Procurement organization and management activities are aimed at ensuring that the company receives the raw materials, materials, goods and services necessary in terms of quality and quantity at the right time, in the right place, from a reliable supplier that fulfills its obligations in a timely manner, with good service(both before and after the sale) and at a favorable price. Procurement (supply) is one of the most important functions in every company. The importance of organizing and managing procurement can be considered in two aspects - tactical and strategic.

Procurement in tactical, operational terms - daily operations traditionally associated with procurement and aimed at avoiding shortages, lack of material resources or finished product. The lack of the required quantity of a quality product, its untimely delivery can create a problem for the end user of the product or service. This idea is so obvious that the lack of customer complaints can probably be an indication of a good supply. The difficulty is that some companies never expect anything more from the supply function, so they don't get anything more in this regard. The strategic side of supply is the actual process of procurement management, communication and interaction with other departments of the company, external suppliers, the needs and requests of the end user, planning and developing new procurement schemes and methods, etc. The potential of the strategic area of ​​procurement is great. Its development and use depends both on the knowledge of such potential by the company's management, and on the ability to effectively distribute corporate resources. It is the responsibility of those authorized to manage the procurement function to find strategic opportunities everywhere and bring them to the attention of the company's senior management. Let us dwell on the terminological aspect. Getting acquainted with the terminology in this area, it is necessary to take into account the peculiarities and traditions that have developed in different

sectors of the economy, as well as national features of the economy. Abroad, the scope of activities for the provision of the company -

manufacturer or trading company necessary types of material resources or finished products traditionally called Purchasing / Procurement - procurement / procurement management (supply). Same area production activities in domestic practice is still called "material and technical supply" ("providing"). At enterprises wholesale trade in the domestic planned economy, the term "commodity supply" was used for a long time. However, in recent years, the growing

the number of scientists and logistics specialists (mostly from

"supply") began to define this area as "purchasing logistics".

In some cases, one can come across the concept of supply management, which refers to planning and control over all incoming material flow (material resources and finished products) entering the company. This includes the following types activities:

- planning the receipt of material resources and (or) finished products and control at this stage;

- actual purchases;

- delivery;

- acceptance and quality control;

– storage and release for production;

– disposal of unclaimed or low-quality balances;

– recycling of production waste.

Often, material management in industrial companies in Western logistics practice covers the areas of procurement and logistical provision of production, which can be difficult to distinguish. In a typical manufacturing plant, for the receipt of materials and components from outside Right place and the right time (procurement) is answered by the supply department. But as soon as the production process is launched, servicing all the needs that arise after that for the movement of materials and semi-finished products within the enterprise is classified as logistics (support) of production.

Purchasing management is the area of ​​activity, as a result of which the company acquires the necessary goods and services. The purchasing process is the organized purchase of products for further processing or resale. Products purchased for industrial enterprises are mainly material resources necessary for production, and for trading companies - finished products for subsequent sale.

The field of activity related to procurement includes all the functions that are necessary for the continuous provision of the company on a daily basis and in the long term. Therefore, the activities of a logistics manager (purchasing manager) include the following tasks:

- determination of the need for material resources;

– search for a potential supplier;

– assessment of the possibility of purchasing from several alternative sources;

– selection of the procurement method;

– setting an acceptable price and terms of delivery;

– monitoring of the goods until the moment of its delivery;

– Evaluation of the supplier's products and services.

If the purchasing functions are expanded, then they will include inventory control, transportation, acceptance of purchased products and control at all these stages.

Purchasing management process general view consists of six functional blocks.

The first functional block is the definition of needs . The process of supplying an enterprise begins with a reasonable determination of its need for goods (what, how much and when is needed).

The second functional block is the formation of purchase orders . The list of orders is formed based on the reasonable needs of the enterprise. First, acceptable conditions are determined (prices, terms, batch sizes), and then they search possible suppliers. They are selected according to databases, catalogs, price lists, calculations of estimated transport and storage costs. Orders are made in the form of a purchase agreement.

The third functional block is payment for the order and monitoring the progress of orders. On the this stage a payment document is issued for the supplier, and he, in turn, issues a power of attorney for receipt, which is a kind of guarantee for the successful delivery of the ordered goods.

The fourth functional block is the receipt and verification of goods. Products received from suppliers undergo an incoming control procedure. If it complies and satisfies the quality certificates, then it is transferred immediately to the workshops (milk) or to warehouses.

