Analysis of material flows. Analysis of the material flow management system of a manufacturing enterprise JSC VSMPO-AVISMA Corporation
The main functions of material flow management include planning, organization, etc.
The organization of material flows in production is shown in fig. 17.
Rice. 17.
The functions of material flow management reveal the essence of management as a phenomenon.
The first function of material flow management is planning and forecasting. In the general case, planning involves the development of a program of action to achieve the set goals and ensuring its implementation. Forecasting precedes the development of plans and allows you to determine the main goals, and then, through the preparation of a program of actions and budgets, determines the ways to achieve the set goals.
Planning, as the main function of management, should provide for the solution of two-level tasks: strategic and current planning of material flows.
The next function is coordination of actions in the production and marketing of products, as well as in the continuous material support of production. On the large enterprises with multi-product production in the conditions of the necessary diversification, without appropriate administrative coordination of work, the coordinated work of individual departments and the continuous production process can not be ensured.
Control and regulation material flows: the movement of materials and finished products, as well as the availability of necessary stocks.
Production logistics includes the whole complex of works on planning, control and regulation of material and information flows from the source of raw materials to the place of consumption of finished products. However, if information flows are also meant, then the importance and necessity of information from the place of consumption of finished products to its manufacturer (operating conditions and product behavior in relation to these conditions) should be noted.
Depending on the formation factors, the marked flows are divided into flows of raw materials, semi-finished products, components, blanks, assembly units of finished products.
The process of commodity circulation is formed from a set of elementary flows that make up logistics chains. The main links in the chain are: suppliers of materials, raw materials and semi-finished products; warehouses for storing purchased materials, raw materials and semi-finished products, industrial warehouses and warehouses for finished products; transport; production units and logistics and marketing services; end product consumers.
Material suppliers. Individuals and legal entities that supply raw materials, materials, fuel, etc. to the enterprise.
Warehouses. They act as a buffer tank.
Transport. In the organization of material flows, transport performs the function of establishing direct links between the elements of the logistics chain.
Logistics divisions are called upon not only to determine the need for production in the necessary materials and to market finished products, but also to be able to smooth out possible fluctuations in supply and demand for goods, raw materials, and services.
Consumers. The main task of logistics in relation to consumers is Maintenance manufactured products and providing effective assistance in organizing its use.
Thus, the organization of material flows ensures the formation of the process of commodity circulation by establishing relationships between the links of the logistics chain, due to the promotion of materials from the source of raw materials to the consumer of finished products.
The essence of the organization of material flows is to combine individual links and stages of commodity circulation, to establish the necessary links between them and ensure interaction in order to minimize the cost of fulfilling orders, provided that they are completed in a timely and high-quality manner.
Since the process of merchandising unfolds on certain territory and flows in time, we can talk about the organization of material flows in space and time.
The main essential characteristic of the organization of material flows in space is logistic structure enterprises. The term "logistical" is used to single out from the whole set of connections that arise in the manufacture of products and their implementation, those that characterize the processes of procurement, transformation and distribution of resources as complete system. The logistic structure is understood as a set of physical and legal entities involved in the formation and management of the movement of materials.
There are three forms of organizing the movement of material flows.
Cumulative, in which for the normal operation of the shops in their composition a complex of warehouses is provided. Materials are moved within the workshop with the receipt of applications for materials from sections in batches of arbitrary size.
The movement of material flows can be traced by stages.
- 1. Between the operations of the technological process (sections), the workpieces are stored in the interoperational warehouse.
- 2. Finished parts enter the assembly shop and accumulate in the warehouse of the shop.
- 3. A warehouse is used for storage and issuance of purchased components for assembly.
- 4. Assembled and tested products are delivered to the warehouse of finished products, where they are assembled necessary documentation, packaging and preparation for shipment to the consumer.
The main advantage of this form of organizing the movement of material flows is the possibility of accumulating a large amount of material at the input and output of the system, which ensures, on the one hand, the reliability of the receipt of the necessary parts and blanks, components for production, on the other hand, guarantees the fulfillment of urgent requests from product consumers.
The disadvantage of the accumulative form of movement of materials is that the presence of an extensive system of transport routes and a large number of warehouses makes it difficult to manage the movement of material flows and control stocks. The noted leads to large losses associated with the immobilization of funds and materials, and requires significant capital investments and the creation of a system of warehouses.
Transport and storage. It assumes the presence of a combined transport and storage system (TSS), which combines a certain number of jobs (sites) by establishing a connection between each workplace (site) with any other through information and material flows. At the same time, the processes of machining (assembly), control, pre-production, storage and reservation of materials are combined with the help of TSS into a single production process.
The material flow is controlled according to the scheme: searching for the necessary workpiece in the warehouse, transporting the workpiece to the machine, processing, returning the part to the warehouse. The accumulation of material is carried out in a central warehouse or decentralized in separate work areas. In the first case, the warehouse serves several production units and is used as a backup drive between the start and end of part processing. In the second case, warehouses are created in separate areas and serve to compensate for deviations in time during the transportation and processing of the part. In some cases, a mixed TSS is used, which implies the presence of both a central warehouse and backup storage facilities at work sites. Transportation of parts is carried out according to one of the schemes presented in fig. eighteen.
The advantage of this form of organizing the movement of material flows is to reduce the amount of inventory at the workplace by creating TSS, reducing the duration of the production process by eliminating interruptions between the components of the production cycle; constant inventory control.
The disadvantages include the following: the transport-storage form is effective for groups of structurally and technologically homogeneous parts, which, firstly, narrows the scope of its application, and secondly, necessitates a set of preparatory work; this form requires significant capital investments in the creation automated system production management.
Rice. eighteen.
Zero stock system. It proposes maintaining a minimum stock at each technological stage - based on a combination of the "intermediate warehouse - reserve storage" system and the "Kanban" stock control method.
Unlike traditional production, in which the warehouse is a place for storing materials, semi-finished products, finished products, in a zero-stock system it serves for intermediate storage of materials, parts and assemblies that cannot be delivered and manufactured just in time. Such warehouses are created at each stage of the movement of materials: purchase, production, sales of products (Fig. 19) and are a means of centralized production planning at the enterprise level.
Spare drives are used to perform functions decentralized management manufacturing products, such as reducing the impact of faults, synchronizing the work of production sites or individual workers.
Rice. 19.
Scheme fig. 19 corresponds to the "zero stock" form:
- - material movement; D - warehouse of raw materials;
- ? - production warehouse; D - sales warehouse.
The noted production conditions make it possible to reduce the stock of material to "zero" at all stages of its movement. This form the organization of the movement of materials orients enterprises, on the one hand, to the demands of the market (consumer), and on the other hand, to the minimum and standard production stock. However, its use at domestic enterprises is difficult due to the lack of a sustainable supply system. necessary materials, low-level computer control of the production process.
Rice. twenty.
The organization of the movement of materials is one of the most important conditions for production, since it allows you to combine the individual stages of production (Fig. 21).
* this work is not a scientific work, is not a graduation qualifying work and is the result of processing, structuring and formatting the collected information, intended to be used as a source of material for self-preparation of study papers.
Introduction
1. Definition of production logistics
2. The essence of material flow management
3. "Pushing system" control
4. "Pull control system"
5. Logistic concepts of organization of production management
6. The effectiveness of the application of the logistics approach to the management of material flows in production
Conclusion
Bibliography
Introduction
In many enterprises, in a highly competitive environment, companies seek to reduce their production costs. Quality complete and timely production is actually the goal of production logistics. But how is this goal achieved? Standard methods are shortening the production cycle and minimizing production costs. Perhaps this is the situation only in Russia, but it is here that the optimization of enterprises is built in this way.
In this regard, I would like to note that production logistics initially represents an exact following business contract, resulting in the possibility of high-quality complete and timely production. Regular updating of equipment and advanced training of working personnel should also be attributed to the modern strategy for the development of enterprises. The concept of material flow is key in logistics. Material flows are formed as a result of transportation, warehousing and other material operations with raw materials, semi-finished products and finished products from the primary source of raw materials up to the end consumer.
