functional characteristics of products; delivery and payment schedules, etc. 3. The proposal is drawn up in full accordance with the requirements of the tender documentation, signed by a person who has the right to sign (and this right must be confirmed by an appropriate document), sealed in the required places. 4. Violations in the design, for example, the absence of a signature on some documents, may serve as a formal reason for rejection of the proposal. 5. It is also unacceptable to make any changes to the forms contained in the tender documentation, for example, to the form of a bank guarantee. 144

Submission and opening of bids 1. In the invitation to participate in the competitive bidding, as well as in the bidding documentation, the place of submission and opening of bids, the corresponding date and time shall be indicated. 2. Representatives of all companies that have submitted bids have the right to attend the opening procedure. If the organizers of the auction obstruct the exercise of this right, the holding of the tender may be challenged. 3. Participants of the competition who failed to attend the autopsy procedure have the right to receive an extract from the protocol containing the information announced during the autopsy. 4. After opening offers, information about suppliers, prices offered by them, as well as other information is announced. which the organizer of the auction deems it necessary to bring to the attention of those present and enter into the protocol. 145

Evaluation of tender bids 1. Compliance with the formal requirements set out in the tender documentation is checked: compliance of the proposal registration with the requirements of the tender documentation: availability and validity of the necessary documents (certificates, certificates, bank guarantee, etc.); powers of the person who signed the proposal: completeness and integrity of the proposal; the presence of errors in the calculations. 146

Evaluation of bids 2. Detailed consideration of bids for compliance with the requirements in essence: compliance of products with technical requirements; adherence to delivery schedules; compliance with after-sales service requirements. spare parts, etc.: analysis of the offer price and its components. 3. Ranking of proposals and determination of the winner on its basis. 147

When evaluating competitive proposals, it is recommended to take into account: the price of the application, the timing of payments: the validity period of the price declared for the competition; conditions for price adjustments; operating, maintenance and repair costs; delivery time of goods; functional characteristics of the supplied goods; forms, payment procedure: conditions for providing guarantees for goods; ensuring safety requirements. 148

Awarding the contract 1. The decision of the commission to determine the winner is drawn up in the form of a protocol. In practice, there are usually three of them - the autopsy protocol, the evaluation protocol and the competition results protocol. 2. The organizer of the competition must send a written notification to the winner within three days. 3. The obligations of the parties are additionally formalized in the form of a contract. The future contract is based on the project presented in the tender documentation and supplemented by the terms and conditions. set out in the winning bid. 4. After signing the contract, all participants in the tender are informed about its results and the security is returned to them. 5. If the winner refuses to sign the contract, the security of his tender offer (usually a bank guarantee) is retained in favor of the customer and the selection procedure is repeated for the second most advantageous offer. 149

Organization of relations with suppliers takes place in three stages 1. Optimization of suppliers. All suppliers are thoroughly reviewed. The optimal number of suppliers is determined, which is achieved by refusing to work with some and attracting other suppliers to cooperation. 2. Development of the production spectrum (new types of services) from suppliers. The skill level of the providers is determined to ensure that they can provide more complex and high volume services. 3. Integration of suppliers. Selected suppliers are integrated into new product development and logistics processes so that the enterprise can free up its own creative and rational resources. 151

Buyer's relationship with suppliers + mutual P progress M Mutual Improvements CH E N new volume, O favorable price E P loyalty R E only and sale M U U U E Additional C costs associated with poor quality, In delivery, price, O quantity - Exceptional supplier (ally or partner) Preferred supplier Applicable supplier Focus on products in the short term Good supplier Focus on products and services Focus on progress or system Focus on continuous improvement RELATIONSHIP INVESTMENT REQUIRED 152

Buyer-Supplier Relationships Exceptional suppliers are rare and building excellent relationships between such suppliers requires a significant investment. As a result, such phenomena as partnerships between suppliers and buyers and strategic alliances have appeared in world practice. All this is a natural evolution towards the optimization of the procurement process. 153

