The fundamental difference between the logistics approach to management. Logistic approach to material flow management

Alexander Nikolaevich Mitin

Doctor economic sciences, Professor, Head of the Department of Theory and Practice of Management of the Ural State Law Academy, Chief Editor-Director of the Publishing House "Ural State Law Academy"

Nikita Gennadievich Kormin

CFO LLC "TransLogistic", postgraduate student of the Department of Theory and Practice of Management, Ural State Law Academy

Logistic approach to personnel management of an organization

In recent years, significant transformations have taken place in economic practice - an increase in the rate of changes in social sphere, the constant complication of relationships with the environment. The need to more and more accurately respond to these changes led to the emergence of the concept of logistics, which has become a new economic category that reflects the modern reality, characterized by the continuity of changes combined into a stream.

The rapid development of logistics is due to the fact that this science was at the center contemporary problems Russian business. The transition from the period of gaining independence by entrepreneurs to the stage of market development, which consists in the need for the integrated use of resources, requires a change in entrepreneurial philosophy. Its basis is the unification of logistics partners in the end-to-end management of material and other flows in the organization throughout their movement. In addition to accelerating change, an equally important aspect of modern entrepreneurial activity are the complication of relations, the increase in interdependence in business activities - with partners: suppliers and customers. It should be noted that the term "logistics" refers to several concepts:

logistics as a science, the object of study of which is the movement of economic flows in order to optimize them;

logistics as management economic process that ensures the application of scientific achievements in practice;

logistics as a complex of infrastructural elements in the economy associated with ensuring the movement of material flows.

Logistics is perceived as part of the modern business philosophy, entrepreneurial outlook, the concept of optimizing the activities of enterprises in the competitive struggle.

According to the degree of coverage of objects of study and management, there are two approaches to understanding logistics:

narrow, according to which logistics covers operations for the physical movement of goods from suppliers to consumers and ensures their delivery at the required time, place, in the right quantity and at the lowest cost;

wide, according to which the objects of logistics are flows different types(material, informational, financial, personnel), but with the decisive importance of material.

Practice confirms the legitimacy of an expanded understanding of the object of logistics. There are such areas as banking, transport, information logistics, etc. The term "logistics" is used in a variety of areas of activity and situations that require precise coordination of actions, a strict sequence of building operations.

An analysis of the definitions proposed by various authors in numerous publications allows us to supplement the above definition with the following aspects:

logistics studies and optimizes flows of all kinds in their interconnection;

logistics contributes to the adaptation, sustainability of enterprises in a rapidly changing market environment;

logistics considers the entire chain of movement of economic flows: "purchase of raw materials - production - distribution - sale - consumption" (logistics can be considered as an algorithm for converting resources into supply finished products in accordance with the requirements of the consumer);

logistics is aimed at optimizing activities based on the coordination and integration of actions involved in the chain of firms.

Today, the view of logistics as a transport and warehouse technology prevails. From the point of view of formalization, this approach contains specific sets of logistics operations that form certain sets of technologies, such as procurement, in-house and distribution logistics. However, according to the authors, this approach is to the detriment of many other areas where logistics is very effective. The basis of transport and warehouse logistics activities is the stage of the reproduction cycle, so this type of logistics can be characterized as functional. Technologies associated with a product at various stages of its manufacture are mapped to a variety of resource logistics technologies, represented by such components as material (transportation and storage), information, financial and personnel logistics.

If, in the context of a systematic approach, an enterprise is considered as an object of logistical impact, then its management involves working with material, information, personnel, and, of course, financial flows. Then the entire resource potential of the company (material, financial, informational, personnel, image, etc.) can be shown in development, i.e. at each fixed point in time, the organization will be represented by the total stock of these resources.

Thus, logistics as a set of algorithms and technologies can be considered in a coordinate system of three or more dimensions, reflecting the main directions and forming the main components of logistics activities.

Logistics studies the features of processes associated with flows, therefore, operational terms are directly based on a group of flow terms: flow, material flow, information flow, financial flow, personnel flow, service flow, main flow, accompanying flow. In this regard, the use of logistics gives a new perspective on the company's activities and its development strategy, studying not resources, but their movement in space and time, which is understood as a continuous change in the state of resources - their quantity, quality, location, ownership, etc. .d.

If we take into account that the movement has a direction, then we can clarify: logistics explores the emergence, transformation and exit of flows beyond the boundaries of economic objects (logistics systems).