Material flows can flow between various enterprises or within the same company. Before formulating the definition of material flow, we will analyze specific example the material flow flowing inside the warehouse of the trading wholesale base.
The material flow is called goods, parts, inventory items, considered in the process of applying various logistics operations to them and related to the time interval.
The selection of all operations on the path of moving goods, parts, inventory items through transport, production, warehouse links allows you to see general process promotion of a changing product to the end consumer; design this process taking into account the needs of the market.
The dimension of the material flow is a fraction, the numerator of which indicates the unit of measurement of the cargo (pieces, tons, etc.), and the denominator - the unit of time (day, month, year, etc.). In our example, the dimension of the material flow is tons / year.
When performing some logistics operations, the material flow can be considered for a given point in time.
Then it turns into a stock. For example, a transport operation by rail. At the moment when the cargo is in transit, it is a material stock.
Material flows are defined as goods considered in the process of applying various logistics operations to them. A wide variety of cargo and logistics operations complicates the study and management of material flows. When solving a specific problem, it is necessary to clearly indicate which flows are being studied. When solving some problems, the object of study can be a load considered in the process of applying a large group of operations. For example, when designing a distribution network and determining the number and location of warehouses. When solving other problems - for example, when organizing an intra-warehouse logistics process, each operation is studied in detail.
Definition of production logistics
The relevance of considering production logistics as a separate functional subsystem lies in the fact that in recent years there has been a tendency to reduce the scope of mass and large-scale production. The use of universal equipment, flexible reconfigurable production systems is expanding. Manufacturers are receiving more and more orders for the production of small batches and even single items. At the same time, buyers are increasingly demanding to satisfy the need in the shortest possible time (day, hour) with a high degree of guarantees. Another aspect of the relevance of production logistics is the organization of production within the framework of cooperation in the production of complex products.
Production is one of the main areas of logistics, occupying central location in company.
Management of material and information flows on the way from the warehouse of material resources to the warehouse of finished products is called production logistics.
The goal of production logistics is to accurately synchronize the production process and logistics operations in interconnected departments.
The tasks of production logistics reflect the organization of management of material and information flows not just inside logistics system but within the manufacturing process.
In organizational terms, part of the logistics system, which includes the management of production flow processes, forms a production logistics subsystem, which is an integrated set of elements in overall structure operating logistics system.
Production logistics subsystems generate material flows and set the pace for the work of other subsystems. They identify the potential for logistics systems to adapt to change. environment. In addition, production logistics subsystems determine the ability of adjacent subsystems to self-adjust in accordance with the current target settings. The flexibility of production logistics subsystems is ensured by the flexibility of production and the professionalism of the service personnel. The functioning of the logistics subsystems of the main production should ensure the possibility of constant coordination and mutual adjustment of production programs, plans and interactions of all departments of the logistics system.
The special status of the production process in relation to other types of production economic activity predetermines the specifics of production logistics as the only area in which the material flow is expressed in three material forms. At the stage of entry into the subsystem - in the form of raw materials, materials, components, at the stage of exit from the subsystem of production logistics to the subsystem of distribution logistics - in the form of finished products. And during the production process itself - in the form of semi-finished products.
In some cases, the change of forms of material flow occurs in two or three production operations in a short period of time.
The essence of material flow management
Material flow management in manufacturing process is called material flow logistics and is carried out in ways based on two fundamentally different approaches. The first approach was called the "push (push) system", and the second - "pull (pull) system".
For the implementation of multi-stage production, a backlog of products is necessary in case of a delay in the delivery of the product between sections and shops. At the same time, the reserve is understood as a stock of semi-finished products, parts or assembly units, which ensures the uninterrupted operation of all production units of the enterprise. By appointment, the backlogs are divided into technological, negotiable, transport and insurance.
Technological backlog - these are parts and assembly units that are directly processed or under control. Its value is determined by the number of jobs and the number of control batches of parts and assembly units processed by them.
Turnover is a stock of parts and assembly units created at the workplace to organize continuous work.
The transport backlog is a set of parts and assembly units that are currently in the process of moving from one workplace to another or from one production workshop (site) to another.
An insurance reserve is created in production logistics when equipment fails or when a defect is found in production, as well as in other similar cases.
To implement the control process, various production schedules are drawn up for all stages of the production process - both for the manufacture of units, assemblies and components, and for the assembly line. In this case, the so-called "push" system is used, the essence of which is as follows.
Material resources supplied to workplaces or a production site are not ordered by these entities from the previous technological link. The material flow is pushed out to each subsequent addressee strictly by order (command) coming from the control center of local (workshop, site) or general (enterprise) production.
As the parts are ready, they move from the previous stage of the production process to the next. However, in this case it is difficult to quickly reorganize in case of failures in some technological processes or when demand changes. In addition, when using this control system for a month, you have to repeatedly change production schedules for all technological stages at the same time, which is often very difficult.
The most well-known proven logistics models of systems of this type are MRP-I, MRP-II, etc.
Pusher control systems
"Pushing" material flow control systems are typical for traditional ways of organizing production. The first developments of logistics systems that adapt traditional and modern approaches appeared in the 60s. They made it possible not only to coordinate, but also to promptly correct the plans, programs and algorithms of actions of all structural divisions enterprises: supply, production, marketing, taking into account the dynamics of external and internal influences in real time.
The logistical organization of production and economic activities with the help of these systems became possible due to the mass distribution computer science and modern information technologies. Despite the fact that pushing systems are able to manage the functioning of production and economic mechanisms of varying degrees of complexity, combining all their elements into a single whole, at the same time they have limited capabilities. The characteristics of the material flow transmitted from link to link are optimal to the extent that the control center is able to take it into account, evaluate and correct it. The main disadvantage of this system is the high cost of software, information and logistics.
In addition, under such a system, the enterprise must have inventories at all stages of production in order to prevent disruptions and adapt to changes in demand. Therefore, this system involves the creation of internal static flows between different technological stages which often leads to the freezing of assets, the installation of redundant equipment and the involvement of additional workers.
"Push" (push) systems have found application not only in the field of production (in production logistics), but also in the field of circulation, both at the stage of procurement and the sale of finished products.
In the process of logistics, the push system is an inventory management system throughout the supply chain, in which the decision to replenish stocks in the warehouse system at all levels is taken centrally.
When selling finished products, the push system manifests itself as a sales strategy aimed at leading the formation of commodity stocks in wholesale and retail stores in relation to demand. trade enterprises. In addition to organizational and managerial functions, modern versions of push logistics systems make it possible to successfully solve various forecasting problems. For these and other purposes, operations research methods, including simulation modeling, are widely used.
Most production control systems currently belong to push systems, and the larger such a system, the more characteristic the following becomes for it.
1. With sudden changes in demand or delays in the manufacturing process, it is almost impossible to reschedule production for each of its stages. This results in overstocking or even overstocking.
2. It is very difficult for management personnel to understand in detail all situations related to production rates and inventory parameters. Therefore, the production plan must provide for the creation of excess safety stocks.
3. Any prompt, urgent changes in the size of batches of manufactured products, as well as the duration of production and logistics operations, cause great complications, since it is very difficult to calculate optimal production plans in detail.
Pull system
The "pull" system was conceived as a means of solving such problems. This can be achieved if conditions are created for simple and reliable supply of products exactly on time, corresponding to the need for their arrival at the next section. Pull (pull) systems reflect approaches to the organization of production, in which parts and semi-finished products are fed from the previous technological operation to the next one as needed.
In this case, there is no strict schedule, since only on the assembly line it becomes known exactly the number of required units and components required for the manufacture of one product, as well as the time of their production. It is from this line that containers are sent to the previous sections for the details of the required nomenclature. Parts taken from the previous section are re-manufactured and replenished. And so on all the way. The necessary parts or materials each section "pulls" from the previous one. Thus, there is no need to draw up production schedules for all technological stages simultaneously during the month. Only on the assembly line changes are made to the work schedule.