Supplier relationships are defined by orientation towards partnership or opportunism. Partnership means that the company seeks intensive cooperation with suppliers and intends to plan and carry out joint activities. You cannot enter into partnerships with many suppliers, since creating and maintaining the proper level of relationships with suppliers requires a lot of resources. Opportunism is based on meeting the immediate interests of the enterprise and is an alternative to partnerships, especially when it comes to purchasing standard services. An opportunistic approach also pays off when they are not going to create long-term partnerships. 154

Benefits of partnerships Thorough familiarity with the structures and systems of the supplier; the possibility of organizing the transfer of supplier know-how to the development and design departments of a new product. Suppliers are more open to dealing with procurement and are not afraid to be beaten; the development and design departments of the new product are able to work taking into account the technological and logistics processes available to suppliers; divisions of development and design of a new product can use information about the life cycles of individual components in their work, and, consequently, develop an optimal product; it is possible to create joint programs with suppliers to reduce costs throughout the entire life cycle of the product; the possibility of faster overcoming of crises caused by the human factor. 155

Benefits of an effective partnership with a supplier 1. Reducing supplier costs, which allows you to reduce the price paid by the buyer. 2. Implementation of quality improvement programs. 3. Establishing stable long-term relationships. 4. The seller ensures the accuracy of counting containers with parts. 5. Ensuring product quality, reducing the volume of rejected and returned materials to the supplier. 156

Work on supplying workshops with materials includes the following stages: Determining the needs of workshops for materials by periods: month, decade, day, shift, etc.; Determination of the limits for the supply of materials to workshops; Preparation of materials for production use; Release and delivery of materials to workshops; Accounting and control of material consumption. 158

At the same time, the supply service solves the following tasks: providing resources for all divisions on the basis of reasonable calculations (in terms of assortment, volumes and timing); ensuring compliance of the quality of materials with technical and technological standards; rational use of vehicles when delivering materials to workshops; control of the release of materials into production. These tasks relate to production logistics. 159

The enterprises carry out three forms of organizing the movement of material flows: Here, the workshops include work-in-progress warehouses, materials are moved as processing is completed and applications are received. In warehouses, work-in-progress stocks are created. Transport-accumulative. It brings together a certain number of jobs or sections. At the same time, the processes of processing and storage of materials are carried out using a single transport warehouse system of the workshop. Zero stock. It offers minimization of inventory at every technological step. Warehouses are provided only for those materials that cannot be manufactured and delivered “just in time”. This form is used in Kanban systems. 160

When planning the supply of workshops with materials, it is necessary to determine the needs of workshops in materials; determine the standards for their reserves; calculate the expected balances of materials in the shops at the beginning and end of the planning period; to determine the limits for the supply of materials to shops. The material requirements of the shops are determined by the direct counting method. The stock rate is determined by the stock rate method. An important task is to determine the limit for the supply of materials to the shops. The limit is the planned limitation of the issue of materials into production in the planning period in accordance with the justified requirements. The vacation limit is determined for a specific planning period (year, quarter, month, decade, shift). 161

Preparation of materials for production use Preparatory operations include: paperwork, sorting, picking, drying, sawing, etc. Preparation of materials is usually carried out at procurement sites, warehouses or procurement shops. 162

Delivery of materials to workshops can be decentralized or centralized. With a decentralized method, workshops themselves receive and take out materials by their own transport from warehouses and procurement areas, which leads to an increase in transport costs. With a centralized method, procurement shops and sections, according to a pre-compiled schedule, organize the delivery of materials to the shops themselves. This method allows more efficient use of internal transport of the enterprise and more efficient organization of accounting and control of material consumption. 163

Depending on the production conditions, the release of materials to the workshops can be issued according to One-time requirements; they are applied at enterprises in case of one-time requests for certain materials (auxiliary materials, stationery, etc.). Limit cards Pick lists Pick lists 164