The fifth functional block is the posting of products in warehouses. At this stage, receipt invoices for the goods are issued with their further posting to the warehouse and registration receipt order. In case of damage to the goods, return invoices are issued, the goods are released from the warehouse and an invoice is issued.

The last sixth block is reporting. All documents involved in the procurement process are entered into various journals and registers for the preparation of financial statements and procurement planning in the future.

Automation of the procurement department

By automation in the general sense, it is customary to understand the use of technical means and special control systems that partially or completely free a person from direct participation, receipt, transformation, etc. energy, materials, information.

For the implementation of the procurement process, automation involves the use of computer technology with specialized software installed on it. At the same time, the process of drawing up purchase requisitions, monitoring their execution, as well as maintaining various reports will continue to be performed by the application client, depending on its access rights.

The main goal of automating the procurement process is to ensure proper control of this process, as well as minimizing the time spent on execution. Another important factor is the transparency of the implementation of the procurement plan in accordance with the rights of access to this information.

To achieve this result, special software is installed that will facilitate the work of the dispatcher and speed it up. labor activity. Automatic cost calculation, exclusion from the database with expired placement, no need to re-enter information into the system, reporting, access rights, uploading to an external document for printing - all of these functions are a vivid example of automation.

In any large organization, there is a problem of implementing and automating the procurement process. Currently, many developers offer their own procurement management systems in the enterprise. They are served both as separate applications and as an addition to automated enterprise management systems.

IT ENTERPRISE - this decision designed for effective management on industrial enterprises and holding structures.

Procurement management in the IT-Enterprise system includes the following steps:

– determination of the needs of material resources based on regulatory and application needs, forecast warehouse balance, requisitions not selected by departments, open purchase orders, safety stocks, replacement materials;

- identification and evaluation of potential sources of supply of materials, namely maintaining a file of approved, preferred, potential and rejected suppliers indicating the minimum, maximum lot and frequency of delivery, delivery time in days, delivery conditions;

– preparation of purchase requisitions – preliminary formation of requisitions for ranked suppliers, automatic distribution applications by e-mail to the contact persons of suppliers;

- evaluation of proposals for the purchase, as well as the selection of a supplier and the execution of an order for the supply of goods, accounting and evaluation of proposals, automated generation of a tender conclusion with comparative characteristics purchase conditions for several suppliers, registration of a purchase order in the form of a contract, specification, invoice, etc.;

- control over the execution of purchase orders - accounting for the implementation of the procurement plan;

– control of distribution and issuance of stocks.

1C: Enterprise 8. MTO Logistics.

Procurement management.

To ensure the quality of manufactured products, ensure the continuous supply of materials to production and fulfill orders in

in accordance with the planned deadlines without exceeding the planned cost, an important task is effective management purchases of goods and materials.

The subsystem provides managers responsible for supply with the information necessary for making timely decisions on the replenishment of stocks of goods and materials, to reduce procurement costs and to clearly organize interaction with suppliers.

Among the features that the subsystem provides:

– operational planning purchases based on sales plans, production plans and unfulfilled customer orders;

- placing orders to suppliers and monitoring their execution;

– registration and analysis of performance additional conditions under contracts with fixed nomenclature positions, volumes and terms of deliveries;

– support for various schemes for receiving goods from suppliers, including acceptance for sale and receipt of customer-supplied raw materials and materials;

- analysis of the needs of the warehouse and production in goods, finished products and materials;

– end-to-end analysis and establishment of relationships between customer orders and orders to suppliers;

– analysis of the consequences that may result from non-fulfillment of orders by suppliers (which customer order can be disrupted by a short delivery of goods or materials);

– procurement planning, taking into account the predicted level of stocks and reserved goods and materials in warehouses;

- selection of the best suppliers of goods according to their reliability and history of deliveries over the years of work, criteria for the urgency of order fulfillment, proposed delivery conditions, territorial or other arbitrary characteristics and automatic generation of orders for them;

– scheduling deliveries and payment schedules.

Software products of the Frigate family - complex automation accounting in trade, in production, in the service sector.