During the operation of this system, the control center does not interfere in the transfer of the material flow through the existing logistics chain. It does not set the current production tasks for the corresponding links. Manufacturing program of each previous technological link is set by the parameters of the order coming from the next link. The main function of the control center is to set a task for the final link in the production process chain. The main objectives of the "pull" system:
Prevention of the spread of increasing fluctuations in demand or output from the subsequent process to the previous one;
Minimizing fluctuations in inventory parameters between technological operations;
Maximum simplification of inventory management in the production process through its decentralization, increasing the level of operational shop management, i.e., granting shop foremen or foremen the authority to quickly manage production and inventories.
The advantage of "pulling" (pulling) systems is that they do not require general computerization of production. At the same time, they require high discipline and compliance with all delivery parameters, as well as increased responsibility of personnel at all levels, especially performers. This is explained by the fact that centralized regulation of production logistics processes limited.
The "pull" (pull) logistics systems include the well-known KANBAN and ORT systems. The ORT system, developed by Israeli and American specialists, belongs to the class of micrologistics systems that integrate supply and production processes. The main principle of this system is to identify the so-called "bottlenecks" in the production process.
Stocks of material resources, work in progress, finished products, technological processes, production capacities, etc. can act as critical resources. The efficiency of the logistics system as a whole mainly depends on the efficiency of the use of critical resources, and the remaining (non-critical) resources practically do not affect the functioning of the system. significant influence. Many logistics professionals consider ORT to be a computerized version of KANBAN, with the only difference being that ORT prevents bottlenecks in the supply-to-production logistics network, while KANBAN can effectively eliminate existing bottlenecks.
The main principles of the "pull" system:
1. Preservation of sustainable stocks at each stage of production, regardless of the influencing factors.
2. Promotion of the order from the next section to the previous one for the material resources spent in the production process to complete the next task.
Necessary requirements for the implementation of the "pull" system:
Establishment of the normative moment for the renewal of the order and the standard size of the batch of ordered products;
Tracking inventory parameters and supply volumes for current orders;
Constant control of the parameters of dynamic flows during the execution of the next task.
In the field of circulation, both push and pull systems are widely used.
At the procurement stage, they form material management systems with a decentralized decision-making process for replenishment of stocks.
When selling finished products, the "pulling" (pulling) system is a marketing strategy aimed at advancing in relation to the formation of commodity stocks -: owls stimulating demand for products in the wholesale and retail sector.
Logistic concept of the organization of production management
For a long time, traditional production and marketing activities were based on the fact that fluctuations in demand for the products of a given production were regulated by the stocks of these products. Production worked at its own rhythm, and stocks of finished products were created, in essence, "just in case." The disadvantages of such an organization of production were obvious. In addition to the deadening of significant funds in the form of the creation of stocks that have not yet been used, there are costs for their storage and, consequently, the cost of production increases. In addition, such inventories limit the firm's ability to meet requests for a new assortment or changes in product quality requirements. The firm becomes conservative, its ability to expand its clientele and capture new markets is limited. Ultimately, this makes it difficult (if not completely eliminates) the implementation of an effective and profitable pricing and technical policy.
The organization and management of production in accordance with the traditional concept strives to maintain a high degree of equipment utilization and reduce production costs. The relevant indicators are monitored during the entire production cycle. Based on the results of monitoring these indicators, certain management activities are carried out.
The traditional concept of production management proceeds from the fact that the product being produced is made on the basis of an analysis of the market situation already carried out by the top management of the company. Therefore, it is assumed that the products of this range and in a given volume will sooner or later be sold. With this approach, the goals of production management are local and specific: maximum utilization of equipment and prevention of its downtime, the desire to produce the smallest number of batches of products of the largest volume, to constantly increase productivity, including by allowing a certain percentage of rejects and narrow specialization of production personnel .
The implementation of such properties of flexibility, which should have modern production, is achieved using logistics management.
The logistical principles of production management require that indicators be correlated with the efficiency obtained from the sale of products. In other words, the assortment, volumes and terms of sale and the prices achievable are taken into account. The possibility of an adequate increase in production volumes, i.e., quantitative flexibility, is ensured by creating internal labor reserves and production capacity, including reserves of equipment.
In the conditions of satisfaction and creation of market needs in the presence of competition, the receipt of orders from consumers is unpredictable and can change, that is, increase or decrease and acquire new qualities. To satisfy such fluctuations in consumer demand only due to the presence of commodity stocks, the top management of the company will not be able to. Moreover, these reserves deprive him of initiative and make him conservative.
The logistical concept of the organization of production includes the following main provisions:
Rejection of excess stocks;
Refusal of the overestimated time for the performance of the main transport and storage operations;
Refusal to manufacture products for which there is no customer order;
Elimination of downtime of the main equipment;
Mandatory elimination of marriage;
Elimination of irrational intra-factory transportation;
Turning suppliers from opposing side into benevolent partners.
SystemMRP
The MRP I system was developed in the United States in the mid-1950s, but became widespread both in the United States and in Europe only in the 1970s. According to the definition of the American specialist J. Orliska, one of the main developers of the MRP system, the system of "material requirements planning (MRP-system) in the narrow sense consists of a number of logically related procedures, decisive rules and requirements that translate the production schedule into a chain of requirements", synchronized in time, and the planned "coverages" of those requirements for each item of stock of components needed to complete the schedule... The MRP system reschedules the sequence of requirements and coverages as a result of changes in either the production schedule, inventory structure, or product attributes."
MRP systems operate with materials, components, semi-finished products and their parts, the demand for which depends on the demand for specific finished products.
The main objectives of MRP systems are:
1) meeting the need for materials, components and products for planning production and delivery to consumers;
2) maintaining low inventory levels;
3) planning of production operations, delivery schedules, purchasing operations.
In the process of achieving these MRP goals, the system ensures the flow of planned quantities of resources and stocks of products during the time used for planning. The MRP system begins its work by determining how much and in what time it is necessary to produce end products. The system then determines the time and required quantities of material resources to meet the needs of the production schedule.
The input of the MRP system is consumer orders, supported by forecasts of demand for the company's finished products, which are included in the production schedule. So in MRP key factor is consumer demand.
The database on material resources contains all the required information about the range and main parameters (attributes) of raw materials, materials, components, semi-finished products, etc., necessary for the production (assembly) of products or their parts. In addition, it contains the norms of resource consumption per unit of output.
The inventory database informs the system and management personnel about the availability and size of production, insurance and other required stocks of material resources in the company's warehouse, as well as their proximity to critical levels in terms of the need to replenish them.
The problems that arise in the process of implementing the MRP system relate to the development of information, software and mathematical support for calculations and the choice of a complex of computer and office equipment.
Systems based on the MRP approach have a number of disadvantages and limitations, the main of which are:
The use of MRP systems requires a significant amount of calculations, preparation and pre-processing of a large amount of initial information, which increases leading time production and logistics cycles;
An increase in logistics costs for order processing and transportation when a firm strives to reduce inventory levels or switch to low-volume, high-frequency production;
Insensitivity to short-term changes in demand, as they are based on the control and replenishment of stock levels at fixed order points;
A large number of failures in the system due to its too complex nature and large dimension.
SystemDRP
From an operational point of view, the RP logistics concept can also be used in distribution systems, which was the basis for the synthesis of external DRP (Distribution requirements planning) systems. DRP systems are the distribution of the MRP building logic to the distribution channels of finished products. However, these systems, although they have a common logistics concept "RP", at the same time are significantly different.
The fundamental tool of logistics management in DRP systems is a schedule (schedule) that coordinates the entire process of supplying and replenishing stocks of finished products in a distribution network (channel). This schedule is formed for each allocated storage unit and each link of the logistics system associated with the formation of stocks in the distribution channel. Replenishment and depletion schedules are integrated into the overall requirement for replenishment of stocks of finished products in the warehouses of the firm or wholesalers.