Limit cards Limit cards are used in batch production, when materials enter the shop continuously during the planning period. With a limit card, a shop representative can receive, within the limit, the required amount of material without the special permission of the MTS service. Issuance of materials stops if the limit has been reached or the term of the limit card has expired. Over the limit, leave is made only with the permission of the head of the MTS service. If possible, one material can be replaced with another that is in stock. For this, an act of material replacement is drawn up 165

Picking lists are used in the selection for the production of not single materials, but their groups. The lists indicate in which set the materials should be released to the workshop within the limit. Issuance of materials is carried out in the same way as for limit cards. Intake sheets (cards) are entered when limiting the consumption of auxiliary materials, in cases where the need for them is uneven and there are no consumption rates. The release of materials on fence cards is regulated by predetermined periods (month, quarter). The intake card indicates the amount of material that can be consumed by the workshop, and the timing of its receipt. 166

Terms of delivery of material resources To consolidate economic ties, rate agreements and purchase and sale agreements are used. Purchase and sale differs from delivery in that, firstly, the goods are handed over to the buyer immediately upon the conclusion of the contract, and in the case of delivery after a certain period of time. Secondly, the fact that the subject of purchase and sale is a certain product that exists and belongs to the enterprise to the seller at the time of the conclusion of the contract, the subject of delivery can be a product that is determined at the time of conclusion of the contract only by quantity and quality, or has not yet been manufactured at all. A supply agreement is defined as an agreement in accordance with which a supplier, a seller carrying out commercial activities, undertakes to transfer, within a specified period, the goods produced or purchased by him to the buyer for use in business activities or for other purposes not related to personal, family and other similar use.

Functions of the contract: Secures the legal relationship between partners; Establishes the procedure and methods for fulfilling obligations; Provides ways to protect the security of obligations. Aspects of economic relations not reflected in the contract are regulated by the fundamentals of civil legislation and the Civil Code of the Russian Federation.

The main elements of the contract: 1. Offer and acceptance of the offer. The contract is drawn up in the event that one party offers a certain consignment of goods at a specified price, and the other party accepts this offer. 2. Financial conditions. A contract must have a value, that is, it becomes a contract in the legal sense only when financial terms are stipulated in it. 3. The right to enter into contracts. Only certain officials (director, general director) authorized by the enterprise and acting on its behalf have such a right. 4. Legality. The contract must be legal, that is, fully comply with the legal norms of the country.

Standard terms agreement If one or both parties use the standard terms when entering into a contract, then the general contracting provisions apply. Standard terms are provisions prepared by one party in advance for general and repeated use and applied virtually without negotiation with the other party. A term included in the standard and which is of such a nature that the other party could not reasonably expect it is void, unless the condition has been expressly accepted by that party. In the event of a conflict between a standard condition and a condition. non-standard, the latter takes precedence. 171

The delivery agreement usually includes the following details: title of the document; serial number of the document; order date; the name and address of the ordering company; responsibility for the order (contact information is indicated for the supplier to clarify all issues related to the order of MR); MR supplier details; Name of product; quantity and quality of goods; specification of requested MRs; the price of the ordered goods; conditions and delivery time; conditions of payment; characteristics of containers and packaging; the procedure for acceptance of delivery; settlement accounts of the parties to the agreement. 172

The contract comes into force from the moment of its conclusion; valid until the moment of termination of the fulfillment by the parties of the obligation specified in it: the expiration of the contract does not entail the termination of contractual obligations, except in cases of direct indication of this in a law or contract. 173

Scope of the supply agreement. According to the supply contract, the supplier (the seller engaged in entrepreneurial activity in the purchase or production of goods) undertakes to transfer these goods to the buyer within the specified period or time for the purpose of using the latter in entrepreneurial activity. 174

liability for violation of the supply agreement: for non-delivery or shortage of goods; for the supply of goods out of stock; for the supply of goods that do not meet the quality standards, other normative technical documentation, samples (standards) or other terms of the contract, as well as for the supply of incomplete goods. 175