"FRIGATE-CORPORATION" combines the necessary set of management accounting tools of a modern ERP system, which ensures the management of the movement of material and cash flows, detailed operational accounting based on primary documents, analysis and forecast of the effectiveness of business processes, their analytical processing and forecasting, and traditional A complex approach to accounting, data control and automation. When developing FRIGATE-CORPORATION, both modern international management methods (MRP II, CRM, SCM, ERP, ERP II, etc.) and the real needs of enterprises that do not fit into the standard set of functionality of these methods, as well as the experience of successful automation were taken into account accounting and enterprise management, accumulated by the company "Fregat". Using its advantages as an ERP-

system, "FRIGATE-CORPORATION" allows you to achieve high flexibility, provides integration with heterogeneous data sources, reliably supporting managers in solving daily management accounting tasks.

The original and simple interface of the FRIGATE family of programs, along with the rich functionality and power of client-server technologies, allows a user of any level of training to effectively use them in enterprises from a large holding to a small warehouse store. Software"Frigate" without being too

“hard”, at the same time does not require “completion of at least six-month off-the-job courses” for its setting.

Frigate-Sklad (version DE-LUXE) - the program allows you to control the entire cycle of movement of inventory, including management of purchases and sales (expenditure), and supporting all types of workflow for production, wholesale, and retail:

- serial accounting, accounting for the expiration dates of goods, accounting for "revenues";

– automatic filling of the specification of any document in accordance with customizable conditions, in particular, taking into account the minimum and maximum stock;

- all normative methods write-offs of goods: by average, LIFO, FIFO, price of a specific receipt;

is a powerful pricing mechanism. Saving price history;

– the ability to create, delete and edit links between various payment documents and warehouse orders. Partial and "per item" payment of invoices, support for barter transactions;

– a convenient mechanism for data synchronization with remote warehouses;

– formation of the book of purchases and the book of sales;

– developed mechanisms for building;

– setting access rights. Fixing the time, the author of the creation and the last correction of the document.

Program "Industrial Warehouse".

The programs "Industrial warehouse" and "Industrial warehouse professional" are intended for enterprises that keep records material assets for their production needs, and not for sale ( manufacturing enterprises, car depots, state institutions, construction organizations etc.). The main task of the program is to show the balance and movement of goods and materials in the context of storage locations (warehouses, teams, facilities, workers) in order to answer the questions “Where and what material is stored”, “Who has what” and show the movement of goods and materials in the above sections.

Design Toolkit Overview automated system procurement control and management

The developed information system is intended for use in the Windows operating system, and therefore must have an interface typical for this OS: include a generally accepted set of controls, a window interface, etc.

To work with databases in the developed application, Microsoft is used SQL Server". It is a relational database management system (DBMS) developed by Microsoft Corporation. Used to work with databases ranging in size from personal to large enterprise-scale databases; competes with other DBMS in this market segment.

The Microsoft SQL Server database server uses a version of the SQL language called Transact-SQL (T-SQL for short) as the query language. The T-SQL language is an implementation of SQL-92 (the ISO standard for the SQL language) with multiple extensions. T-SQL allows you to use additional syntax for stored procedures and provides support for transactions (database interaction with the control application).

To provide access to data, Microsoft SQL Server supports Open Database Connectivity (ODBC) - an interface for interaction between applications and a DBMS. SQL Server 2005 provides the ability for users to connect through web services that use the SOAP protocol. This allows non-Windows client programs to connect cross-platform to SQL Server.

To work with databases on my computer was installed

"Microsoft SQL Server 2008". This version has some technical limitations. Such limitations make it unsuitable for deploying large databases, but it is quite suitable for maintaining software systems on the scale of a small company. Contains full support for new data types, including XML specifications. In fact, this is a full-fledged MS SQL Server, including all its programming components, support for national alphabets and Unicode. Therefore, it is used in applications, when designing or for self-study.

ASP.NET, a technology for creating web applications and web services from Microsoft, is used as an application development platform. She is integral part Microsoft .NET platform and development of the older Microsoft ASP technology. At the moment latest version this technology is ASP.NET 4.5.

ASP.NET retains many similarities to the older ASP technology in appearance, making it relatively easy for developers to migrate to ASP.NET. At the same time, ASP.NET is very different internally from ASP because it is based on the .NET platform and therefore takes advantage of all the new features provided by this platform.

