Logistics as a factor in increasing the competitiveness of a construction company. Logistics as a factor in increasing competitiveness

Considering logistics as a factor in improving competitiveness suggests that the consequences of decisions made in this area should be measurable in terms of their impact on functional costs and on income from the sale of goods. In this regard, the task of finding a way to control costs and indicators that most correctly reflect the relationship of logistics with the main economic and financial indicators of firms is being updated. As it turned out, to determine the quantitative
parameters of the consequences of logistical decisions is very difficult. This can be done only if the following methodological and technical conditions are met: a well-functioning accounting and information system; holding complex analysis expenses and income structural divisions firms and all participants in the supply chain, based on the application of the principle of "missions" and a single methodology for calculating costs; determining the share of profit from logistics activities in the total profit of firms.
In foreign economic literature, it is noted that firms that have adopted the logistics concept and built their strategy on its basis, there is a significant improvement in the indicator that reflects the ratio of profit received from the sale of goods or services to invested capital (PIR return on invested capital)1 . At the same time, the double meaning of logistics is indicated, which consists in reducing costs and increasing the company's share in the market2.
The impact of logistics on the costs associated with the sale of goods is obvious. Within the framework of the logistics approach, these costs include the costs of fulfilling orders, including the costs of their processing, transportation and warehousing of goods, inventory management, packaging and support activities (provision of spare parts, after-sales service). No less obvious is the impact of logistics on improving the position of firms in the market, which is usually estimated by an increase in their share in it and largely depends on the effective offer of firms with a competitive level of customer service. "
The key elements of the ratio of profit to invested capital can be depicted in the form of the following diagram (see Fig. 8).
The impact of logistics on invested capital is carried out through the main categories (elements) of assets and liabilities of the balance sheet
"Usually, the invested capital is divided into fixed and working capital. Such a classification of capital is acceptable for the purpose of identifying the impact of logistics on it, since the logistics activities of firms concern both of these groups of capital. First, the cost of elements of the logistics system - such as vehicles, loading and unloading mechanisms, warehouses, etc., if they belong to the company, are part of its fixed capital.Secondly, logistics operations and decisions are most closely related to various kinds of stocks, accounts receivable and cash, which are nothing more than as working capital.
2M. Christopher. The Strategy of Distribution Management. London, 1986, p. 21.

Rice. 8. KEY ELEMENTS OF A PIR

Source: M. Christopher. The Strategy of Distribution Management. London, 1986, p. 75.
firms. Such elements of the balance sheet as "cash and accounts receivable", related to working capital, are decisive in terms of the liquidity of the firm. In recent years, the importance of these elements has become widely recognized as many firms are facing cash shortages. However, it is not yet always recognized that logistic variables have a direct impact on this part of the balance sheet. Although no one seems to dispute the fact that the shorter the lead time (the period from the receipt of the order to the moment the goods are delivered to the consumer), the faster the invoice can be issued. Likewise, the speed of order fulfillment can affect cash flow if an invoice is not issued until the goods have been shipped. One of the less obvious logistical variables affecting cash and receivables is billing accuracy. If a consumer discovers that their invoice contains inaccuracies, they will probably not pay for it, and the time lag between order fulfillment and payment will increase until the error is corrected.
Logistics has a significant impact on working capital through the reduction of stocks of raw materials, semi-finished products, kit
and finished products. Very often, 50 percent or more of the working capital of producing firms is accounted for by inventories. Therefore, the logistical factor affecting the invested capital depends to a large extent on the company's policy regarding stock levels, the degree of control and management of stock levels, as well as on the distribution needs planning system.
It is known that the traditional concept of the economic size of orders does not always reflect the true needs of production and distribution. The result is an excess inventory level. In turn, purchases of raw materials and supplies are closely linked to creditors' accounts. Such accounts are, from the point of view of logistics, key elements of the balance sheet of firms and affect their working capital. Therefore, the integration of procurement management and production management - an integral part of the logistics strategy - can have a positive effect, which is confirmed by practice. In firms where the step-by-step expenditure of inventories corresponds to the planned production needs for raw materials and materials, the logistics costs of companies are reduced, and the degree of use of invested capital is increased.
Warehouse rental, Vehicle and other elements of the logistics system is a current cost for the tenant. The replacement of fixed capital by operating expenses is achieved mainly by involving third firms in warehousing and transportation operations, instead of acquiring own funds for their implementation. Such changes significantly affect the balance between debt and equity, and hence the ratio of the latter to profits, as well as cash flow in terms of both interest payments and debt repayments.
Because the material basis The logistics system of firms in most cases is made up of their own rather than rented technical means and permanent facilities, insofar as logistics can have a significant impact on the total amount of fixed capital of firms and on its ratio to profit.
Thus, it can be concluded that logistics affects almost every aspect of the profit and loss account of firms. Therefore, appropriate changes in the logistics strategy affect the financial performance of firms and contribute to ensuring their long-term viability. Firms that have adopted a logistics strategy are constantly analyzing it. Earnings and invested capital are also carefully analyzed to ensure maximum efficiency.
resource use. By substituting the values ​​of the variables into the formula, where the coefficient of profitability and capital turnover are factors, it is possible, with a sufficient degree of conditionality, to quantify the impact of logistics on the ratio of profit received from the sale of goods and invested capital, since income from logistics services and expenses for logistics operations are a significant part of in the total income and expenses of firms:
pm„_ Profit from sales Cost of sales, ppp/
11IC. X X 1UU/r.
Cost of sales Capital invested
Research carried out in the field of logistics for a wide range of markets - from food products to capital-intensive products, has shown that producer firms and intermediaries have ample opportunity to create preferential conditions for consumers1. However, these opportunities can only be realized if the functioning of logistics is fully market-oriented.
For most food products, logistics as an active marketing tool does not play a significant role. The exception is the shipment of perishable products, when the dominant factor is the time of shipment and the speed of transportation.
In the investment goods market, shipping reliability is an important competitive factor. It is essential for obtaining repeat orders from a customer or for obtaining orders from new customers on the recommendation of a former customer. Shipment reliability is important because it must fit into, in fact, the various patterns that occur at the customer, including often construction, staffing, training, etc. The impact on competitiveness is very large, since reordering is often the most profitable business in the long term due to lower pre-sales and after-sales costs, lower design costs and product standardization. Shipment reliability is also a factor influencing reorder production for products such as equipment and appliances.
'Magazin fur das Techniche Management, 1990, no. 4, s. 68.

In the consumer durables market, reliability of shipment is in most cases not a dominant factor, since this type of product is usually always available in distribution channels, and reliability has only a minor impact on stocks. Consumers and marketers often readily accept some degree of unreliability or uncertainty in shipments without changing supplier or brand. Under such conditions, logistics is mainly a cost-cutting factor, not a marketing tool. However, she may still great importance in terms of improving the quality of services. Especially in the matter of reducing the timing of logistics operations when launching the production of new products, as well as in organizing production with a wide variety of models.
What is the role of logistics in the market for industrial materials, i.e. products that are used by consumers as components? In this case, the product is made mainly to the customer's specifications, but once developed, it is standard and production is repetitive. It follows that shipment reliability has a strong competitive advantage over other factors such as speed or frequency of shipments.
Thus, when in multiple product markets the likelihood of product differentiation by its properties or quality decreases, and the corporate image or strategy of firms is difficult to change in the short term, logistics becomes an increasingly important competitive factor.
Under such conditions, competitive advantage may arise from the ability of a firm through its logistics activities to achieve: differences in market segmentation, changes in the economic environment and market requirements, as well as changes in one's own and others' tactical maneuvers. .
The policy of firms aimed at obtaining income from logistics activities, as a rule, leads to an increase in profits. Studies by foreign experts show that the contribution of logistics to the profits of companies depends on the level of service. At the same time, it was noted that when the level of 90% and above is reached, logistics costs begin to outpace the growth in income from this type of activity. Starting from 95%, the effect becomes negative (see Fig. 9).
The foregoing suggests that the goal of logistics in the 90s goes beyond reducing costs and increasing profits.

The concept of logistics. The relevance of logistics is due to the wide potential for increasing the efficiency of logistics with raw materials and the marketing of intermediate and finished products using a set of interrelated methods to improve the logistics direction of production, economic and economic activity organizations.