At the same time, there are certain limitations and disadvantages in the use of DRP systems. First, the DRP system requires accurate, coordinated shipment and replenishment forecasting for each center and distribution channel of finished products in the distribution network. In the ideal case, the system should not maintain excess inventory in the logistics distribution channels, but this is determined only by the accuracy of the forecast. To avoid possible errors you have to have certain safety stocks in distribution centers. Secondly, inventory planning in DRP systems requires high reliability of logistics cycles between distribution centers and other links in the system. The uncertainty of any cycle (order, transportation, production) immediately affects the effectiveness of decisions made in the DRP system. Thirdly, integrated distribution planning causes frequent changes in the production schedule, which feverish the company's production units, leads to fluctuations in the use of production capacity, uncertainty in production costs, disruptions in the delivery of products to consumers.
Logistics conceptjust- in- time»
The most widespread concept in the world is the concept of "just-in-time" - J I T ("just in time"). The emergence of this concept is attributed to the end of the 1950s, when the Japanese company Toyota Motors, and then other automotive companies in Japan, began to actively implement the KANBAN system. The name "just-in-time" of the concept was given a little later by the Americans, who also tried to use this approach in the automotive industry. The original slogan of the J I T concept was the potential elimination of stocks of materials, components and semi-finished products in the production process of assembling cars and their main units. The initial statement was that if the production schedule is set (abstracting from demand or orders for the time being), then it is possible to organize the movement of material flows in such a way that all materials, components and semi-finished products will arrive in the right quantity, in Right place(on the assembly line - conveyor) and exactly on time for the production or assembly of finished products.
J I T is a modern concept of building logistics systems in production (operational management), supply and distribution based on synchronization of the processes of delivering material resources and finished products in the required quantities by the time a link in the logistics system needs them, in order to minimize the costs associated with stocks.
The concept of J I T is closely related to the logistics cycle and its components. Many modern logistics systems based on the JIT approach are focused on short components of logistics cycles, which requires a quick response of the logistics system links to changes in demand and, accordingly, the production program.
The logistics concept of J I T is characterized by the following main features:
Minimum (zero) stocks of material resources, finished products;
Short production (logistics) cycles;
Small volumes of production of finished products and replenishment of stocks (supplies);
Relationships for the purchase of material resources with a small number of reliable suppliers and carriers;
Effective information support;
high quality of finished products and logistics services.
The implementation of the J I T concept generally improves the quality of finished products and services, minimizes excess inventory, and can fundamentally change form style management through the integration of complex logistics activities.
Logistics systems using the J I T ideology are pull systems in which the placement of orders for the replenishment of stocks of material resources or finished products occurs only when their number in certain reaches a critical level. In this case, stocks are "pulled" through the channels of physical distribution from suppliers or logistics intermediaries in the distribution system.
AT practical implementation JIT concepts key role plays quality. Japanese automotive companies, initially introducing the concept of J I T and the KANBAN system into production, fundamentally changed the approach to quality control and management at all stages of the production process and subsequent service.
Modern J I T technologies and logistics systems have become more integrated and are combined from various variants of logistics production concepts and distribution systems, such as systems that minimize inventory in logistics channels, fast switching logistics systems, inventory leveling, group technologies, preventive flexible production, modern systems of total statistical control and management of product quality cycles, etc.
SystemKANBAN
The KANBAN system was developed by Toyota Motors Corporation (which means "card" in Japanese). The KANBAN system is the first implementation of "pull" logistics systems in production, which took about 10 years to implement from the start of development by Toyota.
The key factors in the implementation of this system were:
Rational organization and balance of production;
Total quality control at all stages of the production process and the quality of raw materials from suppliers;
Partnership only with reliable suppliers and carriers;
Increased professional responsibility and high labor morale of all personnel.
Initial attempts by American and European competitors to automatically move the KANBAN scheme into production without considering these and other factors in the logistical environment failed.
The KANBAN system, first applied by Toyota Motors Corporation in 1972 at the Takahama plant (Nagoya, Japan), is a system for organizing a continuous production flow that is capable of rapid restructuring and practically does not require safety stocks. The essence of the KANBAN system is that. that all production units of the plant, including final assembly lines, are supplied with material resources only in the amount and by the time that are necessary to fulfill the order specified by the consumer unit. Thus, unlike the traditional approach to production, the structural division-manufacturer does not have a general rigid production schedule, but optimizes its work within the limits of the order, according to the production and technological cycle of the division of the company.
The means of transmitting information in the system is a special kanban card in a plastic envelope. Two types of cards are common; selection and production order. The selection card indicates the number of parts (components, semi-finished products) that must be taken at the previous processing (assembly) site, while the production order card indicates the number of parts that must be manufactured (assembled) at the previous production site. These cards circulate both within the enterprises of Toyota, and between the corporation and the companies cooperating with it, as well as at the enterprises of branches. Thus, kanban cards carry information about the quantities consumed and produced.
There is no on-site warehousing in the system, since only containers are used that are moved from one processing center to another using technological transport.
The information on the cards attached to the containers refers to a specific container and fixes its volume and the corresponding details listed above. In the process of managing each operation using KANBAN logistics technology, only free cards are involved, separated from the container.
KANBAN is a typical "pull" production system, where containers of parts (which make up the production stock) are moved only depending on the consumption in subsequent sites.
The practical use of the KANBAN system, and then its modified versions, can significantly improve the quality of products: shorten the logistics cycle, thereby significantly increasing the turnover working capital firms: reduce production costs: virtually eliminate safety stocks. An analysis of the world experience of using the KANBAN system by many well-known engineering firms shows that it makes it possible to reduce inventories by 50%. commodity - by 8% with a significant acceleration of turnover working capital and quality improvement.
SystemORT
ORT belongs to the class of "pulling" micrologistics systems that integrate the processes of supply and production. The main principle of this system is to identify the so-called bottlenecks or critical resources in the production process. In essence, ORT is a computerized version of KANBAN, with the difference that the ORT system prevents bottlenecks in the supply-production logistics network, while the KANBAN system effectively eliminates bottlenecks that have already occurred. Stocks of raw materials and materials, the size of work in progress, manufacturing technology, personnel, etc. can act as critical resources that affect the efficiency of the logistics system. Enterprises using the ORT system do not seek to maximize the load on personnel performing non-critical operations, as this causes undesirable increase in inventories of work in progress. The effectiveness of the ORT system from a logistical standpoint is to increase output, reduce production and transportation costs, and reduce inventories of work in progress.
The effectiveness of the application of the logistics approach to the management of material flows in production
It is known that 95 - 98% of the time during which the material is at the production enterprise falls on the performance of loading and unloading, transport and storage operations. This is due to their significant share in the cost of production.
Logistics approach to the management of material flows at the enterprise allows you to optimize the implementation of a complex of logistics operations as much as possible. According to the firms Bosch-Siemens, Mitsubishi, General Motors, a one percent reduction in logistics costs had the same effect as a 10% increase in sales.
Let's list the terms of the cumulative effect from the application of the logistics approach to managing the material flow at the enterprise.
1. Production is market oriented. Becomes possible efficient transition for small-scale and individual production.
2. Partnerships with suppliers are being established.
3. Equipment downtime is reduced. This is ensured by the fact that at the workplace there are always materials necessary for work.
4. Stocks are being optimized - one of the central problems of logistics. The maintenance of reserves requires the diversion of financial resources, the use of a significant part of the material and technical base, labor resources. An analysis of the experience of a number of Western European firms using modern logistics methods of organizing production (Kanban system) shows that the use of logistics can reduce production stocks by 50%.
5. The number of auxiliary workers is reduced. The lower the level of consistency, the more uncertain the labor process and the higher the need for support staff for peak workloads.
6. The quality of products is improving.
7. Waste of materials is reduced. Any logistic oneation is a potential loss. Optimization of logistics operations is the reduction of losses.