Terms of delivery 1. Basic obligations of the supplier and the buyer. The main responsibilities of the supplier include: delivery of products on the terms of the contract; timely informing the buyer about the readiness of material resources for shipment; ensuring quality control of supplied products; packing products at their own expense (except for cases when it is customary to deliver goods without packaging); incurring commercial risk and transportation costs to the place where the product is handed over to the buyer. The main obligations of the buyer: to accept the products at the place and on time specified in the contract; pay the price of the goods stipulated by the contract; bear all the costs and risks to which the products may be exposed after the transfer of title to them to the buyer. 2. The moment of transfer of ownership from the seller to the buyer.

3. The price of the supplied products. The price of material resources is determined by the agreement of the partners and is indicated either in the contract or in the specification; it is possible to agree on the price in the protocol, which is part of the contract. When setting the price, the specifics of the delivery are taken into account. If the delivery of material resources to the buyer's warehouse is expected, then the price of the contract must include transport costs and insurance costs. When the delivery of products from the seller's warehouse is envisaged, the contract price takes into account only its cost.

3. The price of the supplied products. The price in the contract can be fixed (fixed) and moving, that is, with subsequent fixation. At a specified fixed price, a specific figure is determined in the contract, which is not subject to change when paid by the buyer. It is well known that a fixed price in an inflationary environment is beneficial only to the buyer. As a rule, the supplier, in order to protect himself from losses, requires a contract on the basis of 100% prepayment. If at the time of the conclusion of the contract it is difficult to determine a specific price, then the parties can provide for fixing the initial price, which during the execution of the contract can change according to the method agreed by the partners. Such a price is called a moving one, that is, this price is, in essence, the market price at the time of execution of the contract. A moving price with subsequent fixation is not reflected in the contract. In this case, the section "Special conditions of the contract" indicates the exact methods of determining the moving price.

A rolling price formula that takes into account inflationary processes: where is the price of a unit of production at the time of the conclusion of the contract; P 1 unit price at the time of delivery; And the share in the price of products of purchased material resources; The share of wages in the price of products; With other elements of the product price; Z 1 is the average price of a unit of material resources at the time of delivery of products; Z 0 the average price of material resources at the time of the conclusion of the contract; З 1 average salary at the supplier at the time of delivery of products; З 0 the average salary of the supplier at the time of the conclusion of the contract.

4. Packaging and labeling. When the delivery of products requires packaging and labeling, the contract must provide for a special section, which specifies the type and nature of packaging, its quality, size and method of payment, as well as marking the packaging. There are general and special requirements for packaging. In accordance with general requirements, packaging must ensure the safety of the cargo for the selected method of transportation. The contract stipulates the supplier's responsibility for the supply of products in packaging that does not meet the terms of delivery. Upon receipt of material resources in damaged packaging, the buyer draws up a commercial act, according to which the supplier must reimburse the buyer for losses. In some cases, damage to the packaging is tantamount to a violation of the quality of the goods.

4. Packaging and labeling. Methods of payment for packaging are established in the contract: the cost of packaging can either be included in the price of products, or be set separately. It is the supplier's responsibility to label the products. In commercial activities, product labeling must: be a source of shipping information (buyer's details, contract number, seat number, number of seats in a batch, etc.); instruct transport organizations on how to handle the cargo; warn about the dangers contained in the specifics of the transported cargo in case of improper handling. The content of the labeling is agreed with the partners and is indicated in the contract.

5. Loading on vehicles and delivery to the carrier. 6. Transportation insurance. The obligations of counterparties during loading, unloading, transportation and insurance of goods during transportation, as well as the distribution of risks between the supplier and the buyer, are stipulated in the international trade rules "Incoterms" (International rules for the interpretation of commercial terms). These rules can become an integral part of the contract only with the consent of both partners of the commercial relationship.