The experience of industrialized countries and advanced companies shows that logistics plays a strategically important role in modern business. The traditional functions of logistics - transportation, inventory management, purchases and orders, warehousing, cargo handling - have been integrated on the basis of a common information platform, forming a strategic innovation system. The introduction of methods for optimizing logistics resources and relevant modern technologies in business practice can significantly reduce inventory, accelerate capital turnover, reduce production costs and operating costs, ensure the most complete customer satisfaction with high-quality logistics services, i.e. increase the competitiveness of the enterprise.

Most researchers believe that the word "logistics" was first used in ancient Greece, where it denoted the art of counting, or the art of reasoning, calculation. In addition, in ancient Greece there was a term "logisteria", which denoted a state institution where financial reports were checked. officials. There was a special position called a logistician or public self-government official.

For a long time, logistics was considered an applied military discipline and was taught in military academies and institutes. different countries. The principles of logistics became widespread during the Second World War when solving the problems of logistical support for the American army stationed in Europe, as well as when organizing the interaction of suppliers of weapons, food, transport and troops.

Logistics as a business tool in the civilian field began to take shape in the late 50s. in the USA, although the term "logistics" itself began to be widely used only from the end of the 70s. 20th century

Summarizing the positions of various logistics schools, scientists, scientific areas and taking into account current trends in the development of the economy, it is possible to define logistics in a broad and narrow sense.

Logistics (in a broad sense) is the science of managing material and related flows (information and financial) in a particular economic system in order to achieve the goals of this system with optimal resource costs.

Logistics (in the narrow sense from the standpoint of business) is the process of integrated management of the flow of inventory and related flows of information, finance and services, contributing to the achievement of the corporate goals of the organization with optimal resource costs.

In the second half of the 20th century, there was a gradual reorientation of the world market from the producer's market to the consumer's market, which led to increased competition between producers of goods and trading companies. Such a reorientation occurred in connection with the achievement in the production of goods of a level of saturation with market goods, when the consumer can choose the goods he needs among goods from different manufacturers, and also because of the need to reduce production costs and promote goods to the consumer.

Trying to keep up with the ongoing changes and stay afloat, many companies were forced to look for solutions and change not only the structure of the company's organization and principles of production management, but also their business development strategy. Looking for ways to optimize business processes within their companies in both manufacturing and distribution, many leaders have realized that in order to survive and further develop their business, they must learn to identify market needs and quickly respond to its changes. Organize and manage the movement of material flows in such a way as to reduce costs when promoting goods to the consumer. Such changes, in turn, require a certain reorganization of the management structure, the allocation of new priorities for solving the tasks ahead. The competitiveness of the company depended on its ability to solve the problems of reducing the cost of production and improving the quality of supplies and services.

It is during this period that there is a need for a deep study of consumer demand for manufactured goods, and market research is rapidly developing. In companies, marketing departments appear or increase their importance, the results of which significantly affect the production and distribution of goods. Based on the data of the marketing department, the company's policy on the range and volume of products is formed. But to implement such a policy, the company needs a well-functioning mechanism that can manage and control the entire process of promoting inventory items (from raw materials and semi-finished products to finished products).

The material flow is the central element in the logistics system. In this case, the flow is primary in relation to the stock, which performs an additional and providing role in logistics.

The formation of stocks is due to the technical, technological and organizational structures of the intra-system material flow. The peculiarities of its structure give rise to intra-system logistics nodes, which are the place where reserves are formed.

Within the logistics system, the role of various flows in the final result is not the same.

The main flows are aimed at achieving the main, main goal of the system.

Auxiliary flows are designed to create conditions for the implementation of both main and additional flows.

Additional flows are formed to perform activities that are not the main ones, but carried out within the framework of an industrial enterprise.

The efficiency of industrial logistics is ensured by the unity of information, personnel, organizational, economic and other components, so four main subsystems can be distinguished in it: economic, organizational, technological and social.

The economic subsystem is defined as a set of methods, procedures for planning, analyzing and evaluating the effectiveness of industrial logistics. It provides for strategic and tactical planning of flows, the implementation of a comprehensive economic analysis intra-system logistics costs within an industrial enterprise by processes, structure of economic flows, functional areas, etc.

The organizational subsystem is a complex of the organizational structure of the logistics service, the structure of the logistics channel, as well as the industrial logistics management system. Here, the types, parameters and methods of broadcasting information flows necessary for the development, adoption and implementation of decisions on managing the intra-company flow are determined; procedures, algorithms and rules are formed that describe and regulate the movement of economic flows.

The technological subsystem is considered as a combination of means of technical support for logistics processes (transport, loading and unloading mechanisms and transfer equipment, warehouse complexes, electronic computers, office equipment, etc.), as well as technical processes for processing and transmitting information, transportation, warehouse processing of goods etc.

In the social subsystem, the personnel potential of industrial logistics is formed, the compliance of its composition and structure, qualifications and numbers with the requirements of the normal flow of stream processes; selection and vocational training, personnel training, scientific orientation and labor stimulation are carried out; social protection of workers in the field of industrial logistics is provided, etc.

The unity of all elements of industrial logistics is achieved through coordinated management at the strategic and operational levels of enterprises.

Enterprise logistics system. In manufacturing and trading companies, there is a need to create such a material flow management system that:

• allows you to quickly respond to any market changes;
• organize the delivery of goods faster than competitors;
• allows you to track the movement of goods along the entire route;
• creates opportunities to minimize costs in the transportation and handling of goods;
• Reduces the costs of managing the company's activities;
• allows you to analyze the movement of goods and the resulting costs;
• It is aimed at solving the problem of the most complete satisfaction of the needs of the consumer.

The wide distribution of computer equipment and software and communication facilities allowed companies to solve issues of organization, accounting and control of the movement of inventory items and create the necessary information support. Ways to solve issues related to the management of the movement of material resources for the effective conduct of business are in the field of logistics.

The scope of logistics includes almost all operations related to meeting the needs of production and promoting goods on the market. Based on market research data, it is determined which product, in what quantity, with what qualities and in what price niche is currently required on the market and the prospects for changes in consumer demand for it. A plan is drawn up for the production and sale of goods. The task of the logistics department is to ensure the implementation of the company's plans for the production and promotion of goods on the market to the consumer. The solution to this problem is possible only with the proper organization of the entire process.

Activities in the field of logistics are multifaceted. It includes the management of purchases, sales, transport, service, warehousing, stocks, personnel, as well as the organization of information systems. Each of the listed functions represents a separate area of ​​management, which has its own content and is expressed in the relevant industry discipline. The fundamental novelty of logistics lies in a systematic approach to management, which implies an organic interconnection and integration of the above areas into a single resource-conducting system, the transition from a disparate and duplicating sphere of logistics activities to optimizing the entire production and economic system, focusing on reducing the total costs of production and bringing goods to consumers.

Abroad, logistics in conjunction with marketing and management is called "the third lever for optimizing the economy" and "the last frontier of cost savings." Practice shows that the use of logistics in the country gives serious advantages in the competitive struggle, significantly increases the chances of promoting products in the domestic and foreign markets.

It is assumed that the development of the logistics system will improve the country's global market image, the position of public and private partnerships of large, medium and small businesses. In order to form a logistics infrastructure in Belarus, on the initiative of Prime Minister S. Sidorsky and on the instructions of the government, a specially created commission under the government, the Institute of Economics of the National Academy of Sciences of Belarus, prepared the Program for the Development of the Logistics System for the Period up to 2015. According to the estimates of the Institute of Economics of the National Academy of Sciences of Belarus, by 2015 the total freight turnover of public transport and logistics centers may reach 25-30 million tons per year. If it is possible to implement everything that is envisaged by the program, then the country will receive at least 20% of GDP by 2015 due to the development of logistics.

For most manufacturing, distribution and retail companies, logistics makes up a significant portion of total overhead costs.

At the same time, the share of logistics costs continues to grow as a result of the complication of supply chains, a changing system of orders and increasing requirements for the quality of service.

The high share of logistics costs in the final price of the goods shows what reserves for improving the company's economic performance are contained in the optimization of material flow management (table 1.1).