Although ASP.NET takes its name from the old Microsoft ASP technology, it is quite different from it. Microsoft has completely rebuilt ASP.NET based on the Common Language Runtime (CLR), which is the foundation of all Microsoft .NET applications. Developers can write code for ASP.NET using almost any of the programming languages ​​included with the .NET Framework (C#, Visual Basic .NET, and JScript .NET). ASP.NET has a speed advantage over scripting technologies, since the first time the code is compiled and placed in a special cache, and then it is only executed, without requiring time for parsing, optimization, etc.

Advantages of ASP.NET:

- compiled code runs faster, most errors are caught at the development stage;

- significantly improved runtime error handling, using try..catch blocks;

- user controls (controls) allow you to highlight frequently used templates, such as site menus;

– use of metaphors already used in Windows applications, such as controls and events;

– an extensible set of controls and class libraries allows you to develop applications faster;

– ASP.NET relies on the multilingual capabilities of .NET, which allows you to write page code in VB.NET, Delphi.NET, Visual C#, etc.

- the ability to cache the entire page or part of it to increase performance;

- the ability to cache data used on the page;

– the ability to separate the visual part and business logic into different files (“code behind”);

– extensible request processing model;

– extended event model;

– extensible model of server controls;

– the presence of master pages for setting page design templates;

– support for CRUD operations when working with tables through GridView;

- built-in AJAX support.

ASP.NET has a speed advantage over other script-based technologies. ASP.NET is the richest environment for developing and deploying web resources. In ASP.NET, you can work with any .NET language, up to Managed C ++ and Visual Basic, which allows you not to think about switching to C # .

Selected design tools information system will minimize the development effort, simplify the deployment of the application in the local area network of the organization, ensure the proper performance and portability of the system, which is ensured by the fact that the application development tools provided by Microsoft make it possible to perfectly adapt the final product to work in operating systems of the Windows family.

2 FUNCTIONAL AND LINGUISTIC MODELING OF THE PROCUREMENT CONTROL AND MANAGEMENT SYSTEM AT THE ENTERPRISE JSC "ROGACHEV MILK AND CANNERY FACTORY"

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Page creation date: 2016-04-12

Sergei Filippov, Director of the architectural bureau "Sergey Skuratov Architects", Moscow

• How to create a purchasing department: approaches to formation using the example of a trading company
• The place of the purchasing department in the organizational structure of the company

It is difficult to overestimate the importance of a well-organized purchasing department for the stable and economically viable operation of the entire company. Creating a purchasing department is possible in two ways. Depending on the option chosen by the CEO or the owner of the company, the fate of the department will largely depend.

Depending on the foresight of the owner or director of the company, a specific model for creating a purchasing department may be used. I had to implement programs in my practice, both maximum and minimum. By personal experience I can say that the second option is more preferable.

Formation of the purchasing department: the first model

1.Formulation of the problem. The beginning in the construction of the purchasing department is directly the formulation of the problem. The CEO is required to determine the purpose for which the department is being formed - the number of articles, the number of suppliers, assortment groups, the turnover rate that the company plans to reach. Based on these indicators, the required number of employees and the required skill level of employees will be determined.

2.Qualification and number of employees. 2-5 people can work in the department. The exact figure depends on the number of suppliers with which the company works. Based on 1 purchasing manager, 3-7 suppliers should be installed - this takes into account the specifics of the goods supplied, the volume of the purchase turnover.

The main duties of managers are to control deliveries, the state of stocks in warehouses, payments to suppliers, fulfillment of contracts, work with claims. The best option is when department managers have experience in a field similar to yours. Since at more the contacts the manager has, the better it will be possible to quickly establish the effective work of the department.

Purchasing directors can be attracted from another field of activity. The main task of this specialist is to perform general plans, with tracking deficits and illiquid assets, turnover rates and sales for the company, with the conclusion of supply contracts. His list of duties also includes maintaining the stability of the contract - not interrupting it in the absence of any manager. Therefore, the specialist needs to know the status of each contract.

• Purchasing in the face of austerity: 6 rules to improve efficiency

3. Terms of reference from the sales department. The work of the purchasing department should not be carried out solely at the discretion or on the instructions of the management. He is engaged in the implementation of the sales plan - in fact, the prescribed terms of reference, the preparation of which is carried out by the relevant department. A plan designed for a certain time interval is prepared by the sales director based on the sales forecast (optimally - a year ahead with a quarterly and monthly breakdown, divided by manufacturers, product lines, each individual article). When drawing up the plan, indicators that are related to the minimum profitability of the business (provided by financiers) should be taken into account. The sales plan must then be approved by the general director, becoming a certain internal law. The purchasing director, taking into account this plan, will be able to find a supplier himself, determining the conditions and price of delivery of goods. From him synchronization of delivery times is required and calendar plan sales.