Material flows are, of course, the main ones in production area business process. The basic concepts and concepts of logistics correspond very well to such a complex and important type of resource as personnel, which are characterized by high mobility. Therefore, the concept of "personnel flow" sufficiently reveals the need for constant monitoring and management of changes in human resources. With this approach, it is necessary to keep in mind all the features inherent in human resources. Human resources are not the property of the enterprise. Employees in personnel logistics are considered as partners,

entered into a contract of employment with the company. As with any other logistics partners, the company must build relationships with them using the logistics principles of integration, compromise, etc. Personnel logistics must ensure compliance between the jobs available in the company that impose certain requirements on employees (qualifications, personal qualities) and employees with different qualities, vocational training, qualification. Achieving this compliance occurs in the context of constant changes in the requirements for workers, and the requirements for workers to the conditions and content of their work. In this regard, the formation of the movement of personnel flows at the enterprise involves a constant choice of the most effective options, taking into account all factors and circumstances. In order to make this choice correctly, it is necessary to clearly understand the target orientation of the company in the field of personnel.

The employee interacts with the company not as a mechanism that performs specific actions and operations, but as a reasonable and conscious individual with aspirations, desires, emotions, and morality. This interaction always has a broader scope than the performance of specific jobs at a specific workplace. In any enterprise, in addition to labor operations and functions that ensure the movement of material, financial, information, service flows, employees enter into personal relationships, thereby creating a cultural environment, the social climate of the company.

In addition, human resources are inherent in the long-term nature of use and, most importantly, the possibility of development in the process of use. Development of personnel through training in the process of their labor activity- important distinguishing feature these resources in relation to all others.

Personnel logistics of an enterprise has three main logistical functions: optimization of incoming personnel flows in accordance with the needs of the company, optimization of internal personnel flows - the use of personnel, development of personnel and optimization of outgoing personnel flows - the release of personnel (see table).

Personnel logistics structure

Optimization Optimization of internal flows Optimization

input streams use (training) development of output streams

Analysis of staffing Organization of labor Training Planning for the release of workers

Personnel planning Motivation Career planning Release (dismissal)

Selection Pay social development Staffing analysis

Reception Control Shaping the culture and image of the company

Adaptation Evaluation of employees

With this approach, logistics should provide an optimal balance between incoming and outgoing personnel flows, so that the personnel potential of the enterprise develops in accordance with the development of this enterprise. Optimization and rationalization of personnel flows are the main goal and content of personnel logistics. At the same time, speaking about optimization, it is necessary to indicate the purpose of the movement of personnel flows. Only in this case it is possible to judge the effectiveness of its achievement.

With the traditional approach, the management of each enterprise or its structural subdivision through which the personnel flow passes is carried out separately and the task of optimizing the management of the parameters of the through flow is not set. In this case, individual improvements in the way of personnel flow, which some enterprise (division) is seeking, may not only not receive further development, but may even be destroyed. Thus, the resulting indicators of the movement of the personnel flow (speed, cost, quality of its constituent units, etc.) are added randomly and, therefore, are far from optimal.

In the logistic approach, control actions are formed based on the overall goals and mission of the organization. By defining why a firm is created and exists, the mission gives meaning and purpose to people's actions, allowing them to better understand not only what they should do, but also why they carry out their actions. Mission is

company philosophy. It defines the values, beliefs and principles in accordance with which the company operates. Therefore, the mission connects, orients the interests and expectations of people related to it. The meaning of the existence of the company is formulated as a reflection of the interrelated goals and interests of various groups of people interested in its functioning and influencing the content and direction of its activities. These groups are:

owners who create and develop a company in order to satisfy their needs through the results of its activities;

employees who provide its activities with their labor, receive payment and satisfy their needs at the expense of this payment;

buyers who purchase the company's products and satisfy their needs with its help;

business partners who provide services to the firm and receive payment for this; a society that receives from the firm in the form of taxes a part of the profit it creates.

Subjects external environment- to buyers, business partners and society as a whole - the mission gives an idea about the company, contributes to the formation of its image. For owners and employees, the mission creates an opportunity to establish consistent business goals and contributes to the development of a corporate culture. Thus, the mission determines the targets for personnel logistics. At the same time, the necessary sequence, coherence and interconnection of the actions of various enterprises (divisions) participating in a single flow of personnel movement is built: from hiring to its use, development and release. That is, a logistics system for managing through flows is being built. In the logistics management system, the individual personnel processes carried out by various departments of the organization are coordinated. At the same time, management functions are performed by departments independently, but on condition that the general criterion is satisfied - optimization of the personnel flow as a whole.