Table 1.1 - Results of improving logistics processes

Sphere of influence	Result
Implementation of a corporate management standard	Clear regulation of the activities of each employee	Reduced time to resolve and agree on various issues	Improve process control
Application of modern warehouse technologies and WMS	Processing the same commodity volumes with fewer staff	Improving the quality of warehouse operations	Reducing losses from sorting and theft
Reducing inventory in the warehouse - increasing turnover	Reducing warehouse space - warehouse construction costs	Processing of large volumes of goods in the same area of ​​the warehouse	Release of financial resources invested in goods
Mechanization of operations during the loading of vehicles (TC)	Servicing more vehicles with the same docking equipment	Less need for dock equipment - construction costs	Less damage to goods during loading / unloading of the vehicle
Using the maximum capacity of the vehicle	Reducing the cost of transporting a unit of goods	Less need for vehicles	Improving the efficiency of vehicle use

Using the logistic approach, you can solve the following problems:

• 1) when performing transportation:
  • optimize the route of traffic;
  • ensure the maximum load of the vehicle;
  • Decide on the choice of the mode of transport for given priorities (time or cost);
• 2) when performing warehouse operations:
  • Use the same type of equipment
  • Use the same container
  • mechanize or automate work in the warehouse (loading / unloading, packaging, labeling, etc.);
  • · To carry out a part-time work of the goods;
  • redistribute material flows;
• 3) when working with partners:
  • Ensure that the conditions of supply are met;
  • timely transfer and receive information about the movement of goods;
  • Maintain records of receipts and payments;
  • Reduce inventory levels.

The logistical approach creates the conditions for improving many other indicators in the movement of goods. The cumulative economic effect from the use of logistics, as a rule, exceeds the sum of individual effects from improving the listed indicators. This is due to the emergence of integrative properties in logistically organized systems, which are inherent in the entire system as a whole, but are not characteristic of any of the elements separately.

The practice of implementing logistics projects for Russian and Belarusian manufacturing and trading companies that have branches in the regions and plan to expand their business by increasing turnover and opening new retail facilities shows that the management of companies approaches the issue of substantiating the possibility of implementing the developed plans somewhat superficially, namely:

• · without a deep analysis of the existing parameters of commodity flows and their geography;
• · without studying and planning the transport component;
• · without a proper assessment of the available storage capacity;
• without studying the existing technology of working with goods;
• · without developing a set of measures to solve problems of optimizing warehouse and transport processes;
• · without improving existing resources, operations and process management.

This approach is due to the lack of logistics knowledge among company leaders and the lack of highly qualified logistics specialists in the company. Most managers have some knowledge of logistics, obtained at seminars and conferences, they have diplomas from specialized courses, mainly in management. In these courses, they receive only the basic concepts of logistics, which are reflected in the concepts of company development formulated by them. Usually, in such a concept, it is indicated in general terms that the increase in efficiency in the company should be achieved by reducing the number of operations with goods, by optimizing logistics operations, but it does not indicate in what way, with what resources and in what areas this is planned to be carried out. Thus, a strategy (concept) of the company's development is being formed, not supported by the development of supporting measures in the field of logistics, management, finance and other areas that require the creation of a mechanism for its implementation.

The logistics concept is developed on the basis of the general concept of the company's development. When developing it, the direction of business development is taken into account (increase in turnover, expansion of sales geography, etc.) and the needs for transport support and warehouse processing of the planned volumes are calculated. The construction of warehouses is quite expensive, therefore, various options and determines the time periods and order of costs that will arise during the processing of the planned commodity volumes for the short and long term.

Conducting an audit of the company's existing warehouse and transport operations allows us to formulate conclusions and recommendations on the necessary changes in order to improve the situation. Most often, this applies not only to the warehouse and transport operations themselves, but also to the goods movement management system. An audit of the goods flow management system allows you to determine how the current management system and organizational structure correspond to the tasks facing the company.

It turns out to be more difficult to reorganize the management structure in accordance with new requirements than to decide to build a new warehouse or purchase new expensive equipment. Based on the purpose of logistics in relation to business, the company's logistics strategy should be aimed at ensuring the implementation of the corporate strategy and at the same time solve the problem of optimizing the company's resources in managing material and related flows.

The main tasks that need to be addressed to create conditions for a successful business:

• · to form a corporate management standard;
• · develop a logistics strategy for organizing supplies, warehouse operations and other related operations, which is an integral part of the overall strategy of the company;
• · develop and implement the current plans of the company to provide production with the necessary raw materials and supplies and to supply finished products to consumers;
• · to form and constantly improve the logistics chain for the movement of inventory items in the framework of the implementation of the tasks ahead and taking into account the prospects for the development of the company's activities;
• · constantly look for ways to optimize business processes when promoting goods and minimizing costs during transportation and warehouse operations. reveal hidden reserves of the company;
• Formation of logistics management;
• · use modern technologies, software products and related equipment.

When conducting a logistics audit, the study and analysis of the management system and the movement of commodity flows "as is" is carried out. Based on the data obtained, weak areas in the work of the logistics unit are identified and developed possible ways their improvements. An approximate list of objects of study and analysis of the logistics system of the enterprise, the impact on which is reflected in the competitiveness of the enterprise, is as follows:

• 1. Studying the system for managing the movement of goods "as is":
  • Organizational structure of management of logistics operations in the company;
  • interaction of logistics departments with internal and external contractors;
  • · system of accounting and document flow during the movement of goods;
  • · Information system.
• 2. Analysis of the movement of goods "as is" according to the following criteria:
  • by articles and product groups;
  • by weight, dimensions, volume of goods;
  • on receipt, storage and shipment of goods;
  • by seasons.
• 3. ABC analysis of the product range "as is":
  • by the frequency of circulation;
  • In terms of inventory
  • by weight and volume characteristics.
• 4. Analysis of the handling of vehicles in the warehouse "as is":
  • upon receipt from suppliers;
  • when shipped to customers.
• 5. Study and analysis of warehouse technology and management system in the warehouse "as is":
  • Infrastructure of the storage area and organization of traffic;
  • study of the sufficiency of the entrance and exit gates of the warehouse;
  • study of zones and sections of the warehouse;
  • study of the organization of the movement of commodity flows in the warehouse;
  • study of normative and regulatory documentation;
  • description of the main business processes and technological operations in the warehouse.
• 6. Study of the transportation system between the company's facilities and external contractors.
• 7. Preparation of conclusions and proposals for improving the logistics system of the enterprise.

Table 1.2 shows the sequence of work and which departments are involved in the development of a general concept for the development of the organization and logistics strategy.

Table 1.2 - The sequence of development of the concept of development of the organization

		Subdivision
	Analysis of the organization's activities based on sales results for previous periods and financial results	Marketing
	Planning sales volumes for future periods based on the received trend and marketing research data. Formation of the assortment
	Determination of geography and sales volumes by retail outlets
	Formation of the concept (strategy) of the development of the organization for the planned period	Organization leadership
	Determination of the main commodity flows along the chain "Supplier - Warehouse - Buyer" and the main types of transportation	Logistics
	Determination of the main operations with goods and the order of delivery of goods to customers
	Determining the need for infrastructure, equipment and personnel to service the planned commodity flows
	Adjustment of commodity volumes and flows based on the results of calculating the need for infrastructure, equipment and personnel	Management Marketing
	Final formation of commodity flows, warehouse and transport system - logistics strategy	Logistics
	Adjustment of the concept (strategy) of the development of the organization for the planned period	Organization leadership

Due to the current presence of almost all types of goods in any locality in Russia and Belarus (and not from one, but from several manufacturers), the issue of developing new markets for an enterprise can be resolved only due to its advantages:

• · availability of more advanced and less costly logistics technology compared to competitors in the local market;
• providing related services to customers of higher quality or new services that are not available from competitors;
• · the availability of sufficient financial resources to promote the product on the local market and create conditions for the commissioning of new trade and other facilities that ensure the sale of goods within a certain time.

• cost leadership (when a company has a significant cost advantage over its competitors);
• The presence of differentiation (when a company offers a unique product or service that is not available from competitors).

Consider the most well-known ways to gain competitive advantage through the use of some of the logistics strategies used in business (table 1.3).