8. Improved use of production and storage space. The uncertainty of flow processes makes it necessary to reserve large additional areas. In particular, when designing trade wholesale depots, the uncertainty of flow processes forces a 30% increase in the area of warehouse premises.
9. Injuries are reduced. The logistic approach organically fits into the system of labor safety.
Conclusion
Logistics in Russia, as a science, began to develop relatively recently (about 2 years ago), but even now we can talk about its importance in the enterprise. In modern market conditions When the market is focused on the buyer, it becomes irrational to use the traditional concept of production, and more and more enterprises are leaning towards the logistics concept.
Logistics deals with the management of material and information flows. The use of material flow management systems in the practice of economic activity is explained by the need to reduce the time intervals between the acquisition of raw materials and the delivery of goods to the end consumer. Logistics allows you to minimize inventory, and in some cases completely abandon their use, can significantly reduce the time of delivery of goods, speeds up the process of obtaining information, and improves the level of service. In this course work, the most common material management systems were considered. Which of these systems to choose and use for effective work depends on each specific enterprise, its external and internal conditions.
XYZ analysis and other forecasting methods help logistics evaluate the consumption of materials and use them rationally without spending extra money on unclaimed stocks.
There is already a demand on the labor market for specialists of this profile. Perhaps in the near future the profession of "logistics" will be among the ten most prestigious and in demand specialties.
In the field of circulation, both push and pull systems are widely used. At the procurement stage, they form material management systems with a decentralized decision-making process for replenishment of stocks. When selling finished products, the “pulling” (pulling) system acts as a marketing strategy aimed at stimulating demand for products in the wholesale and retail trade ahead of the formation of stocks.
ECONOMY
E.A. Alekseeva, A.V. Pakhomova ANALYSIS OF THE MATERIAL FLOW AS A STAGE IN THE PROCESS OF FORMING A LOGISTIC STRATEGY FOR ORGANIZING PURCHASING
Held complex analysis material flow using the ABC method, which allows to identify the values of the main parameters of the material flow, trends in its formation, dynamic characteristics. Material flow analysis
presented as a stage in the formation of a procurement logistics strategy.
E.A. Alekseeva, A.V. Pahomova MATERIAL FLOWS ANALYSIS AS A STAGE IN THE PURCHASING ORGANIZATION LOGISTICS STRATEGY FORMING PROCESS
This article is devoted to the analysis of material flow by the ABC method, which makes it possible to clear up the meaning of its basic parameters, forming trends, dynamical characteristics. The analysis of material flow is submitted as a stage of forming the logistics strategy of purchasing organization.
Logistics sets and solves the problem of designing harmonious, coordinated material-conducting (logistics) systems, with given parameters of material flows at the output. These systems are distinguished by a high degree of coordination of the productive forces included in them in order to manage through material flows. The basis of the system is the analysis of material flows, both for individual product groups and divisions, and for the enterprise as a whole.
A material flow is a product (in the form of cargo, parts, inventory items) considered in the process of applying various logistics (transportation, warehousing) and technological (machining, assembly) operations to it and related to a certain time interval.
Material flows in logistics are characterized by the following parameters:
Nomenclature, assortment and quantity of products;
Overall characteristics (total mass, area, linear parameters);
Weight characteristics (total weight, gross and net weight);
Physical and chemical characteristics of the cargo;
Characteristics of the container or packaging, vehicle(carrying capacity, cargo capacity);
Terms of the contract of sale (transfer of ownership, supply);
Conditions of transportation and insurance;
Financial (value) characteristics;
Conditions for performing other physical distribution operations related to the movement of products.
Quantitatively, the material flow is expressed by such indicators as intensity, density, speed.
Management in logistics involves a large number of various objects: a wide range of goods, a large number of buyers and suppliers, a variety of goods. At the same time, the entrepreneur receives unequal results from these objects.
ABC analysis is used to reduce the amount of stocks, the number of movements in the warehouse, and the overall increase in profits at the enterprise. In this case, the use of ABC analysis is advisable to identify, firstly, the nomenclature groups of finished products that bring the main income to the enterprise, and secondly, groups of materials and components for selected positions in order to focus on the most significant objects of procurement logistics management from the point of view of the designated goal .
In economics, the so-called Pareto rule (20/80) is widely known, according to which only a fifth (20%) of the total number of objects with which one has to deal gives approximately 80% of the results of this case. The contribution of the remaining 80% of objects is only 20% of the total result. According to the Pareto method, the set of managed objects is divided into two unequal parts. The ABC method, widely used in logistics, offers a deeper division - into three parts. In this case, all managed objects must first be assessed by the degree of contribution to the result of activity. The deterioration in the management of group C will most likely not have a significant impact on the overall result due to the insignificant role of this group. At the same time, improving the management of group A can significantly improve this result.
Thus, the reallocation of funds for procurement management, carried out in accordance with the results of the ABC analysis, will reduce the cost of management and at the same time increase its efficiency.
The ABC analysis procedure is as follows:
1. Formation of the purpose of the analysis.
2. Identification of control objects analyzed by the ABC method.
3. The selection of a sign, on the basis of which the classification of control objects will be carried out.
4. Evaluation of control objects according to the selected classification feature.
5. Grouping of control objects in descending order of the attribute value.
6. Division of the set of control objects into three groups: group A, group B and group C.
It is irrational to give batches that play an insignificant role in production the same attention as materials of paramount importance.
Depending on the costs, materials are divided into 3 classes: A, B, C.
A - a few but important materials that require large investments.
B - relatively minor materials that require less attention than
C - materials that make up a significant part of the nomenclature are inexpensive, they account for the smallest part of investments in stocks.
Stages of the ABC method:
Set the cost of each part;
Set demand for every detail;
Arrange materials in descending order of price;
Summarize data on the quantity and cost of materials;
Divide materials into groups depending on the share in the total costs.
The analysis of ABC in terms of sales volumes of the enterprise JSC "Plant" Prommash "for 2003-2005 revealed that only seven nomenclature items bring 50% of the income to the enterprise (Table 1).
Table 1
Results of the ABC analysis of the sales volume of OJSC “Plant “Prommash”
Group Sales volume Number of products
monetary expression, rub. specific gravity, % nomenclature units, units specific weight, %
A 221 406 928 50 7 8
B 133 862 662 30 12 12
С 88 069 411 20 74 80
Total 443 339 001 100 93 100
Then, the ABC analysis was carried out at the cost of materials and components purchased for the production of products included in groups A and B. This made it possible to identify materials and components that it is advisable to focus on when developing a logistics strategy for organizing procurement, which consists in optimizing the logistics costs for the purchase of materials. The analysis showed that among 150 items of purchased materials, only 23 items account for 80% of the cost of all purchased materials (Table 2).
table 2
The results of the ABC analysis of the cost of materials and components for the enterprise JSC "Plant" Prommash "
Group Cost of materials and components Number of items of materials and components
monetary expression, rub. specific gravity, % nomenclature units, units specific weight, %
A 80 298 886 52 7 4.5
В 42 792 220 28 16 10.5
С 31 001 957 20 127 85
Total 154 093 063 100 150 100
In order to form a logistics strategy for organizing procurement, it is necessary to conduct a comprehensive analysis of the internal (within the logistics system) incoming material flow.
According to the nomenclature, the incoming material flow is multi-product (multi-species) and multi-assortment. In this case, the nomenclature is understood as a systematized list of groups, subgroups and positions (types) of products in physical terms (pieces, tons), and under the assortment - the composition and ratio of products of a certain type or name, differing in grade, types, sizes, brands , exterior decoration and other features.