The goal of personnel logistics can be formulated on the basis of the general logistical rule of "seven N": to provide the enterprise with the necessary personnel of the necessary qualifications at the right time (taking into account the need for human resources at the moment and in the future) in the required quantity in the right place (to perform specific work) necessary structural divisions of the company, with the best costs (for wages and other staff costs).

Personnel flow management requires the performance of management functions (forecasting, planning, organization, control, analysis, regulation, motivation), which is possible only in certain organizational structures. This involves the use of a group of structure-forming terms in logistics, which include: a logistics link, a logistics chain, a logistics network, a logistics system, a micro-logistics system, a macro-logistics system, a mesological system, an element of a logistics system. Logistics link ( individual worker) is an indivisible minimum unit of logistics structures and underlies the definition of the meanings of such terms as "logistics chain" (subdivisions interconnected by a linear relationship), "logistics network" (subdivisions with functional and cross-links), "logistics system" (organizational structure), "an element of the logistics system" (subdivision, workshop, site).

Thus, logistics as a business concept is based on the involvement of individual interrelated elements in general process in order to prevent wastage of the company's resources and can be considered as one of the business tools to save the company's resources. Therefore, logistic optimization, without destroying competitive advantage and the unique advantages of each enterprise, should ensure the "binding of boundaries" of different and independent market entities; cost reduction as a result of optimizing the movement of personnel flows both inside and outside the company; increasing the efficiency of the use of human resources due to the coordination of actions of departments within the company and the interaction of the company with partners; improving the quality of services provided to consumers on the basis of a more complete consideration of their interests at all stages of the product from concept to consumer.

Logistics personnel system An enterprise can be considered successful if:

all employees clearly understand and actively participate in the implementation of the goals and objectives of the company, the department in which they work;

staff performance official duties clearly meets the requirements;

all staff structural divisions firms interact effectively with each other;

effective interaction with external partners; employees constantly improve their knowledge and apply it in practice; necessary attention is paid to the humanization of the labor process (improvement of working conditions and professional growth employees, fair material and moral incentives, developed social policy, etc.).

Personnel logistics management of an enterprise is a systematic, systematically organized impact on the processes of formation, distribution, redistribution of personnel of an enterprise, on creating conditions for using the labor qualities of employees in order to ensure the effective functioning of an enterprise and the comprehensive development of its personnel.

Thus, investments in human resources and development of human resources based on a logistics approach are becoming one of the most important factors in the competitiveness of enterprises, since well-trained personnel, with high level motivation for quality work is no less important than the latest technology and equipment. Costs that contribute to the improvement of the qualifications and productivity of employees are considered in modern business as an investment that will be compensated many times over by increased returns. This approach to management contains new opportunities for optimizing activities and increasing the efficiency of its results.

Theoretical aspects enterprise management. The concept of an enterprise and production process management system General concept material flow management systems. Types of logistics systems for managing material flows in logistics ...

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Ministry of Education and Science Russian Federation

federal state budgetary educational institution higher vocational education

Volgograd State Technical University

Department of Economics and Management

20151970

CIPHER:______________________

TEST

In the discipline "Time management"

on the topic "Logistic approach in production management"

Completed: 1st year student, groups EU-12vo and

Correspondence form learning

Pisareva Maria Yurievna

Checked:

Agievich Tatyana Gennadievna, Associate Professor

Grade:

Volgograd 2015

Introduction……………………………………………………………………………3

Section 1. Theoretical aspects of enterprise management………………..5

The concept of enterprise and production process management system………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
1. The general concept of a material management system

streams…………………………………………………………………..7

Section 2. Features of the logistics approach to management

production…………………………………………………………………..9

2.1. Basic principles of logistics……………………………….………...9

2.2. The procedure for developing the company's logistics strategy………….…11

2.3. Types of logistics systems for managing material flows

In logistics…………………………………………………………………………15

Conclusion…………………………………………………………………………...18

Introduction

In the framework of modern market relations, the effective functioning of the enterprise is one of the most priority and urgent tasks. Everything appears on the market every day large quantity new commodity producers, consequently, the competition becomes aggravated. This requires the introduction of more accurate and improved methods of managing the production process.

The relevance of the topic of this work is explained by the fact that today in its economic activity many enterprises use new methods and technologies in production management. Their basis is the concept of logistics.