Table 1.3 - Logistics strategies

Type of strategy	Ways to implement the strategy
Strategy for minimizing overall logistics costs	Reduction (optimization) of operational logistics costs in individual logistics functions. Optimization of inventory levels in logistics systems. Selection of the optimal options for "warehousing - transportation" (switching from one logistics function to an alternative one). Optimization of decisions in individual functional areas and (or) logistics functions according to the criterion of minimum logistics costs. Using a 3PL approach, etc.
Strategy for improving the quality of logistics services	Improving the quality of logistics operations and functions (transportation, warehousing, cargo handling, packaging, etc.). Logistic support for pre- and after-sales service. Logistics service with added value. The use of logistics technologies to support the functional life cycle of the product. Creation of a quality management system for logistics services. Certification of the company's quality management system in accordance with national and international standards and procedures. Using the benchmarking procedure, etc.
Strategy for minimizing investments in logistics infrastructure	Optimization of the logistics network configuration. Direct delivery of goods to consumers, bypassing warehousing. Use of public warehouses. The use of logistics intermediaries in transportation, warehousing, cargo handling. Use of just-in-time (JIT) logistics technology. Optimization of the location of logistics infrastructure facilities, etc.
Logistics outsourcing strategy	The make-or-buy decision. The focus of the company on its core competencies, search and 3PL approach to perform non-core functions. Optimization of the choice of sources of external resources. Optimal location of production facilities and logistics infrastructure facilities. Leveraging supplier investment and innovation. Optimization of the number of logistics intermediaries and the functions assigned to them.

When choosing one of the strategies listed in Table 1.3, it must be taken into account that management is based on taking into account not one, but several factors. Multifactoriality is the essence of the logistics process. When trying to solve the problem taking into account only one factor, other components of the logistics system will significantly limit the organization's capabilities or worsen the planned results for other indicators. Thus, by solving the problem of minimizing logistics costs, it is possible to significantly reduce the quality of goods processing and customer service, which can lead to a loss of competitiveness in the market. When using the strategy of minimizing investments in logistics infrastructure, you can get a significant increase in transportation costs, which are constant and regular for the organization and the value of which will negatively affect its profitability and, accordingly, its position in the market.

Logistic concepts. Consider the main characteristics of the logistics concepts used to solve the problems facing organizations.

Just in Time (JIT) concept. If the production schedule is set, then it is possible to organize the movement of material flows so that all materials and components will arrive in the right quantity at the right place and exactly on time for production or assembly. In this case, no stocks are needed. material resources. Thus, the main task is to coordinate supply with production management, or to synchronize the requirements for material resources with the flow of material resources.

JIT is characterized by:

• minimal (ideally zero) reserves;
• · short supply chains;
• · small volumes of production and replenishment of stocks»;
• Procurement relationships with a small number of reliable suppliers;
• effective information support;
• · high quality of GP and logistical service.

Stocks are "pulled" through physical distribution channels from suppliers. An order for replenishment of stock occurs only when the amount of material resources in the unit reaches a critical value. In fact, production is provided with material resources only for the execution of one order.

In this case, the need for warehouses disappears, but the quality of information systems, accurate prediction of demand, and quality of supplies become critical. Suppliers become partners in the business and may even integrate into the consumer company of their products. The proximity of suppliers is very important.

Materials Requirements Planning (MRP) concept. Goals of MRP systems:

meeting the need for materials, components and accessories for planning production and delivery to the consumer;

maintaining low levels of stocks of material resources, finished products;

planning of production operations, delivery schedules, purchasing operations.

In the process of realizing these goals, the system ensures the flow of planned quantities of material resources and stocks of products during the time used for planning. The MRP system begins its work with determining how much and in what time it is necessary to produce the final product. The system then determines the time and required quantities of material resources to meet the needs of the production schedule.

The core of the MRP system is a software package that performs all calculations and analysis according to certain algorithms based on a database of material resources and their reserves and on the basis of a production schedule. At the output, the software package provides a set of documents, including schemes for the delivery of material resources by departments, volumes and delivery times.

Then, in fact, all plans are implemented. Thus, the MRP-system, as it were, “pushes” material resources through the departments as planned. In case of failures or changes in the production program, you have to plan everything anew.

The main disadvantages of MRP systems:

significant amount of calculations and data pre-processing;

an increase in logistics costs for processing orders and transportation as the company strives to further reduce the stock of material resources or switch to work with small orders with a high frequency of their implementation;

insensitivity to short-term changes in demand;

a large number of failures due to the large dimension of the system and its complexity.

Added to this list are the common shortcomings of all push systems: insufficiently accurate tracking of demand and the mandatory presence of safety stocks. The presence of safety stocks, on the one hand, freezes working capital, but on the other hand, it gives the system greater stability than JIT in case of sharp fluctuations in demand and unreliability of suppliers. Pushing systems are characterized by a rigidly set production schedule.

MRP systems are used, as a rule, when the demand for material resources is highly dependent on the consumer's demand for finished products, or when it is necessary to work with a large range of material resources. In general, MRP systems are preferable to JIT when there is a sufficiently long production cycle.

The deficiencies in MRP systems have led to the creation of MRP II systems with greater planning flexibility, better organization of supplies and a better response to changes in demand. An important place in MRP II is occupied by blocks of demand forecasting, order placement and inventory management.

Lean production concept. Essentially, it is a development of the Just in Time approach and includes elements such as Kanban and MRP systems.

The main goals of Lean Production in terms of logistics:

high product quality standards;

low production costs;

quick response to consumer demand;

short changeover times.

The key elements of the implementation of logistics goals when using are:

reduction of preparatory and final time;

small batch sizes of manufactured products;

short main production time;

quality control of all processes;

general productive provision (support);

partnership with reliable suppliers;

elastic flow processes;

"pulling" information system. Restrictions on suppliers in the Lean Production concept:

delivery of material resources must be carried out in accordance with JIT technology;

material resources must meet all the requirements of quality standards;

* input control of material resources should be excluded;

prices for material resources should be as low as possible, based on long-term economic relations for the supply of material resources, but prices should not prevail over the quality of material resources and their delivery to the consumer;

sellers of material resources must first coordinate the problems and difficulties they face with the consumer;

sellers must accompany the supply of material resources with documentation (certificates) confirming the quality control of their manufacture, or documentation on the organization of such control by the manufacturer;

sellers must assist the buyer in conducting examinations or adapting technologies to new modifications of material resources;

material resources must be accompanied by appropriate input and output specifications.

Of great importance for the implementation of the concept of Lean Production in the intra-production logistics network is the overall quality control at all levels of the production cycle. As a rule, most Western firms use the TQM concept and a series of ISO 9000 quality management system standards to control the quality of their products.

The concept of Manufacturing Resource Planning (MRP II). MRP II Standard System contains a description of 16 groups of system functions:

• 1. Sales and Operation Planning (sales and production planning);
• 2. Demand Management (demand management);
• 3. Master Production Scheduling (drawing up a production plan);
• 4. Material Requirement Planning (planning of material needs);
• 5. Bill of Materials (product specifications);
• 6. Inventory Transaction Subsystem (warehouse management);
• 7. Scheduled Receipts Subsystem (scheduled deliveries);
• 8. Shop Flow Control (management at the level of the production shop);
• 9. Capacity Requirement Planning (capacity planning);
• 10. Input/output Control (input/output control);
• 11. Purchasing (logistics);
• 12. Distribution Resourse Planning (distribution resource planning);
• 13. Tooling Planning and Control (planning and control of production operations);
• 14. Financial Planning (financial management);
• 15. Simulation (modeling);
• 16. Performance Measurement (assessment of performance results).

The task of information systems of the MRP II class is the optimal formation of the flow of materials (raw materials), semi-finished products (including those in production) and finished products. The MRP II class system aims to integrate all the main processes implemented by the enterprise, such as supply, stocks, production, sales and distribution, planning, plan control, costs, finance, fixed assets, etc.