7. Unloading and acceptance of products. The contract must also provide for the acceptance of products in terms of quantity and quality, both preliminary and final. Preliminary acceptance is aimed at establishing the conformity of the goods to the terms of the contract. Final acceptance means the actual fulfillment of the contract in terms of quantity and quality. 8. The settlement of disputes in the supply of goods can be carried out in two ways: judicial or arbitration. Dispute settlement methods should be reflected in the contract.

1.1 Fundamentals of supply logistics

Logistics is the science of planning, organizing, managing, controlling and regulating the movement of material and information flows in space from their primary source to the final consumer. The following functional areas of logistics are distinguished: inbound logistics, material management, outbound logistics. Accordingly, inbound logistics is the area of ​​the company's relationship with external suppliers, material management is the area of ​​relationships between internal suppliers and consumers of a resource, outbound logistics is the area of ​​the company's relationship with external consumers.

Let us briefly list the main logistic functions of a modern industrial enterprise: maintaining quality standards for the production of finished goods (FP) and related services; management of procurement of material resources (MP) to ensure production; transportation; Inventory Management; management of ordering procedures; support of production procedures; information and computer support; warehousing; cargo handling; protective packaging; forecasting the demand for GPU and MP; support for the return of goods; provision of spare parts and related services; collection and sale of returnable waste.

Consider the main areas of the functioning of logistics.

Procurement management, or in a broader sense, supply management is the first on the way to promote goods through the entire range of logistics operations of the company. The activity of organizing and managing procurement is aimed at ensuring that the company receives the raw materials, materials, goods and services necessary in terms of quality and quantity at the right time, in the right place, from a reliable supplier, timely fulfilling its obligations, with good service (as before the sale and after it) and at a favorable price.

The areas of supply management can be conditionally divided into tasks: determining the need for the purchase of materials, components; determination of the required amount of purchased resources; selection of suppliers that meet the requirements of quality, reliability, price, speed of delivery; development of favorable terms of delivery and further conclusion of a supply agreement.

Thus, the question arises of the need to purchase the best quality product at the most favorable price (discounts, economies of scale) from reliable suppliers with whom partnerships are maintained. At the same time, being in constant contact with other divisions of the enterprise (warehouse, production), ensure a high turnover of goods in stock, delivery of goods to the company, manage the costs of purchases, transportation. One of the functions of supply management is the automation of the supply process and the introduction of various production systems into use.

Solving these tasks, the supply department constantly interacts with other divisions. The need to purchase one or another type of resource with these characteristics is indicated by production. The required quantity is determined in conjunction with the production department and finance departments. When identifying a potential supplier, the procurement department relies on information obtained during market research and analysis of the entire set of possible suppliers. This issue is usually the responsibility of the procurement department. Then, when the supplier has already been selected, he proposes his terms of delivery (price, quantity, delivery time), which are subsequently adjusted during negotiations with the supplier. Choosing the right supplier is one of the most important sourcing challenges. The success of an enterprise depends largely on the raw materials and resources it consumes. Supplier reliability is a guarantee of uninterrupted supply of the production process "at the entrance". The success of any enterprise depends to a large extent on the accuracy of providing production with the necessary raw materials in terms of quantity, quality and time. Consequently, the creation of optimal conditions for the functioning of production units depends on the accuracy of determining the indicators characterizing the procurement market.

Most often, when choosing a supplier, a system of indicators is used, a rating system, by which you can subsequently determine the correctness of a particular choice. For example, such indicators can be: price, quality guarantees, delivery reliability, business experience and history of relationships, attitude towards the buyer, the possibility of compromises, reciprocity of benefits and interests, location, production capacity, financial position, reputation and role in the industry, image etc. .

The generalized algorithm for choosing a supplier is shown in Fig. 1.