How the science of logistics was formed in the 60s. XX century and has become increasingly important in recent years. Gadzhinsky A.M. says that logistics is both a science and a practical activity. He sees the goal of logistics as a science in the study of patterns in the field of education and functioning in the distribution of effective logistics systems. As a practical activity, logistics strives to create these systems and ensure their normal functioning. From the point of view of economics, logistics is a scientific and practical activity that is associated with the organization, management and optimization of the process of movement of material, financial and information flows to the end consumer.

Logistics covers the entire scope of the enterprise. In addition, it seeks to reduce costs at all stages production process and release products that would meet the specified quality standards, also at the specified time and in the specified place.

So, the purpose of this work is to study the impact of the logistics approach on the activities of the enterprise, its role in the production management process.

The object of the study is the logistics approach as a way of managing production at the enterprise, the subject is its relationship with the efficiency of the functioning and performance of the enterprise.

In the course of the work it is necessary to solve the following tasks:

Find out the specifics of the logistics approach to the production management process.
Application of progressive ways to optimize the production process based on a logistics approach.

Section 1. Theoretical aspects of enterprise management

The concept of an enterprise and production process management system

Enterprise management is a way of influencing the production process to streamline it on the basis of objective laws of production development. The complexity lies in the scale, number and structure of problems that arise before the management of the enterprise and require a constructive solution.

In order to managerial activity to be as efficient as possible, a number of conditions must be met:

the subject and object of control must correspond to each other;
the subject and object of management must be autonomous;
the subject and object of management must be in clear interaction and be interested in it.

The production process is a set of purposeful and expedient actions of the personnel of the enterprise for the processing of raw materials into finished products. There are several types of production processes (Table 1).

Table 1 - Types of production processes

Main (technological) process	A manufacturing process that involves changing the physical (chemical) properties of an item to be processed, as well as assembly.
Helper Process	The process of production, implying the preservation of the properties of the object of labor. This type the production process contributes to the flow of the main process.
natural process	A production process that takes place without the use of labor (for example, the cooling of a heated metal).
decubitus	The process of production, during which the object lies without being subjected to either the main or helper process. The item is in stock, in storage, or awaiting processing.

The production management process system performs a number of functions, including:

issuing tasks to production personnel;
monitoring compliance technical regulations;
control over deviations from established standards;
control over the execution of operations of production personnel;
registration of production operations;
formation of technological passports.

General concept of material management system

Under material flow management systemcommonly understood organizational mechanism formation and regulation of material flows within the intra-production logistics system. In its turn,material flow -these are any material resources that are in the process of movement. Each material flow has a certain set of parameters. This set characterizes the ongoing process. The main parameters of material flows include:

start and end points;
trajectory of movement;
path length;
movement speed;
movement time;
intermediate points;
intensity.

In the economy, material flows are formed as a result of a combination of actions of several participants pursuing their own own purpose. These participants are able to conduct their activities in concert with each other in order to rationalize the joint object of management, namely the so-called end-to-end material flow. In this case, they will receive a significant economic gain.

Rationalization of the material flow is possible both in the entire enterprise as a whole and in its individual divisions. However, the greatest effect can be achieved by optimizing the total material flow throughout the entire production process (from the source of raw materials to the end consumer).

There are also several types of material flows. It is subdivided according to the following main features:

relation to the logistics system (external, internal, input, output);
natural-material composition of the flow (single-assortment, multi-assortment);
the number of goods forming the flow (mass, large, medium, small);
the specific gravity of the cargo forming the flow (heavyweight, lightweight);
degree of cargo compatibility (compatible, incompatible);
cargo consistency (bulk, bulk, container-piece, bulk).

The material flow in the process of its movement from the source of raw materials to the final consumer goes through several links. At this stage, material flows can converge, split, branch, change, etc. In these conditions various enterprises, which are necessary for the implementation of a particular product (suppliers of resources, enterprises that are engaged in marketing, trade, are intermediaries, etc.) act as elements of the logistics system.

Section 2. Features of the logistics approach in production management

2.1. Basic principles of logistics

There are a number of principles of logistics that determine its place in solving problems of an industrial and economic nature.

The principle of synergy.

Complex and systems approach to the solution of tasks set in the production process. Based on this principle, it is possible to achieve best result by coordinating actions in all interconnected and interdependent processes of the logistics system than by improving the functioning of each individual element.

The principle of dynamism.

This principle implies that all logistics systems must fully reflect the essence of the processes they cover. The logistics approach is based on progressive dynamics, which can be achieved with development and the pursuit of improvement. Dynamism, in turn, determines supply and marketing operations, means of labor, goals and objectives of each new stage of development.