The results of using integrated systems of the MRP II standard:

• Obtaining operational information about the current results of the enterprise's activities, both as a whole and with full details for individual orders, types of resources, and the implementation of plans;
• long-term, operational and detailed planning of the enterprise with the possibility of adjusting the planned data based on operational information;
• solving problems of optimization of production and material flows;
• · real reduction of material resources in warehouses;
• planning and control over the entire production cycle with the possibility of influencing it in order to achieve optimal efficiency in the use of production capacities, all types of resources and meet the needs of customers;
• automation of the work of the contract department with full control over payments, shipment of products and deadlines for fulfilling contractual obligations;
• · financial reflection of activity of the enterprise as a whole;
• Significant reduction of non-production costs;
• protection of investments made in information technology;
• · Possibility of phased implementation of the system, taking into account the investment policy of a particular enterprise.

MRP II is based on a hierarchy of plans. The plans of the lower levels depend on the plans of the higher levels, i.e. the higher-level plan provides input, targets, and/or some kind of boundary for lower-level plans. In addition, these plans are interconnected in such a way that the results of lower-level plans have a feedback effect on higher-level plans. If the results of a plan are unrealistic, then the plan or higher-level plans should be revised. Thus, it is possible to coordinate the demand and supply of resources at a certain level of planning and resources at higher levels of planning.

The concept of Enterprise Resource Planning (ERP). An enterprise management system that corresponds to the ERP concept should include:

• supply chain management (Supply Chain Management - SCM, previously - Distribution Resource Planning - DRP);
• · advanced planning and scheduling (Advanced Planning and Scheduling - APS);
• sales automation module (Sales Force Automation - SFA);
• standalone configuration module (Stand Alone Configuration Engine - SCE);
• final resource planning (Finite Resource Planning - FRP);
• business intelligence, OLAP-technologies (Business Intelligence - BI);
• e-commerce module (Electronic Commerce - EC);
• · Product Data Management (PDM).

The main task of the ERP-system is to achieve optimization (in terms of time and resources) of all the listed processes.

Quite often, the entire set of tasks inherent in the ERP concept is implemented not by one integrated system, but by some software package. As a rule, such a set is based on a basic ERP package, to which specialized third-party products (responsible for e-commerce, OLAP, sales automation, etc.) are connected through the appropriate interfaces.

ERP links the execution of basic operations and provides a repeatable set of rules and procedures. Order processing is linked to production planning, and planned requirements are automatically transferred to and from the purchasing process. Product cost and financial accounting are automatically updated, and critical information about operations, product profitability, departmental performance, and more is made available in real time. A systematic, measurable methodology is established. Once such a business methodology has been implemented, a business improvement process can be defined, executed and repeated in a predictable manner.

Concept of Customer Synchronized Resource Planning (CSRP). The task of CSRP is to synchronize the buyer with internal planning and production

CSRP uses integrated ERP functionality and redirects production planning from production to the customer. CSRP provides actionable methods and applications for creating value-added products for the customer.

To implement CSRP, you must:

optimize production activities (operations) by building an efficient production infrastructure based on ERP methodology and tools;

Integrate the customer and customer-focused organizational units with key planning and operating units;

implement open technologies to create a technology infrastructure that can support the integration of buyers, suppliers, and production management applications.

Buyer information exists in divisions from four main functional areas:

Sales and marketing;

Customer service;

Maintenance;

Research and development.

Each of these departments spends a significant amount of time interacting with the customer. But in most traditional organizations, these departments spend little time interacting with planning or production departments. CSRP integrates customer-centric business activities at the center of the business management system.

CSRP establishes a business methodology based on current customer information and shifts the focus of an enterprise from planning away from production needs to planning away from customer orders.

Production planning activities are not just expanded, but removed and replaced by customer requests transferred from customer-oriented departments of the organization.

Direct integration with order configuration information allows manufacturing departments to increase the integrity of the planning process by reducing the amount of rework and reducing the number of interruptions due to the influx of orders. Improving production planning makes it possible to provide a better estimate of delivery times and improve delivery on time. Production planning now allows operations to be optimized based on actual customer orders rather than forecasts or estimates.

With real-time access to accurate customer order information, planning departments can dynamically change work grouping, customer order sequencing, acquisitions, and subcontracting to improve customer service and reduce costs. Buyer product requirements can be passed directly from the buyer to the subcontractor or supplier, eliminating the errors and delays encountered when translating customer orders into purchase orders. Changes to a customer's order can result in automatic changes to vendor orders, reducing rework and delays. The quality of products and the correctness of the order of key components can be significantly improved, as well as the cycles of their delivery can be reduced.

The benefits of a successful CSRP application are improved quality of goods, reduced delivery time, increased value of products for the customer, etc., resulting in lower production costs, but more importantly, it is the creation of an infrastructure adapted to create products that meet the needs of the customer. , improving buyer feedback and providing better services to buyers. It is not production efficiency that will provide temporary competitive advantage, but rather the ability to create products that meet the needs of the customer and a better service.

The above concepts (technologies) are mainly used by manufacturing companies.

Improving the logistics infrastructure is a way to increase the company's competitiveness. The number, size and geographic location of facilities used in logistics directly affect the level and costs of customer service. The company with the most perfect structure for servicing the flow of goods, as a rule, has a certain competitive advantage, all other things being equal, since the unit costs for servicing the movement of goods will be lower than those of competitors.

For manufacturing enterprises that use large volumes of raw materials, the attraction to sources of raw materials is typical. For example, industrial enterprises in Japan are located mainly near the coast, since almost all raw materials come from the sea. Processing enterprises tend to gravitate towards the area where their products are consumed. However, it should be taken into account that the geographical factor is not the only determining factor. Other factors also influence the choice of location of production: the availability of qualified personnel, the possibility of energy supply, etc.

It is typical for trade organizations to be located close to buyers, i.e. in populated areas. However, the presence of dozens or even hundreds of suppliers, as well as a network of branches in different regions, requires a well-thought-out placement of distribution centers that redistribute commodity flows across different regions, and distribution warehouses serving retail outlets in a separate locality. This is especially important when forming a trading network in the regions of Russia located at a considerable distance, both from the location of the parent company and from each other.

Typical logistics infrastructure facilities include manufacturing plants, distribution and distribution warehouses, loading and unloading terminals, and retail stores. Definition required amount objects of each type, their geographical location and economic functions is an essential element of all activities for the formation (design) of the logistics infrastructure.

The design and subsequent improvement of the infrastructure network is the primary responsibility of logistics managers, because this network ensures the delivery of products and materials to consumers. In special cases, the operation of designing or improving the logistics infrastructure in such companies may be outsourced to third-party specialists providing relevant services. Regardless of who actually does this work, all infrastructure units should be considered in the management process as integrated elements of the company's logistics system.

Starting the formation of a logistics infrastructure, it is necessary to determine the number and location of each type of units (objects) needed to perform logistics functions. In addition, you need to establish how much and what kind of inventory to hold at each site and where to place customer purchase orders. The infrastructure forms the framework on which the logistics system and its operation are built. Because of this, the infrastructure network includes information and transport objects. Individual functions such as customer order processing, inventory management or cargo handling are carried out within the logistics infrastructure.

The importance of constantly modifying the logistics infrastructure to accommodate changes in supply and demand cannot be overemphasized. In a dynamic competitive environment, product ranges, delivery terms and production needs are constantly changing. Of course, it is unthinkable to change the location of all logistics infrastructure units at the same time, but there are many opportunities for moving and reorganizing individual objects. All objects should be evaluated from time to time to determine if they are well placed. Choosing the best infrastructure network location for a company can be its first step towards gaining competitive advantage. The efficiency of logistics directly depends on the infrastructure.

The main objects of the logistics infrastructure of a manufacturing company include a warehouse for materials and a warehouse for finished products located in the same building with production or not far from it, as well as units designed to accommodate their own vehicles.

To monitor the effectiveness of the organization's existing logistics infrastructure, studying only material infrastructure facilities (warehouses, industries, transport facilities), their capacity, and the productivity of operations carried out in them is insufficient. To get a more complete picture of the existing infrastructure parameters and their possible changes, the transport component (transportation) should be attributed to the objects of the logistics infrastructure as an object of the logistics infrastructure.