4. Money motivation. Should be determined according to the commercial result and is built like this:

• salary (about 40% of the total income for managers and 55-60% for the head of the purchasing department);
• bonus part (50% - for managers and 30-35% - for the head);
• administrative bonus (10%).

The bonus part should depend on 3 main factors:

• Timeliness of delivery of goods. It is easy to evaluate this criterion. An appropriate bonus is set for fulfilling the condition. If the goods were delivered earlier or later due date, a fine is issued for the manager and the purchasing director.
• The volume of illiquid assets relative to everything inventory. With fewer illiquid assets, the better job purchasing department - accordingly, a bonus is due for this. The converse also applies. Also, wages can be calculated taking into account deficits, but this approach is less critical, although rather undesirable. After all, deficits affect lost profits. And illiquid assets overstock the warehouse, with a decrease in working capital.
• The average inventory turnover in the warehouse during the reporting period. This indicator is normalized quite easily, with bonuses or fines in case of deviations up or down.

The bonus part in the income of employees depends on the turnover by about 50-60%. And non-liquid assets (deficit) and timely delivery of goods are taken into account in equal shares. The bonus of the head of the department depends on common work managers and warehouse. And already the bonus for each manager is affected by the part that he manages.

5. The date of creation of the department. I built the considered model for 1.5-2 months. During this time, we managed to recruit staff, create a management model and establish processes for interacting with the sales department.

How to control a buyer: 4 principles

Do you want to make sure that the buyer buys goods at the best price and does not sit on kickbacks? Check the subordinate. To do this, the editors of the magazine "General Director" use four principles.

By implementing the above rules, you will put things in order in the purchasing department, you will be able to assess how efficiently the specialists do their work, what tools they use. In the future, on the basis of this knowledge, you will form company purchasing policy.

Place of the purchasing department in the organizational structure

I think that the purchasing director at the administrative level should be subordinate to the general director. And functionally, he must report to the commercial director or sales director. The terms of reference on what needs to be purchased is provided by the seller - if everything is done by the purchasing department according to the approved task of the sales department, we can talk about the normal operation of the model.

The head of the purchasing department, depending on the specific situation, may be subordinate to the commercial director. However, the seller needs to provide a similar motivation - in order for the assigned task to be really doable. Of course, the seller dictates his own rules, because he earns money. However, the requirements for the seller are always higher - he needs to feel the market, the commercial process, with the formation of a sales forecast for each article. I believe that the seller should remain the “extreme” in the company - it depends on him general development business and income.

He speaks CEO

Sergey Makarenko, General Director of Würth-Rus, Moscow

The purchaser's premium must be influenced by the sales plan. Some other coefficients may also be taken into account in the calculation. In particular, we use the "service factor" - how many positions from the submitted orders we can satisfy immediately. This indicator should be at least 96-97%.

When the purchasing department was able to gain capacity, we will introduce an annual bonus for the team from profit before tax. I oppose linking all working parameters to wages. Because salaries are not transparent. A person cannot solve a multifactorial problem and calculate the bonus part in advance.

We pay a fixed salary for employees of the purchasing department. But for very complex contracts, incentive bonuses should be provided based on performance. There is no need to tie the salaries of managers to the volume of purchased products. With a clear oversupply of goods from a certain supplier, if it is impossible to explain the reasons for the surplus, the manager should think - the manager may have a personal interest in such purchases.

The second model of creating a purchasing department

This model includes everything discussed above, but a different principle of organizing the work of the department is proposed. If you plan to organize a more efficient model, you need to start with the introduction of internal economic accounting at the enterprise, and the formation of an independent financial accounting center based on the procurement department.

We are talking about the creation of internal market relations in the company, using the budget management system. The Procurement Director in this case, in the performance of the duties discussed above, acts as the holder of the procurement budget, the general center of financial accounting. The savings due to the optimization of logistics and more profitable contracts become a personal fee for the specialist, as well as a reward for the department.