The received materials are sent to the warehouse, where they later await their use. Such goods and materials are called inventory. Inventories are formed when incoming or outgoing material resources are available but not used. Despite the high cost of creating and maintaining stocks, any enterprise is forced to create and manage them.

The purposes of stockpiling can be very different: insurance of supply disruptions; protection against higher purchase prices; savings on wholesale discounts; savings on transportation; provision of customer service (stocks of finished products allow creating a reserve to smooth out seasonal fluctuations in demand); increasing production efficiency by keeping stocks.

The principle of the expediency of creating stocks does not negate the possible occurrence of "inflation" in the amount of stocks due to some factors, which can be attributed to the sometimes occurring decrease in the quality of purchased goods or a supply failure due to the fault of suppliers. Obviously, choosing a new supplier will solve this problem. Intra-firm factors of increase in inventory include inaccuracies in forecasting intra-firm demand for materials or an increase in the time to process an order. Low production efficiency is often the reason for unforgivably high inventory levels.

By now, three main concepts of inventory management have been formed:

1. The concept of maximizing reserves. Throughout the long history of mankind, the presence of large reserves has been assessed as a sign of prosperity. The high level of stocks is justified given the high uncertainty in the amount of consumption. This concept is practically a thing of the past.

2. The concept of inventory optimization. This concept is to recognize the feasibility of maintaining the optimal size of reserves based on the criterion of minimum costs for their creation and maintenance.

3. The concept of minimizing stocks. It is based on the presentation of stocks as an indicator of deficiencies in production activities. A relatively young concept.

Reserves are classified:

By types of products: material resources, work in progress, finished products, containers, returnable waste;

By place in the logistic scheme: warehouse, production, transport;

In relation to basic logistics: cargo handling, supply, production, distribution;

By functional purpose: current, insurance, preparatory, seasonal, promotion;

In relation to the links of the supply chain: from suppliers, consumers, resellers, intermediaries in physical distribution.

Inventory management includes: a reasonable choice of optimization criteria; definition of restrictions; calculation of inventory management costs; determination of demand; calculation of the control strategy. Currently, there are many methods and models of inventory management, which are the subject of study of one of the sections of operations research - the theory of inventory management. ...

Organization of procurement and supply of the enterprise

Organization of procurement work in a trading enterprise (based on materials from OJSC "Livgidromash")

Organization of control over the procurement of material and technical resources

Organization of marketing logistics at OJSC "AvtoVAZ"

Organization of storage facilities at the enterprise (based on materials from OJSC "Prompribor")

The main tasks and functions of logistics

Development of organizational and methodological documents for the supply process (for example, OJSC restaurant "Razgulyay", Nizhny Novgorod)

The logistics of the restaurant's supply is based on a dynamic strategy. The goal of a dynamic strategy is to provide high quality customer service, responding quickly to new or changing conditions ...

Development of elements of a supply strategy for an industrial enterprise (based on materials from Prompribor OJSC)

Improvement of procurement processes in the field of material and technical support of ChTPZ LLC

Improving the supply logistics system in the organization (for example, LLC "Priority")

Logistics is a science that studies the laws and principles of the flow organization of matter. Logistics as a separate area of ​​scientific thought took shape in the middle of the 20th century. It belongs to the sciences ...

Improving the supply logistics system in the organization (for example, LLC "Priority")

In the current conditions, in the formation of logistic economic ties, modern programming methods and information and telecommunication systems are used, contributing to their rationalization and optimization. For example...

Functional areas of logistics

No enterprise is self-sufficient, they all depend to varying degrees on raw materials, materials, equipment and services that are supplied to them by other organizations, for example (light, office equipment, heat, etc.

Characteristics of the logistics system

Rice. 2.1 Supply logistics scheme. 1-routed stream; 2 - unorganized cargo flows; 3 - processing of cargo traffic (freight or marshalling yards ...