Thus, improving the logistics infrastructure means finding the optimal ratio of the availability of warehouse facilities in certain geographical locations and the resulting traffic volumes according to the total cost components of the total commodity flow (transportation and warehouse processing) passing through the entire chain from the supplier to the end consumer.

Thus, based on the results of the first chapter, the following conclusions can be drawn.

The relevance of logistics is due to the wide potential for increasing the efficiency of logistics with raw materials and the marketing of intermediate and finished products using a set of interrelated methods to improve the logistics direction of the production, economic and economic activities of the organization.

In logistics, which considers material flows as a control object, the categories "flow" and "reserve" are fundamental, backbone both in the representation of the object system and in the system of knowledge about the object.

Within the logistics system, the role of various flows in the final result is not the same. The main flows are aimed at achieving the main, main goal of the system. Auxiliary flows are designed to create conditions for the implementation of both main and additional flows. Additional flows are formed to perform activities that are not the main ones, but carried out within the framework of an industrial enterprise.

The target orientation of industrial logistics is to optimize the exchange and distribution of material and technical resources and their corresponding communications between the structures of interacting enterprises and within them, ensuring the achievement of company-wide goals with the most rational use of enterprise resources.

The efficiency of industrial logistics is ensured by the unity of information, personnel, organizational, economic and other components.

A significant share of the economic effect is achieved by reducing stocks along the entire path of movement of inventory items. According to the European industrial association, end-to-end monitoring of the material flow provides a reduction in inventories by 30-70%. According to the US Industrial Association, the decline in stocks is in the range of 30-50%.

This importance of inventory optimization is explained by the following:

• · the cost of maintaining stocks in the overall structure of logistics costs is more than 50%, including the cost of administrative staff, as well as losses from damage and theft of goods;
• · most of the company's working capital is diverted into reserves (from 10 to 50% of all company assets);
• · the cost of maintaining stocks in production is up to 25-30% of the total costs.

The next component of the economic effect of the use of logistics is formed by reducing the time it takes for goods to pass through the supply chain. In Russia, the cost of moving goods through the supply chain is about 25-30% of the price of goods, while in Germany - 9-10%, and in the UK - 8%. The time spent on the actual production of goods is on average from 2 to 5%. The remaining 95% of the turnover time falls on logistics operations. The reduction of this component allows you to accelerate the turnover of capital, respectively, increasing the profit received per unit of time, reduce the cost of production.

Considering logistics as a factor in improving competitiveness suggests that the consequences of decisions made in this area must be measurable in terms of the impact on functional costs and on income from the sale of goods. In this regard, the task of finding ways to control costs and indicators that most correctly reflect the relationship of logistics with the main economic and financial indicators of firms is being updated. As it turned out, it is very difficult to determine the quantitative parameters of the consequences of logistical decisions. This can only be done if the following methodological and technical conditions are met:

The presence of a well-established accounting and information system;

Conducting a comprehensive analysis of expenses and incomes of structural divisions of firms and all participants in the logistics chain, based on the application of the principle of "missions" and a unified methodology for calculating costs;

Determining the share of profit from logistics activities in the total profit of firms.

In foreign economic literature, it is noted that firms that have adopted the logistics concept and built their strategy on its basis have a significant improvement in the indicator that reflects the ratio of profit received from the sale of goods or services to invested capital (PIR - return on invested capital). At the same time, the double meaning of logistics is indicated, which consists in reducing costs and increasing the company's market share.

The impact of logistics on the costs associated with the sale of goods is obvious. Within the framework of the logistics approach, these costs include the costs of fulfilling orders, including the costs of their processing, transportation and warehousing of goods, inventory management, packaging and support activities (provision of spare parts, after-sales service). No less obvious is the impact of logistics on improving the position of firms in the market, which is usually estimated by an increase in their share in it and largely depends on the effective offer of firms with a competitive level of customer service.

The impact of logistics on invested capital is carried out through the main categories (elements) of assets and liabilities of the balance sheet of firms. Such elements of the balance sheet as "cash and accounts receivable", related to working capital, are decisive in terms of the liquidity of the firm. In recent years, the importance of these elements has become widely recognized as many firms are facing cash shortages. However, it is not yet always recognized that logistic variables have a direct impact on this part of the balance sheet. Although no one seems to dispute the fact that the shorter the lead time (the period from the receipt of the order to the moment the goods are delivered to the consumer), the faster the invoice can be issued. Likewise, the speed of order fulfillment can affect cash flow if an invoice is not issued until the goods have been shipped. One of the less obvious logistical variables affecting cash and receivables is billing accuracy. If a consumer discovers that their invoice contains inaccuracies, they will probably not pay for it, and the time lag between order fulfillment and payment will increase until the error is corrected. Logistics has a significant impact on working capital through the reduction of stocks of raw materials, semi-finished products, components and finished products. Very often, 50 percent or more of a firm's working capital is in inventory. Therefore, the impact of logistics on invested capital largely depends on the company's policy regarding inventory levels, the degree of control and management of inventory levels, as well as on the distribution needs planning system. It is known that the traditional concept of the economic size of orders does not always reflect the true needs of production and distribution. The result is an excess inventory level. In turn, purchases of raw materials and supplies are closely linked to creditors' accounts. Such accounts are, from the point of view of logistics, key elements of the balance sheet of firms and affect their working capital. Therefore, the integration of procurement management and production management - an integral part of the logistics strategy - can have a positive effect, which is confirmed by practice. In firms where the step-by-step expenditure of inventories corresponds to the planned production needs for raw materials and materials, the logistics costs of companies are reduced, and the degree of use of invested capital is increased.

Renting warehouses, vehicles and other elements of the logistics system is a current expense for the tenant. The replacement of fixed capital by operating expenses is achieved mainly by involving third firms in warehousing and transportation operations, instead of acquiring own funds for their implementation. Such changes significantly affect the balance between debt and equity, and hence the ratio of the latter to profits, as well as cash flow in terms of both interest payments and debt repayments.

Since the material basis of the logistics system of firms in most cases is their own rather than rented technical means and permanent facilities, logistics can have a significant impact on the total amount of fixed capital of firms and on its ratio with profit.

Thus, it can be concluded that logistics affects almost every aspect of the profit and loss account of firms. Therefore, appropriate changes in the logistics strategy affect the financial performance of firms and contribute to ensuring their long-term viability. Firms that have adopted a logistics strategy are constantly analyzing it. Earnings and invested capital are also carefully analyzed to ensure that resources are used as efficiently as possible. Substituting the values ​​of the variables in the formula, where the coefficient of return and capital turnover are factors, it is possible, with a sufficient degree of conditionality, to quantify the impact of logistics on the ratio of profit received from the sale of goods and invested capital, since the income from logistics services and the costs of logistics operations are a significant part of total income and expenses of firms.

Research carried out in the field of logistics for a wide range of markets - from food products to capital-intensive products, has shown that producer firms and intermediaries have ample opportunity to create preferential conditions for consumers. However, these opportunities can only be realized if the functioning of logistics is fully market-oriented.

The policy of firms aimed at obtaining income from logistics activities, as a rule, leads to an increase in profits. Studies by foreign experts show that the contribution of logistics to the profits of companies depends on the level of service. At the same time, it was noted that when a service level of 90% and above is reached, logistics costs begin to outpace the growth in income from this type of activity. Starting from 95%, the effect becomes negative.

The foregoing suggests that the purpose of logistics goes beyond reducing costs and increasing profits. Therefore, at this stage, the concept of the firm's competitiveness is to obtain a competitive advantage by offering additional services and improving their quality. In the future, as this concept is applied by most firms, cost reduction may again be a priority, but on a different basis. Therefore, increasing the competitiveness of firms through logistics is a continuous and dynamic process.

Russian domestic enterprises in the course of their commercial and production activities face a number of economic and organizational problems, the solution of which directly affects the existence of an economic entity. Among the problems that arise during the functioning of a domestic enterprise, I will especially focus on the presence of competition, which is inextricably linked with the concept of a market economy and has a strong influence on the development of society and the market. Modern realities are pushing domestic firms to search various ways adaptation to rapidly changing conditions, the fight against existing negative factors of both external and internal environment. The difficult economic situation that has developed as a result of sanctions pressure on Russia and government responses makes domestic firms rely mainly on internal forces, which is associated with rational spending and use of their own tangible and intangible resources based on highly qualified personnel. To accomplish this task, and as a result, to achieve a significant competitive advantage, national enterprises increasingly use logistics that has proven itself in international practice. The essence of the logistics approach is to optimize and improve the activities of all departments in their inseparable connection, by minimizing total costs and maximizing the net profit of the enterprise. It is necessary to consider in detail the impact of the introduction of logistics in the activities of an economic entity and increase its competitiveness.