The principle of completeness.

Logistics systems should be built as a combination of several elements that are closely interconnected. This principle does not allow the permanent autonomous functioning of one of the elements of the logistics system.

The principle of initiative.

This principle presupposes the manifestations of the structures of the logistics system of the ability to proactively respond to possible events. In addition, these structures should regulate the subjective conditions that have a positive impact on the processes of economic activity.

The principle of expediency.

There is an attraction of potential, which plays a positive role in achieving the goals of the production process. Characteristic of this principle is the desire to reduce the amount of costs or travel time in terms of the probability of solving certain problems in two or more ways.

Experts also distinguish such principles of logistics as:

consistency (organization and implementation of procurement, storage, production, marketing and transportation of products as a single process);
scientific (strengthening of the settlement principle at all stages of material flow management, the need for highly qualified workers);
concreteness (a clear and accurate assessment of each of the stages of the production process);
reliability (ensuring safety at all stages of the production process);
variability (the possibility of a flexible response of the enterprise to changes in the external environment).

2.2. The procedure for developing a company's logistics strategy

This procedure can be depicted in the form of a diagram (Fig. 1).

Rice. 1 - Scheme for the development of the logistics strategy of the company

The logistics strategy consists of the following main elements:

configuring the logistics network;
development organizational structure LS;
development of directions and technologies of coordination;
definition of strategic requirements for product quality;
creation of a unified inventory management system;
choice of logistics information system.

When choosing a logistics strategy, it is necessary to take into account a whole range of factors that may affect its effectiveness and expediency within the framework of the operation. this enterprise. One of these factors is the external environment of the enterprise. Let us consider in more detail how the indicators of the external environment influence the elements of the logistics strategy (Table 2).

Table 2 - Indicators of the external environment

Key Factors

Characteristics

Impact on the elements of the logistics strategy

Economic changes

Gross domestic product growth;

inflation rate;

Interest rates;

Capital distribution;

Dynamics wages;

Dynamics of development of economic sectors;

Energy prices.

Change in inventory holding costs;

Internal limits on costs and tariffs;

salary dynamics;

Warehousing solutions;

Transportation solutions.

Demographic changes

population growth rate;

Age structure;

family size;

population migration;

The number of able-bodied population.

Location of warehouse and transport infrastructure;

Mobility of management;

Availability of labor force;

State of the consumer market (capacity);

Product delivery costs;

Duration of logistics cycles;

Inventory levels.

Political changes in legislation

The amount of taxes;

Schemes and rates of depreciation;

Structure of taxes;

Trade and customs policy;

Consumer rights Protection;

Protection environment;

Agricultural development programs;

Industrial structural policy;

Transport regulation.

Investments in the construction of plants and equipment;

Globalization of drugs;

Choice of transport and method of transportation;

Scientific and technical research;

Package;

Cargo handling;

Location of warehouses.

Restrictions on resource usage

Trends in the use of own natural resources;

Location of new resource sources;

Instability of foreign supplies of raw materials and materials;

Trade and tariff foreign economic barriers.

Transportation costs;

Globalization of supply sources (outsourcing);

Use of interchangeable resources;

Lack of sources of raw materials;

The cost of creating and maintaining stocks;

Warehousing requirements.

The main objectives of logistics strategies are:

reduction of total logistics costs;
minimizing investment in medicines;
improving the quality of logistics services.

2.3. Types of logistics systems for managing material flows in logistics

Specialists distinguish several types of material flow management systems. However, it is worth noting that there is a traditional material flow management system, which is a kind of base for all types. This system can be depicted as a diagram that reflects its functions (Fig. 2).

Fig.2 - Traditional material flow management system

Now, having a general idea of the functioning of material flow management systems, consider their types.

MRP - planning the need for materials.

This type of material flow management system involves the process of identifying the needs of production in the necessary material resources. Planning of priority orders, regulation and control of inventories is carried out. Main goals MRP is 1) meeting the need for material resources; 2) increasing the level of accuracy in the planning of the production process, as well as the procurement and supply of necessary materials.

DRP – resource allocation planning.

In other words, it is a system for managing outgoing products. In its logic, means and methods this system similar to MRP. DRP provides planning of supplies and stocks at various links in the distribution chain, information support of the distribution process, transportation. Usage DRP is directly related to independent demand or its forecast. Thus, the goals of this type of control system are 1) linking production and marketing of products; 2) optimization of logistics costs by reducing the cost of transportation and distribution of goods.

LT - management of material and information flows based on the principle of "just in time".