In the process of transportation, goods are classified according to the type of transport, method and conditions of transportation, overall, weight and physical and chemical characteristics of the cargo, methods of packing. The material flow of the enterprise OJSC “Plant “Prommash” consists of medium (flow formed by single wagons, trailers) and small (flow of goods smaller than the carrying capacity of a single vehicle, and combined with other small loads during transportation) flows. At the same time they have
the place is heavy flows (formed by high-density cargoes and occupying a smaller volume with the same weight) - rolled metal; and lightweight flows (formed by goods with low density, with a given volume, determined by the dimensions permissible for a given vehicle, having a low weight) - auxiliary materials. There are packaged and piece cargo having a variety of physical and Chemical properties- accessories.
The incoming material flow is deterministic, since the parameters of this flow are known. By the nature of movement in time, the material flow is discrete, despite the continuous processes of the production cycle.
A feature of the flow processes of materials is the formation of stable economic relations between metal producers and machine-building enterprises on the basis of long-term strategic supply agreements. 30.5% are stable economic ties. This greatly reduces practical significance functions of evaluating and selecting a supplier when purchasing resources of this type.
Material flows in the logistics system of procurement of OJSC “Plant “Prommash” have a pronounced territorial orientation from the southeast to the northwest, which allows them to be centralized using a single transport module in one direction.
An analysis of the material flow of mechanical engineering enterprises cannot be considered exhaustive without taking into account the factors influencing the parameters of the material flow. For example, one of the important factors is market conditions. The conjuncture to a decisive extent affects the movement of the material flow. The higher the demand for products, the more intensive the purchase of materials and components. It is necessary to focus on the duration of the logistics cycle. The shorter the duration of the logistics cycle, the faster the purchased materials are converted into finished products and sold to customers. Changing the parameters of accompanying flows (information, financial) significantly affects the movement of material flows. For example, increasing the speed of cash flow by speeding up payments can lead to faster receipt of goods at the enterprise and reduce the required level of stocks of goods. lack of power financial flows or slow speed their receipts can cause a reduction in the range of products.
To determine the groups and names of material resources that you need to focus on when developing a logistics strategy for organizing procurement, it is important to clearly understand the structure of the material flow (Table 3).
Table 3
Generalized characteristic of the incoming material flow on machine-building enterprise OJSC "Plant" Prommash "
Name of the group Name of the subgroup Main groups of materials, raw materials and equipment Average number of nomenclature items Share in total material consumption
Basic materials Metal Ferrous metal, non-ferrous metals and alloys, stainless steel, pipes, circles 10-15 59.5%
Accessories Bowl, trunnion, sector, sensors, starters, switches, burners 35-50 38%
Auxiliary Materials Fuels and lubricants, refractory materials, lumber, 100-120 2.5%
materials
packaging materials, paint and varnish materials
Products Industrial rubber products, fabric products
Hardware Bolts, nuts and washers, screws
The logistics systems for the purchase of these product groups at a machine-building enterprise in the sub-sector of production of thermal equipment are divided into two main pronounced types (see figure).
1. The first type - the share of consumption of which in the sub-sector does not exceed 38%. It includes such components as a bowl, trunnion, sector, sensors, starters, switches, burners. It is characterized by high integration of production, the complexity of logistics systems as a result of building logistics chains.
2. The second type - the share of consumption of sub-sectors in which reaches 59.5%. It includes ferrous metal, non-ferrous metals and alloys, stainless steel, pipes, circles. It is characterized by low integration of production, the dependence of pricing on the purchasing policy of engineering enterprises, the relative simplicity of logistics systems (the desire to build a producer-consumer system).
These characteristics largely determine the specifics of procurement management for the needs of the enterprise.
The strategic side of supply is the whole process of supply management, its connection and interaction with other functions of the company, external supply, the needs and requests of the end user. The analysis function includes a set of tasks that involve establishing cause-and-effect relationships between the results achieved and the funds spent, identifying the influence of various factors on the actual value of the flow parameters, calculating the effectiveness of the management and functioning of the system as a whole. The obtained analytical information is used for new control cycles and planned calculations.
Percentage of total material consumption
basic materials
accessories
auxiliary materials
The structure of the total material consumption of JSC "Plant" Prommash "
Thus, a comprehensive, detailed analysis of the material flow circulating in the logistics system is one of the defining stages
formation of a logistics strategy for the organization of procurement of industrial enterprises.
LITERATURE
1. Sergeev V.I. Corporate logistics. 300 answers to questions
professionals / V.I. Sergeev. M.: INFRA-M, 2005. 950 p.
2. Financial Times Mastering Strategy: The Complete MBA Companion In Strategy, Pearson Education Limited, London, 2000. 560 p.
Alekseeva Ekaterina Alexandrovna -
post-graduate student of the department "Economics and Management in road transport»
Saratov State technical university
Pakhomova Alla Viktorovna -
candidate of economic sciences,
Professor of the Department of Economics and Management in Road Transport, Saratov State Technical University
Material flow is a logistical category that represents movement and / or transformation in the economic sphere (industry, trade, Agriculture etc.) material objects, which include energy carriers, raw materials, materials, work in progress, semi-finished products, components, finished products, etc., at all stages social production(supply, production, marketing, etc.).
Material flows along with financial, information, personnel, etc. are part of the total logistical flow - the movement and transformation of all possible types of resources on the way from source to receiver (from producer to consumer). The traffic flow is also one of the types of material flows.
Examples of material flows are pumping oil from a mining site to an oil refinery, delivering clothes from a weaving factory to a wholesale warehouse, delivering bananas from a plantation to a vegetable depot, etc.
It is customary to classify material flows according to a number of criteria:
1)In relation to the logistics system;
2) According to the composition of objects of movement;
3) By the nature of the movement.
The following main parameters of material flows are distinguished:
Speed;
Start, end and intermediate points of movement;
Trajectory;
Density;
Intensity;
Power.
From slaughter to consumer:
Analysis of the information flow at a mining enterprise
The process of managing material flows is based on the processing of information circulating in logistics systems. In this regard, one of the key concepts of logistics is the concept of information flow.
The information flow is a set of messages circulating in the logistics system between the logistics system and the external environment that are necessary for the management and control of logistics operations. The information flow corresponds to the material flow and can exist in the form of paper and electronic documents.
The information flow can be ahead of the material flow, follow simultaneously with it or after it. At the same time, the information flow can be directed both in one direction with the material one, and in the opposite direction.
The advancing information flow in the opposite direction contains, as a rule, information about the order.
The advanced information flow in the forward direction is preliminary messages about the upcoming arrival of the cargo.
Simultaneously with the material flow, there is information in the forward direction about the quantitative and qualitative parameters of the material flow.
In the process of analyzing the information flows of an enterprise, the controlling service studies the processes of the emergence, movement and processing of information, as well as the direction and intensity of document circulation in the enterprise.
The purpose of the analysis of information flows is to identify points of duplication, excess and lack of information, the causes of its failures and delays.
The most common and, apparently, the most practical method of analyzing information flows is to plot information flows. To build graphs of information flows, you should know (or develop yourself) certain rules for their compilation and conventions individual elements.
Each information flow - a single movement of information - has the following features:
* document (on which the information is physically contained);
* issues (to which area of the enterprise's activity the information relates: to purchases, to sales of products, to closing the month and obtaining summary costs, to planning, etc.);
* the performer (the person who transmits this information);
* periodicity (transmission frequency: monthly, quarterly, daily).
The company distinguishes two levels of detail of information flows:
* at the enterprise level, detailing is carried out to the level of the workshop (subdivision), i.e. information is transferred between the shops and services of the enterprise;
* at the level of the workshop (subdivision) of the enterprise, detailing is carried out to the level of the workplace, i.e. information is transferred between shop workers and shop-related services.
Disadvantages of information flow:
* duplication of information provided;
* lack of relevant (essential) information;
* lack of unambiguous distribution of responsibility for documents;
* untimely provision of information;
*Clarifications may be required upon receipt of information.
It is important to follow the same rules, which makes it possible analytical service speak the same language with other participants in the process of analyzing information flows (financial and economic services, automation department, etc.). At the enterprise level, it is advisable to build graphs of information flows for individual problems, since the number of information flows (connections) is very large, so it is difficult to identify a single algorithm. At the level of individual workshops, it is allowed to build a general graph of information flows for all problems, since here the number of flows (connections) is not too large, although it is possible to build graphs for each problem.