As a kind of methodological tool that allows you to study this relationship in detail, in my opinion, you can use the fundamental principles of total quality management (TQM) set forth in the ISO 9000 family of international standards. This choice is due to the deep relationship of general management, quality management and logistics activities. So, starting from the 80s of the XX century, the historical convergence of the first two areas of management activity began. The concept of quality-based management (MBQ) appeared, which, on the one hand, was associated with the solution of quality problems and the resulting need to create an adequate organizational structure, and on the other hand, the need to ensure the required level of quality of the management activity itself. At the same time, logistics, which is part of the overall management, also faced the need for standardization in the field of quality of both ongoing processes and their results. All this led to the active introduction of the above standards into logistics activities, which, from the point of view of the problem I am studying, can be considered as a methodological basis for the competitiveness of an enterprise. Thus, the logistics system of a modern enterprise must function in accordance with international quality standards in this area. So, below are all eight principles of quality management:

1. consumer orientation;
2. leader leadership;
3. employee involvement;
4. process approach;
5. a systematic approach to management;
6. continuous improvement;
7. fact-based decision making;
8. mutually beneficial relationships with suppliers.

The first and key principle of quality management determines the dependence of any organization on its customers. From this follows the main goal of the enterprise, which consists in ensuring the most complete fulfillment of all customer requirements and, as a result, achieving their satisfaction. It is logistics that is the optimal tool with which this goal can be achieved. As you know, the price of a product is one of the most important elements of its attractiveness for a potential consumer. The use of a logistics approach contributes to a significant reduction in the cost of the finished product. And here it is worth paying attention to such an essential component of the pricing of any product as the cost. Solving the problem of minimizing it will allow the domestic enterprise, on the one hand, to partially reduce the cost of production, and on the other hand, increase net profit, while ensuring a high level of business competitiveness. The use of logistics allows you to reduce, first of all, inventories by 30-70%, according to the US Industrial Association by 30-50%. Further, the optimization of stocks leads to a serious reduction in the costs associated with them, which includes the cost of maintaining stocks, management and warehouse personnel, losses from damage or theft of goods. At the same time, the turnover of the capital of the enterprise is accelerated, the total costs and the cost of production are reduced. However, this result is only possible if high degree consistency of all participants in logistics processes. In this regard, it is worth referring to the following four principles of quality management given above.

Another of the economic effects of applying the logistics approach is a significant reduction in the time it takes for goods to pass through the links of the logistics chain. At the same time, according to some studies, more than 95% of the time of product turnover falls on logistics operations, and the costs of actually producing 2-5% of this resource. The practice of implementing logistics shows its effectiveness. In some scientific papers published specific data on the effectiveness of the new approach to product distribution. According to experts, with the use of logistics, a reduction in the time of movement of goods by 25-45% is achieved. The possibility of the fastest and most timely satisfaction of the consumer is achieved. The level of service rises, stable economic partners are acquired, which ensures a stable position of the organization in the market.

However, the quality management system will not function successfully if it is not implemented at all levels of management of the organization. It is the leader who ensures the unity of purpose and the choice of the direction of the organization's activities, integrating all services and departments. This person also has authority in the field of inter-company cooperation and the creation of macro-logistics systems. But, of course, the managerial impact should be based on the response and on the part of the personnel of the enterprise. To implement the logistics approach in practice, it is necessary to fully involve all employees of the logistics service in solving the existing problems, realizing their potential. At the same time, for the successful implementation of the logistics approach, sufficiently qualified and trained personnel are required. As an object of influence of the totality of the organization's personnel, one can consider interrelated processes occurring at all stages of production and management activities. This judgment is based on the process approach, which is to manage the relevant resources as processes. And finally, effective organization numerous processes in the enterprise requires their interconnection and integration by managing them as a single system (system approach). Thus, the systemic organization of transport activities in the context of the use of logistics methods leads to a reduction in transport costs, optimization of transport routes, coordination of traffic schedules, and minimization of idle runs. The rationalization of vehicle routes and schedules is also presented as another competitive advantage that ensures the successful implementation of the organization's objectives. There is a “positive impact on reducing overall costs or increasing overall profits, even if this may negatively affect the activities of individual units. In intercompany relations, a similar result is obtained by harmonizing the interests of all participants in the logistics process, seeking compensation for additional costs by obtaining an out-of-sector effect.

Modern society, according to a number of well-known scientists and researchers, such as D. Bell, W. Martin, at the end of the last century entered a new phase of development - informational. The role of information and knowledge in our days is difficult to overestimate. Interest in information flows and in logistics activities has increased significantly. After all, only with the necessary knowledge and data, you can make the best decision. At the same time, the information must be relevant, understandable and true, which allows only making decisions based on real facts. To ensure effective data exchange between enterprise departments and within logistics, the latest information systems for transmitting and processing information are being actively introduced into business practice. Despite the implementation costs, the economic benefits of such systems are obvious and are expressed in the following:

In increasing productivity in operational management;

In increasing the ability for deep integration of the actions of the elements of the logistics system;

In reducing operational and administrative costs.

It is also worth mentioning the need for continuous improvement of both ongoing logistics processes and management activities in general, which is the principle of continuous improvement. The concept of lean logistics provides for a plurality of subjects for improving the activities of the enterprise. Process improvement can be initiated by anyone, including their operators. The improvement itself takes place on an ongoing basis, which ensures the rationalization of logistics activities. All this is the most important competitive advantage of an economic entity, positioning it favorably among competitors, due to sufficient confidence in the future efficiency of functioning.

As noted above, the logistics approach in practice provides for the active integration of all participants in the macrologistics system. An important aspect in this process is the interaction with suppliers of material resources. Relationship building between the organization and suppliers should be shaped as a mutually beneficial collaboration. At the same time, in the theory of logistics, such cooperation is considered for the long term, which makes it possible to create a stable system for providing the enterprise with all the necessary resources, and the consumer, respectively, with finished products. Long-term partnership contributes to gaining a good reputation of its participants, increasing their competitiveness.

Thus, the introduction and use of logistics is a significant factor in achieving a high level of competitiveness of a domestic enterprise. The success of logistics solutions lies in the harmonious interaction of all participants in the logistics system and the rational use of the totality of the organization's resources. There is a noticeable reduction in various costs and losses in the process of product distribution. So, stocks are reduced by 30-70%, a reduction in the time of movement of goods by 25-45% is achieved, transport activities are optimized, and prerequisites are created for further intensive development. It should be noted that the overall economic result from the use of logistics is much greater than the sum of the effects from improving some of the listed indicators. This result becomes possible due to the synergistic effect arising from the integration of individual links of the logistics chain into a single commodity distribution system. The undeniable advantages of using the logistics approach in practice, which completely cover the costs of implementing this method of organizing material flow, are pushing domestic enterprises to actively implement it in their activities.

Bibliographic list

1. Abdullaeva T. K. Logistics as a factor in increasing the competitiveness of an enterprise // Agricultural machines and technologies. - 2011, No. 1. C. - 45.
2. Klimenko T. Models of managerial competencies in the implementation of the strategy for increasing the competitiveness of the industry on the principles of lean logistics // Logistics. - 2010, No. 2. C. - 40.
3. Bazhin I.I. Logistics management: Compact textbook. - X .: Konsum, 2005. - 440 p.
4. Uvarov S. A. Logistics: a general concept, theory and practice. - St. Petersburg: "IVEST NP", 1996 - S. 50.

AT modern world logistics is the science of flow control, the purpose of which is to optimize their movement. In this case, a flow is understood as a set of objects perceived as a single whole and existing for a certain time interval. In turn, flows are material (they are the main object of management in logistics) and intangible. Most often, control actions are aimed at optimizing commodity, transport, information, personnel, migration and financial flows. The main parameters characterizing the flow are: start and end points, trajectory and path length, speed, intensity and time of movement, intermediate points.