This system is a process of production, supply and marketing, which is a single continuous production flow. Material flow management is carried out by means of reverse scheduling (scheduling of the last operation + scheduling of all previous operations in reverse order).

KABAN - information support for the operational management of material flows based on the principle of "just in time".

Management is carried out on the basis of information about the needs of consumers. This information includes: 1) name, code, part marking; 2) the type and specifics of the container, its type and the number of parts for which it is intended; 3) the name of the producer site and the consumer site; 4) product delivery time; 5) part manufacturing time. In addition, there is a special card " KABAN ”, which indicates the points of the technological chain. Each of these items works based on the order that came from the previous one.

ORT - optimized production technology.

When using this type of material management system, the integration of production and supply processes occurs. The basic principle is to find bottlenecks or critical resources in the production process. When using ORT, the personnel of the enterprise is not loaded to the maximum, because this is the reason for the increase in the volume of stocks of work in progress, which refers to critical resources. Goals of ORT: 1) growth in the volume of output; 2) reduction of production and transportation costs; 3) reduction in the stock of work in progress.

Conclusion

Thus, based on the work done, we can conclude that in the conditions of a modern market economy for enterprises, the introduction of logistical methods for managing the production process is necessary. Moreover, these methods should be maximally adapted to the functioning of this enterprise, as well as to the trends of today's economy. This is especially true for the construction of international logistics systems, which must be adapted to modern requirements and meet the established standards for ensuring the quality of work, which are currently accepted in the vast majority of developed countries.

It is safe to say that logistics is an modern science about the expedient organization of the production process. It makes it possible to ensure the delivery of various goods at minimal cost in a fairly short time.

As a rule, the logistics system operates with a pronounced uncertainty of the stochasticity of the external environment, since the presence of random processes is typical for market conditions or for the operation of transport. As part of their action, the logistics system must necessarily be able to adapt to changing conditions.

Economics experts argue that the widespread use of logistics management in production contributes to:

reduction of product movement time by approximately 25-30%;
reducing the level of product inventories at the consumer by 30-50%;
ensuring a comprehensive accounting of the costs of export and import of goods, transportation tariffs;
raising the level of transport services by improving the work of transport departments, as well as through the coordinated implementation of a set of works on the supply, marketing and transportation of products.

It is impossible to argue with the fact that all of the above are the undoubted benefits of using a logistics approach in production management. This is what determines the relevance of studying logistics today, its widespread use in enterprises, as well as the coordination of scientific and practical activities in the field of this science.

List of used literature

Gadzhinsky A.M. Logistics. 20th ed. M.: 2012. - 484 p.
Mishina L.A. Logistics: lecture notes. M.: 2008 - 160 p.
Chichkina V.D. Organization and planning of production. Samara: Samar. state tech. un-t, 2012 - 186 p.
Eldestein Yu.M. Logistics. Electronic educational methodical complex http://www.kgau.ru/distance/fub_03/eldeshtein/logistika/00b_soderz.html
Sergeev V.I. Corporate logistics: 300 answers to professional questions. M.: 2005 - 976 p.
Korsakov A.A. Fundamentals of logistics. MESI: 2005 - 69p.
Glushchenko V.V., Glushchenko I.I. Study of control systems. M.: 2004 - 416 p.
Nerush Yu.M. Logistics. M.: 2006 - 520 p.
Brief glossary of terms modern management http://bigc.ru/publications/glossary/
Borodushko I.V., Lukashevich V.V. Fundamentals of management. M.: 2012 - 271 p.

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There are several approaches to the definition of the concept of logistics. Most of them associate this concept with the material flow and the flow of information. The entire set of definitions of logistics can be combined into two groups. The first group of definitions interprets logistics as a direction of economic activity, which consists in the management of material and information flows in the spheres of production and circulation. The second group of definitions considers logistics as an interdisciplinary scientific direction, directly related to the search for new opportunities to improve the efficiency of material and information flows.

In the domestic literature, the approach to logistics as a scientific and practical direction of management, which consists in the effective management of material and information flows in the spheres of production and circulation, is becoming more and more common.

The terminological dictionary on logistics, published in Russia in 1995, gives the following definition of logistics: “Logistics is the science of planning, controlling and managing transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to manufacturing enterprise, intra-factory processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with the interests and requirements of the latter, as well as the transfer, storage and processing of relevant information.

Summarizing all the above, we can offer more short definition logistics.

Logistics is the science of organization, planning, control and regulation of the movement of material and information flows in space and time from their primary source to the end user.