The schedule of information flows has a significant drawback - a large number of information connections makes it difficult to read and analyze it, but it was the analysis of information flows that was the purpose of drawing up the schedule. Therefore, it is advisable to develop graphs that depict not static relationships between departments, but the flow of documents associated with the implementation of a specific work task. Drawing up such schedules is associated with the theory of business process reengineering. A business process is a sequence of work aimed at solving one of the tasks of an enterprise, for example, logistics, planning. Business process reengineering deals with the analysis and optimization of business processes to achieve the goals of the enterprise.
CONTENT
INTRODUCTION
3
1. Theoretical aspects of material flows
4
4
8
17
2. Analysis of the management of material flows of JSC "ASZ"
22
2.1 General characteristics of JSC "ASZ"
22
2.2 Analysis of material flow management in the supply system of JSC "ASZ"
25
2.3 Problems of organization of material flow management in the supply system of JSC "ASZ"
31
3. Recommendations for improving the material flow management system of JSC "ASZ"
32
CONCLUSION
35
BIBLIOGRAPHY
36
INTRODUCTION
The subject of this term paper– management of material flows in supply logistics.
For the smooth functioning of production, a well-established supply of material resources is necessary, which is carried out at enterprises through the logistics authorities.
The main task of the enterprise's supply agencies is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality.
Under market conditions, enterprises have the right to choose a supplier, and hence the right to purchase more efficient material resources. This forces the supply staff of the enterprise to carefully study the qualitative and quantitative characteristics of material resources and suppliers supplying them.
The purpose of the course work is to study the activities of managing material flows, both from a theoretical point of view and on the example of JSC "ASZ", and to identify areas for its improvement.
The objectives of this work are:
The study of theoretical aspects of material flow management.
Analysis of the supply system of JSC "ASZ".
Identification of measures to increase the efficiency of material flow management and, as a result, reduce the cost of production of the enterprise.
1. Theoretical aspects of material flows
1.1. The concept and characteristics of material flows
The purpose of logistics management is the effective organization of the implementation of various operations, one way or another related to the movement of various inventory items. Moreover, the end-to-end organization of these operations becomes the reason that the movement can be considered as continuous, and the concept of flow can be used to describe it.
Material flow is material resources in motion, work in progress and finished products, to which logistics operations and (or) functions associated with physical movement in space are applied: loading, unloading, packing, transportation, sorting, consolidation, disaggregation, etc. .P.
The emergence of logistics material flows was preceded by the introduction of the principles of logistics into the practice of doing business. This means that a material flow will be considered logistical if it meets the following requirements:
- the movement of inventory items is carried out using advanced technologies that minimize costs and time;
flow characteristics shown in table. 1.1 meet the needs of both specific buyers and other participants in the supply chain.
Table 1.1 - Parameters of logistics material flows
| Types of streams | Options |
| 1. Separate thread |
Physical and chemical characteristics of the cargo
Start, end and intermediate points Trajectory shape Trajectory length Speed Time and intensity Weight characteristics (gross weight, net weight) Overall characteristics (volume, area, linear dimensions) Costs per ton of cargo or one kilometer of transportation Utilization ratios logistical base involved in the implementation of logistics operations |
| 2. Set of homogeneous (homogeneous) flows a) successive flows b) parallel threads |
Time interval between two deliveries
Distance between two deliveries Overlap of individual homogeneous flows in time |
| 3. Set of heterogeneous (heterogeneous) flows
a) flows without processing material resources b) flows with the processing of material resources |
Ratios of the parameters of individual heterogeneous flows
Unit costs for the movement of individual heterogeneous flows The ratio of the parameters of heterogeneous flows before and after their processing |
To describe the logistics of material flows and work with them in the economic literature, a classification is traditionally used according to the following criteria.
1. In relation to the considered logistics system, it is possible to distinguish internal (not going beyond the logistics system) flows and external flows entering the logistics system from the external environment (input) and leaving the logistics system to the external environment (outputs).
2. According to the degree of regularity, deterministic and stochastic flows are distinguished. A deterministic flow is a flow whose parameter values can be uniquely determined. Stochastic can be considered those flows, the values of the parameters change randomly. The condition for stable operation in the latter case is the formation of sufficient reserves.
3. According to the degree of controllability, material flows are controlled (adequately responding to the control action from the subject of control) and uncontrollable (not responding to the control action).
4. According to the degree of continuity, it is customary to distinguish between continuous and discrete flows. Continuous flows occur when a certain number of objects move along the flow path at any given time. Discrete flows are formed by objects moving at certain intervals of time.
5. Uniform and non-uniform flows can be determined by the nature of the movement of flow elements. At the same time, uniform flows are characterized by a constant speed of movement of objects, when objects pass the same path at the same time intervals. In turn, uneven flows arise under the condition of acceleration or deceleration of the movement of objects, the occurrence of stops along the way.
An important point in the planning process is the solution of the issue of determining the value of the total material flow. In the general case, the calculation can be made using the expression:
where is the total material flow calculated for the analyzed logistics system;
- the sum of input material flows;
- the amount of internal material flows;
- the sum of the output material flows.
The units of measurement of material flows can be represented as a fraction, the numerator of which indicates the units of measurement of the objects being moved (pieces, tons, m 3, etc.), and the denominator - the units of the corresponding time interval (year, quarter, etc.) .).
The evaluation of the results of the formation of a logistics material flow should cover at least two aspects. First, it is necessary to evaluate the compliance of the actual values of the quality parameters of the flow with the conditions established by the agreement of the parties. Secondly, the compliance of the achieved level of costs with the conditions of competitive struggle, taken into account in the development of plans, should be assessed.
Evaluation of the effectiveness of material flow management:
where is the flow efficiency factor;
- flow quality factor;
- flow efficiency factor.
In turn, the quality factor can be calculated by the formula
where - the planned total volume of deliveries for a certain period of time in physical terms;
- total deviations for all reasons from the planned total volume of deliveries in physical terms.
When determining the quality factor (), deviations, both up and down, should be taken into account.
The second component of formula (1) - the efficiency factor can be calculated by the formula
where, are the expected and actual unit costs for the organization of the material flow, respectively.
In the process of factor analysis of the dynamics of the efficiency coefficient, it follows that the growth of its value is achieved by reducing the magnitude of the total deviations and the actual unit costs for the organization of the material flow.
1.2 The essence of material flow management
Material flows in the broad sense of the word are a set of material conditions of reproduction. The essence of material flow management is revealed by two main provisions.
The first of them is predetermined by the nature of commodity-money relations. Any act of exchange in the market is accompanied by a number of specific phenomena and is objectively connected:
- firstly, with the need to change the forms of value (money - goods - money);
secondly, with the change of ownership of the goods.
It is especially important to note that in the process of managing the planned material flow should be analyzed not only in terms of assortment, quality, quantity, timing and location. It is also important to evaluate it in terms of such parameters as the rationality of the source of obtaining resources, the availability of pre- and after-sales service, the price per unit of goods, taking into account the acquisition costs.
Material flow management is subject to certain principles. Among the most important of them, first of all, it is necessary to note the independence of the subjects of management and the free development of economic relations between them, as partners and clients, based on the dependence of price on supply and demand and, conversely, supply and demand on price.
In addition, it is necessary to ensure the possibility of an accurate and prompt response to changes that occur in the management process. This reaction should ensure the adjustment of the entire complex of management decisions as applied to the parameters of material flows in real circumstances, taking into account the goals set. In this case, the principle of control flexibility is implemented.
The activity of the subject of management should be organized on the principles of economic feasibility. Reasonable specialization and cooperation, observance of hierarchy levels, a combination of unity of management and creative initiative, due to appropriate motives and incentives, are necessary. This can provide the necessary prerequisites for a clear and well-coordinated management at minimal cost, i.e. implement the principle of management efficiency.