In logistics today, the following main areas of research are distinguished: information logistics, procurement (supply) logistics, logistics production processes(production logistics), marketing (distribution) logistics, inventory logistics, warehousing logistics (warehouse logistics), transport logistics, economic and mathematical methods and models in logistics, design of logistics systems, economic fundamentals logistics, international logistics and management in logistics systems.

This chapter discusses the features of the development of modern international logistics and its role as a factor in increasing the competitiveness of companies in international business.

15.1. National and international logistics

Logistics in international business(international logistics) is the planning, organization, control and management of the movement of flows (material, financial, informational, etc.) crossing national borders, from the point of their origin to the end consumer in space and time. Differences in the use of logistics at the national and international levels are based on differences in the organization of the respective logistics systems. The application of logistics to national level limited primarily by the borders of the state, which do not intersect formed logistics chains. The logistics systems here function in accordance with national legislation.

The main participants in the international logistics process are the supplier of the exporter, the exporter of goods and (or) services, the intermediary company (for example, the carrier of goods), the importer of goods and (or) services; end consumer of goods and (or) services. Moreover, the end consumer and importer can be the same person, the exporter and the exporter's supplier can also be the same person, but intermediaries can additionally participate at any stage of the supply chain from the point of origin of goods and (or) services to the end consumer.

The role of the exporter's supplier is to supply goods and/or services to the exporter. The number of suppliers of the exporter can be any, depending on the range of goods and (or) services and the policy pursued by the exporter in relation to its suppliers. The exporter of goods and (or) services receives goods from his supplier (or suppliers) and delivers them to the importer. At this stage, the exporter can involve intermediaries in the same way as at the stage of supplying goods and (or) services to the importer. The role of intermediaries can be carriers of goods and other companies providing various services. The role of the carrier of goods is to deliver goods from one point to another in accordance with the terms of the contract of carriage.

Transported products are insured by a specialized Insurance Company. The importer, in accordance with the terms of the international agreement, receives the supplied goods and (or) services and makes payment to the exporter, the obligations for organizing insurance and transporting the supplied goods may lie with both the importer and the exporter, depending on the agreement. The final consumer of goods and (or) services may be an importer or any legal or natural person who does not have access to the world market of this type of goods and (or) services. In the latter case, any number of intermediary organizations can work between the importer and the end user. Choice final version foreign trade logistics chain remains with the logistics manager.

From the variety of tasks facing logistics in international business, we highlight the main ones:

• optimization of the pricing process for purchased, manufactured and supplied goods and services;
• selection of the optimal quantity of purchased goods and services;
• ensuring the optimal level of product and service quality;
• determination of the level of demand for a given product or service at a specific internal and (or) foreign market;
• choice between delivery with intermediate warehousing or without intermediate warehousing;
• determination of the optimal level of logistics service;
• selection of the most advanced technologies for the production of products and services;
• organization of work of foreign branches of the company;
• analysis of the international competitive environment and obtaining competitive advantages.

Modern approaches to optimizing the pricing process of purchased, manufactured and supplied goods and services are based on:

• on strengthening the centralization in warehousing, which manifests itself in a decrease in the number of warehouses;
• on a wider involvement of outsourcing companies for the provision of logistics services;
• on the continued expansion of the micrologistics concept "just in time" (just-in-time) in the activities of companies and the reduction in stocks associated with this.

In particular, at the beginning of the XXI century. Lucent Technologies has made changes in the construction of its supply chains, transferring a significant part of logistics functions outsourcing companies, reducing the number of their own warehouses from 300 to 54 and reducing their own stocks from 8 billion dollars. up to 0.8 billion

As a result of studies conducted in European countries, it was revealed that the share of logistics costs in the total cost of industrial products decreased from 14.3% in 1987 to 6.8% in 2003 (Table 15.1)

Source: Global Economic Prospects 2005: Trade, Regionalism, and Development. Washington: The International Bank for Reconstruction and Development / The World Bank, 2005.

The choice of the optimal quantity of purchased goods (raw materials, components, etc.) - Ko, if they are consumed evenly during the period under consideration, can be determined by the Wilson formula

where	Sz	-	cost of ordering one consignment of goods (USD);
	P	-	the need for goods during the considered period of time (pcs.);
	And	-	costs of storing a unit of goods during the period under review (dollars).

But the optimal number of orders for goods during the period under consideration (H) is calculated by the formula

At the same time, we calculate the optimal variable costs for storing inventories (Io) during the period under consideration using the following formula:

Determining the level of demand for a given product or service in a particular domestic and (or) foreign market is necessary to develop a strategy for the company's behavior and gain competitive advantages. The choice between delivery and warehousing or delivery without intermediate warehousing is based on a logistics cost analysis. To determine the optimal level of logistics service, it is necessary to analyze: after-sales service for products, service for meeting consumer demand, service for the provision of production services, after-sales service, financial and information services.

The choice of the most advanced technologies for the production of products and services is especially necessary in modern conditions of accelerating scientific and technological progress (STP), increasing the concentration of capital and scientific achievements. The organization of the work of foreign branches is more profitable in case of high customs duties or other obstacles when crossing national borders. Besides, organization of production in foreign markets makes it possible to be closer to the consumer and increase the company's share in a particular market of goods or services. Analysis of the international competitive environment and obtaining competitive advantages is an integral part of the company's activities in the global market.

Companies that apply the principles of international logistics go through several stages in their development.

For stage 1 lack of communication of the company with the world market is characteristic. The national company is in contact with an intermediary who conducts all the necessary foreign trade operations. At the same time, the profit of the domestic company is reduced and there is no possibility of carrying out logistics activities at the international level.

At stage 2 the company has international operations, but uses the services of intermediaries in export markets. The company increases profits through the implementation of logistics in international business, but is not sufficiently receptive to the peculiarities of the market where the products are exported.

Stage 3 characterized independent work exporting company in the market of the country where the products are supplied. However, the forms and methods of work that are typical for the parent company are used here, without taking into account national characteristics.

On the stage 4 a company in a foreign market employs local managers and even uses local methods of organizing work, but performance is evaluated in accordance with the criteria of the parent company.

For the last stage - stage 5- it is typical to create regional headquarters in a certain geographical area to organize activities based on international logistics using the mutual exchange of knowledge and pursuing an independent economic policy.

One of the widely used forms of application of international logistics in the activities of transnational companies (TNCs) has become the replacement of the export of goods from the home country of the parent company to production in branches of enterprises located in foreign countries, with subsequent implementation in the same place or in third countries. These processes were caused by the possibility of using labor force with lower wages, lower taxes, the desire to bypass customs or other legal barriers, the possibility of getting closer to the end consumer, and so on.

There are three main types of organization of foreign affiliates of TNCs: branch (division, branch), subsidiary (English subsidiary) and associated company (associated company). The branch is registered abroad, but is wholly owned by the parent company and is not legal entity. A subsidiary is registered abroad, is a legal entity, but it is controlled by the parent company, which owns the main part of the shares of the subsidiary (more than 50%) or all of its capital. The associated company is under the influence of the parent company, since the parent company owns a significant (up to 50%) part of the shares.

Another of the new approaches in the activities of TNCs was the use of specialists from the home countries of foreign branches of TNCs, which is associated with an increase in the independence of the latter, the use of workers who know the national characteristics of the country better, decentralization of management in TNCs, which today goes in two main directions:

• through the distribution of powers between the branches of TNCs on a geographical basis, when a headquarters is created in a separate region or country that makes all the necessary decisions within the framework defined by the parent company (this approach is most typical for TNCs that mainly produce a small range of products, for example, Singer, Nestle and others);
• through the distribution of powers between divisions of TNCs, each of which manages a separate type of product, regardless of geographic location (this approach is more often used by companies that produce a wide range of products, for example, General Electric, etc.).

TNCs, by creating foreign branches, thereby change the very nature of the methods used for the implementation of logistics in international business. Their leading role in shaping the forms and methods of applying international logistics is determined by the dominant role in world trade and production and the fact that they contain a significant part of the scientific and technological achievements and experience of industrialized countries.