In general, the fundamental difference between the logistics approach to material flow management and the traditional one lies in the allocation single function management of previously disparate material flows: in the technical, technological, economic, methodological integration of individual links of the material-producing chain into one single system providing effective management of end-to-end material flows.

At the macro level, the chain through which a certain material flow passes sequentially consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner. At the same time, the task of managing the end-to-end material flow is not set and is not solved. The category "through material flow" is also not distinguished. As a result, such indicators of this flow as its cost price, reliability of receipt, quality, and others, at the exit from the chain, are formed largely randomly and, as a rule, are far from optimal.

In the logistic approach, the object of control is a through material flow. At the same time, the isolation of enterprises - links in the material-producing chain is largely overcome in order to coordinate the management of end-to-end material flow. The right cargo starts arriving at the right time, at the right time. Right place, in the required amount, required quality. The promotion of the material flow throughout the chain begins to be carried out at minimal cost.

At the macro level, the chain through which a certain material flow passes sequentially most often consists of various services of one enterprise. With the traditional approach, the task of improving the end-to-end material flow within the enterprise, as a rule, does not have a priority for any of the departments.

With a logistic approach, a service is allocated and receives significant rights at the enterprise, the priority task of which is to manage end-to-end material flows, that is, flows that come from outside, go through supply warehouses, production shops, warehouses of finished products and then go to the consumer.

The object of study in "Logistics" as a scientific and academic discipline, as well as the object of management in the activities of the logistician is the material flow and related information, financial and other flows.

The logistic approach to management singles out such a category as "through material flow".

The differences between different approaches to managing material flows can be distinguished both at the macro and micro levels and shown schematically:

Considering the micro level, it is necessary to replace enterprise diagrams with subdivisions (departments) of one business entity, and the "picture" reflecting the differences will remain the same.

In general, the difference between the logistical approach to management and the traditional one lies in the allocation of a single control function for previously disparate material flows - the management of "through material flow".

Read more in textbooks:

1. Gadzhinsky A. M. Logistics: A textbook for higher and secondary specialized educational institutions. - 2nd ed. - M .: Information and implementation center "Marketing", 1999. - pp. 22 - 24

1.3. SPECIFICITY OF THE LOGISTIC APPROACH TO MANAGEMENT

MATERIAL FLOWS IN THE ECONOMY

Most definitions interpret logistics as the theory and practice of managing material flows. However, this activity has been carried out by mankind since ancient times. A generally accepted definition that would reflect the specifics of logistics has not yet been developed. Therefore, let us dwell in more detail on the specifics of the logistics approach.

to the management of material flows, both at the micro and macro levels.

At the macro level, the chain through which a certain material flow passes sequentially consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner (Fig. 2). At the same time, the task of managing the end-to-end material flow is not set and is not solved. The category "through material flow" is also not distinguished. As a result, such indicators of this flow as its cost price, reliability of receipt, quality, and others, at the exit from the chain, are formed largely randomly and, as a rule, are far from optimal.

Rice. 3. Logistic approach to material flow management at the macro level

At the same time, the isolation of enterprises - links of the material-conducting chain is largely overcome in order to coordinate the management of the through material flow. The right cargo begins to arrive at the right place, at the right time, in the right quantity, the right quality. The promotion of the material flow throughout the chain begins to be carried out at minimal cost.

At the micro level, the chain through which a certain material flow passes sequentially most often consists of various services of one enterprise (Fig. 4). With the traditional approach, the task of improving the end-to-end material flow within the enterprise, as a rule, does not have a priority for any of the departments. The indicators of the material flow at the exit from the enterprise, as in the first example, have a random value and are far from optimal.

Rice. 4. The traditional approach to managing material flow at the micro level

(level a separate enterprise)

With a logistic approach, a service is allocated and receives significant rights at the enterprise, the priority of which is to manage end-to-end material flows, that is, flows that come from outside, pass supply service warehouses, production workshops, warehouses of finished products and then go to the consumer (Fig. 5) . As a result, the indicators of the material flow at the exit from the enterprise become manageable.

Indicators of the material flow at the exit (point B)

manageable and have a predetermined value

Rice. 5. Logical approach to managing the material flow at the micro-level (level

separate enterprise)

In general, the fundamental difference between the logistical approach to material flow management and the traditional one lies in the allocation of a single management function for previously disparate material flows; in the technical, technological, economic and methodological integration of individual links of the material-conducting chain into a single system that ensures effective management of end-to-end material flows. *

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* Currently in the Russian Federation for practical activities in the management of material flows, the name "logistics" begins to be fixed, regardless of how this activity corresponds to the logistics idea.