Management of material flows as a set of functions is carried out in the interests of their consumer. An enterprise, as a rule, has a special subdivision, which should be considered as a direct subject of management.
The regular flow of materials, components or finished products to manufacturing enterprises and distribution facilities requires the performance of certain operations: determining the need for material resources, selecting sources of resources, placing and sending an order, transporting (forwarding), receiving and checking the delivery. All these actions are necessary for the complete completion of the procurement process. Let us consider in more detail the main logistics operations of material flow management in supply logistics.
Any purchase begins with determining the need for the organization's material resources for this stage questions are solved: what, how much and when it is necessary to purchase.
The need for material resources is understood as their quantity required by a certain date for a set period to ensure the fulfillment of a given production program or existing orders.
Determination of the need for material resources can be carried out in three ways:
- Deterministic - to calculate the secondary need for material resources with a known primary based on production plans and consumption rates.
Stochastic - to calculate demand based on a probabilistic forecast, taking into account the trend in changes in demand over past periods.
Expert - to calculate the need based on the experimental statistical assessment of experts.
The main steps in determining the need are:
- determine the gross resource requirement using the master schedule and bill of materials;
determine the net requirement by subtracting the stock already on hand and the volume of orders to be received. Then a production schedule is drawn up indicating the start time of work provided with net demand;
establishing the volume of orders and the time of their placement based on the schedule of use of materials and information on the lead time of the order.
When solving this problem in each specific case, it is necessary to take into account a number of factors of positive and negative effects.
The following factors can influence the decision to produce rather than buy:
- the production of this product is part of the main activity of the organization;
the need for a component product is stable, large enough and it can be manufactured using existing equipment;
quality requirements are so precise or unusual that special processing methods may be required that suppliers do not have;
availability of guaranteed supply;
preservation of technological secrets;
ensuring the continuous functioning of its own production facilities;
independence from supply sources.
- the need for a component product is small, and its production is not part of the main activity of the organization;
the organization lacks the administrative or technological expertise to produce the desired product or service;
suppliers have a good reputation;
the need to maintain the long-term technological and economic viability of non-core activities;
availability of substitute resources.
Most organizations have a list of trusted vendors who have provided acceptable service in the past or are known to be reliable. If a suitable supplier is not on the list, the organization must find it. Suppliers of cheap products can be found in professional magazines, catalogs or through business contacts. As for the supply of expensive products, a more thorough search is required here, which will take much more time.
The choice of the best supplier is carried out on the basis of three main criteria: the cost of the purchased products, the reliability of service, and the quality of service.
Some organizations find that dealing with a single source of resources makes them more vulnerable and dependent on the performance of the supplying enterprise. If the sole supplier of a critical component runs into financial problems, the organization may, although it has not made any mistakes, stop production.
To avoid this, some organizations adopt a policy of purchasing the same material from multiple competing suppliers. Another way to avoid dependence on a single source of resources is to resort to forward purchases (contracting for the delivery of materials at a specified time in the future). This feature provides two benefits. First, it guarantees the availability of materials for some time in the future and minimizes the impact of supply disruptions. Secondly, the price of materials is fixed, which avoids the negative impact of future price increases or the emergence of an uncertain situation. Of course, in this case the situation can also develop in the other direction, i.e. not as intended by the organization. An enterprise signing a long-term contract may stop doing this type of activity, its warehouse may burn down, but the likelihood of such a development of events is low. It may be safer for an organization to keep a stockpile of needed materials on site, but this results in higher costs; contracting for future supplies reduces these costs, but does not completely eliminate the risk; in addition, the organization may enter into an unsuccessful agreement for itself, as prices for individual materials sometimes decrease.
The analysis and selection of a supplier leads to the placement of an order. Placing a purchase order involves filling out an order form. The terms included in the purchase order govern the relationship between buyer and seller.
All organizations have their own purchase order forms. Important requirements for any of them should be the presence of a serial number, date of completion, name and address of the supplier, description of the goods ordered, indication of the quantity, required delivery date, terms of shipment, payment and order.
A purchase order is part of a legal contract between a customer and a supplier. But until it is accepted for execution by the supplier (i.e., the form is not received - the "confirmation" sent by the supplier to the purchasing department of the customer enterprise), the purchase order is not a contract.
Traditionally, purchase orders are sent to the supplier by mail, telephone, facsimile or courier.
Orders incoming to the supplier using networks electronic exchange standards or EDIFACT data are more preferable in terms of time of sending, processing and reliability of information. Systems based on modern information technologies using optical scanning and subsequent computer processing of barcodes are becoming more widespread for the transfer of orders.
The order fulfillment function is a standard function that monitors a supplier's ability to meet its delivery time commitments. Order follow-up is often done over the phone to obtain immediate information, but a number of organizations use a simple form, often computer-generated, to request information on the timing of shipment of goods or the percentage of completion of an order as of a specific date.
Forwarding an order is a kind of pressure on the supplier so that he fulfills his obligations to deliver the goods, delivers the goods ahead of schedule. If the supplier is unable to comply with the terms of the agreement, the threat of cancellation of the order or termination of the business relationship in the future can be used as leverage.
Acceptance of products, documenting the delivery, checking the quality and quantity of goods are important.
The main objectives of the function of receiving and controlling raw materials are:
- guarantee of receipt of the order;
quality checking;
confirmation of receipt of the ordered quantity of raw materials;
sending the goods to its next destination - to the warehouse, to the control department or to the use department;
registration of documentation for the receipt and registration of raw materials;
- additional costs associated with the return of defective and substandard goods;
stopping production in the case, for example, when the entire batch of products turned out to be of poor quality and must be returned;
lawsuits, etc.
Lot acceptance methods include:
- Continuous control;
Sampling methods: acceptance sampling control of batches by quality characteristics, continuous sampling control by quality characteristics from a through party, acceptance sampling control by quality characteristics, revision sampling control.
- Approbation of the system of methods and operations for quality assurance established by the supplier
Approbation of the methodology used by the supplier to control the quality of purchased goods;
Accounting and determining the improvement in the quality of the indicators of the products of this supplier;
Comparative assessment of the quality of products from different suppliers.
There are several forms of payment.
- Settlements by payment orders. When paying by payment orders, the bank undertakes, on behalf of the payer, at the expense of the funds in his account, to transfer the necessary amount of money to the account of the person indicated by the payer in the same or another bank within the period established by law, unless a shorter period is provided for by the bank account agreement or is not determined by the customs of business turnover used in banking practice.
Letter of credit settlement. When settling under a letter of credit, a bank acting on behalf of the payer to open a letter of credit and in accordance with the instruction (issuing bank) undertakes to make a payment to the recipient of funds or pay, accept or discount a bill of exchange or authorize another bank (executing bank) to make payment to the recipient of funds or pay, accept or discount a bill of exchange.
Settlement for collection. When settling for collection, the bank (issuing bank) undertakes, on behalf of the client, to carry out at his expense actions to receive payment and (or) acceptance of payment from the payer.
Calculation by checks. A check is a security containing an unconditional order of the drawer of the check to the bank to pay the amount indicated in it to the holder of the check.
There are a number of advantages in favor of paying the invoice before receiving, checking and posting the goods:
- The financial position of the enterprise-buyer can be stable.
Failure to pay in advance not only eliminates discounts, but also adversely affects the buyer's reputation.
When purchasing from reliable suppliers, in the event of problems with unsatisfactory product quality, acceptable adjustments are easily found out even after payment of the invoice.
The resource supply of industrial enterprises provides for the organization of the following interrelated processes:
- acquisition and delivery of resources (both to the enterprise as a whole and to individual production units up to the workplace);
– warehousing and storage of resources;
- processing, procurement and preparation of resources for production consumption;
- management of MTS as a functional activity (in general and its individual functions).
In today's environment, decisions on the organization of the above processes can be handled either by a single supplier, or by several purchasing agents, or by a large logistics department.
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