Within the company, entrepreneurial demand is already formed at the level of departments and services, contributing to a more rapid development of business. All employees are interested in the development of the company to receive additional bonuses. Providing bonuses will incentivize purchasing managers to be less involved in the corrupt schemes with suppliers that always arise in the market. This model does not completely avoid the problem of rollbacks, but significantly reduces their number.

The purchasing department appears before the sales department of a certain external company, from which the order is placed. But at the same time, intercompany relations are preserved. It retains its own profitability for each department, with an individual financial result - it is officially divided, based on our tariff agreement. Part of the funds goes as an internal tax for the owner, because it allows departments and employees to use their brand for work and income. This tax is the part that the owner then receives in the form of dividends or funds for investment and business development.

This model is part of the budget management system using business units. When using this model from the very beginning, the purchasing department reaches maximum efficiency (this statement is also true in principle for other departments and departments). It took me 8-18 months to create such a model. The main difficulty lies in working with the psychology of employees - turning them into independent entrepreneurs and your associates. Not everyone can cope with this role, and some employees have to leave. But the result obtained exceeds expectations. Therefore, we always use this model.

• Non-material motivation of personnel - system, methods, examples

CEO speaking

Sergei Miroshnichenko, General Director of Srednevolzhskaya Gas Company LLC, Samara

Our service company is part of the structure of natural monopolies. We do not have classic purchasing and sales departments. Subordinate to the general director of the company are his deputies, heads of structural departments and branches. Each department is endowed with sufficient independence of work - with its own work plan, budget, regulations for payments and work.

All purchases were sent to provide material resources for the reconstruction and construction of networks. In total, 90% of materials (about 30 product groups) are purchased by UPTK as part of the parent company. Management is subordinated to the General Director for commercial matters. In recent years, the company has formed a circle of reliable suppliers, with a fairly well-established system. Therefore, the allocation of the purchasing department to overall structure company and the appearance of the position of director of the department, we considered irrelevant.

UPTK employees, together with the team of the bidding department (subordinate to the first deputy general director), are engaged in the selection of suitable suppliers. Further, the bidding department analyzes the correctness of the procurement procedures, with the selection of suppliers by tender or request for quotations.

The decision is made directly by the bidding department, with the preparation of a protocol. This procedure is usually carried out at the conclusion of large contracts. Unique products are purchased, usually from a specific supplier - since quality is of paramount importance. The department ensures the supply of products to the central warehouse upon receipt of orders from other departments.

Sergey Makarenko, General Director of Würth-Rus, Moscow

I do not think that the company needs a serious purchasing department from the first days of its work. The main thing in this case is to find a client, more important at this stage is not the purchase itself, but the development of sales. Purchases of goods are made according to the simplest options - for example, in one place, without searching for the best prices. Because while the company does not have sufficient understanding of the characteristics of the market. In this case, the buyer has more technical functions.

Recently opened subsidiary according to your profile. At first, procurement issues were decided by the General Director. But then there was a person who was able to take over all the work with the goods - from the supplier to the warehouse. He was an excellent logistician, the main task was to organize optimal import routes for goods. However, the company eventually moved to the next stage - the phase of rapid growth. In such conditions, we began to need a specialist with a completely different understanding of the features of the warehouse. A good buyer is inherently an entrepreneur who is constantly on the lookout for the best deals and willing to take the right risk.

The work of the purchasing department begins for real, when the company already feels confident in the market, having built a sales system and defining the main segments target customers. To increase competitiveness, careful control of product quality is necessary, pricing and a well-thought-out assortment are important. The buyer can choose quality goods, identify a suitable supplier, agree on prices. The final place of the company in the market will largely depend on his negotiating talents.

We have been at the stage of development over the past few years. I had to change the buyer-logistician, instead of whom the buyer-enterprising employee came. Now the growth is at the level of 40-50% annually, and earlier it hardly reached 25%. At first, the invited employee was a product manager, then he gradually mastered the entire range of the company (about 3 thousand items for the warehouse company, and the concern - 50 thousand items). We set ourselves the goal of reaching the indicator of 15 thousand articles, and the purchasing department is called upon to become effective tool further growth of the company.

1.3.1. Organizational issues of the supply department

The organization of supply depends on the type and size of the organization. In a small organization, one employee may be responsible for all purchases. A medium-sized organization may have a department staffed by purchasing staff, freight forwarders, warehouse workers, and clerks. In a large organization, sourcing may involve hundreds of people coordinating huge purchases of materials.