3. Korsakov A.A. BASICS OF LOGISTICS: Tutorial/ Moscow State University economics, statistics and informatics. - M., 2005. - pp. 10 -11

1.5. Basic principles of logistics

Specificity exists at both the micro and macro levels.

At the macro level, the chain through which the material flow passes consists of several independent enterprises. Traditionally, each of these enterprises is managed separately by the owner (Fig. 1). At the same time, the task

management of through material flow is not set and is not solved. As a result, such indicators of this flow as cost and reliability are far from optimal. End-to-end management of material flows, allows you to see and manage the entire system as a whole.

With a logistic approach, the object of control is a through material flow (Fig. 2). At the same time, enterprises manage the end-to-end material flow in a coordinated manner.

For example, the right cargo begins to arrive at the right place, at the right time, in a small amount, of the required quality. As a result, the movement of material flow throughout the chain is carried out at minimal cost.

At the micro level, the chain through which the material flow passes consists of various services of one enterprise (supply, production, marketing services). With the traditional approach, the task of optimizing the material flow is not a priority for any of the departments. The indicators at the exit from the enterprise are far from optimal and add up randomly.

With a logistic approach, the enterprise singles out the task of managing end-to-end material flows. As a result, the indicators of the material flow at the output become manageable.

In general, the difference between the logistic approach to management and the traditional one lies in the allocation of a single management function for previously disparate material flows.

The function of the organization is to establish permanent and temporary relationships between all departments, to determine the order and conditions of the production or trade process. Traditional and logistical approaches to managing material flows are considered at the macro and micro levels.

With the traditional approach to material flow management, each link of the enterprise has its own management system, which focuses on local goals and performance criteria. The output material flow of each previous link, formed taking into account its goals and criteria, is the input for the next link. The result of the activity of the entire enterprise or supply chain is evaluated by the indicators of the output stream of the last link.

The parameters of the total material flow in the traditional approach are formed as a result of independent control actions carried out sequentially in each of the divisions of the enterprise or in separate links of the macrologistic system.

Therefore, the parameters of the general flow are random and unpredictable, and the problem of managing the through material flow is not solved, since the category “through material flow” itself is not distinguished.

As a result, such indicators of material flow as organization costs, reliability of delivery, quality of products or services at the exit from the enterprise are far from optimal values. Consequently, the traditional enterprise management system lacks integrative properties.

Another characteristic feature of traditional systems is the fragmentation of management functions logistics system for various services of the enterprise (marketing, supply, sales, warehousing, transport service, production). At the same time, the immediate goals of these services may not coincide with the goal of the rational organization of the through material flow in the enterprise as a whole. Therefore, for effective management material flows, it is necessary to create a logistics service.

With a logistic approach, control actions to individual phases of the movement of a material flow are applied from a single logistic control subsystem. These control actions are formulated on the basis of the general goals and criteria for the effectiveness of the investigated logistics chain. As a result, the parameters of the end-to-end material flow become predictable and controllable, and the promotion of the material flow along the logistics chain begins to be carried out with minimal time and financial costs.

The fundamental difference between the logistic approach and the traditional one is as follows:

the allocation of a single function of management of previously disparate material flows;

ensuring technical, technological, economic and methodological integration of individual links of the material-conducting chain into a single system at the macro- and micro-levels.

Consequently, the logistics approach offers a different logic for managing the total resources of the enterprise and allows for the integration of logistics and production (corporate) strategies.

The results of using the concept of logistics in the production and trade areas of activity are: the required amount of inventory material resources in the right place and at the right time; coordination of external and internal transport, which guarantees timely delivery of goods in accordance with production requirements; synchronization of warehousing and transport, as well as compliance of containers with transportation requirements, which allows minimizing logistics costs, reducing the level of all types of stocks; synchronization of consumer orders and the time of provision of transport services.

Thus, logistics in the enterprise is currently perceived as:

first, as a modern competitive strategy commercial organization, the purpose of which is the progressive conquest of the market and resource saving;

secondly, as a systematic approach, representing the movement of material, informational, financial, labor resources in the categories of flows and stocks;

thirdly, as an algorithm for organizing the rational movement of material flows, the accompanying flows of information and finance at all stages of commodity circulation;

fourthly, as a type of entrepreneurial activity of organizations specializing in the purchase, storage, and delivery of consignments to customers.