The main issues of organizing the work of the procurement department:

1) how to organize purchases: centrally or locally?

2) what issues will the supply department be authorized to solve?

3) what will be the status of the supply department, to whom will the purchasing director report?

4) what will be the organizational structure and distribution of responsibilities within the supply department?

Organizations whose divisions are geographically distant from each other may, in some cases, resort to local procurement options. But usually the supply of the enterprise is organized by one department, which allows you to benefit from centralized procurement:

elimination of duplication;

Consolidation of all purchases of similar or similar materials, which allows you to receive discounts;

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

availability of a single point of contact with suppliers;

Reducing the cost of transportation, storage and maintenance;

Concentration of responsibility for supply, which facilitates managerial control.

On fig. 10.1 presents two options for the organizational structure of the enterprise, which are fundamentally different in the possibilities of implementation systems approach to MP management.

In the variant shown in Fig. 1.1, a, the MP management function in the supply process is divided between different services, which reduces the efficiency of its implementation. The structure shown in fig. 1.1b eliminates this separation by bringing inventory management, purchasing and warehousing into one hands.

The rank of the manager to whom the purchasing manager reports is a good indicator of the status of the purchasing department in the enterprise. If the purchasing director is a vice president and reports directly to the head of the firm, then this shows that the supply is recognized as one of the functions of the senior management level. But there are situations where the purchasing department reports to an executive director of operations, or vice president of administration, or financial director enterprise, or the service of the chief engineer.

1.3.2. Standard Procurement Implementation Procedure

Having selected a supplier and entered into purchasing agreements, the organization must then follow a specific procedure, which depends on the type of product being purchased. On fig. 1.2 presents the typical steps of the procurement cycle, which can be complicated or simplified.

The first three steps lead to the selection of materials and supplier, and then, in step 4, comes the main point associated with placing a purchase order. Here, the organization agrees to purchase specific materials from a supplier, after which the purchase order sets in motion the entire supply chain (together with the necessary production planning, agreements with transport organizations, financing, etc.). Purchase order is part of a legal contract between an organization and its supplier. The rest of the steps lead to the specification of delivery details.

Rice. 1.1. Options for implementing the supply function in the enterprise

Rice. 1.2. Typical Procurement Cycle Steps

All these actions lead to certain costs, sometimes quite high, which leads to the search for ways to reduce them.

There is another problem - considerable time required for their implementation. Sometimes it can take one day for materials to be delivered from a supplier, although the delivery itself can take up to five weeks.

1.3.3. Electronic supply

Most organizations are already using e-procurement in one form or another. A number of reviews have concluded that since the early 2000s, over 50% of European companies have been using this supply option. Key benefits provided by e-procurement include:

· gives instant access to suppliers located anywhere in the world;

· creates a transparent market where products are easily available and the conditions for obtaining them are acceptable;

· automates purchases using standard procedures;

Significantly reduces the time required for transactions;

Reduces costs (usually by 12–15%);

· integrates its own information system with similar systems of suppliers.

It should be remembered that electronic supply provides much better communications in the first place, but does not necessarily improve physical material flow. The main impact of e-procurement is not only in increasing the speed of procurement, but in its effect on the supply chain. Now customers can buy from many suppliers, geographically distant from each other. In addition, they can buy directly from manufacturers or entry-level suppliers, and they can also take advantage of many specialized web retailers.

1.3.4. Methods of procurement and delivery of purchased materials

Organizations vary the degree of sophistication of their procurement procedures depending on the types of materials purchased. Generally speaking, the higher the cost of materials and the more complex the requirements for them, the more time and effort required for the staff of the supply department.

Material types requiring different purchasing approaches:

· for non-essential materials providing low profits and creating little risk in deliveries, simple procurement procedures are used;

· materials, the absence of which can cause difficulties at work, and availability ensures low profits and creates more high risk in deliveries, require long-term contacts with alternative sources to avoid potential problems;

· strategic materials Those that provide high profits require more formal relationships with suppliers for a longer period, possibly the formation of alliances and partnerships.

The choice of the procurement method is very important because it affects the turnover of inventories and capital of the enterprise, the costs directly for the purchase of MP, for placing orders, for storing stocks, storage areas, etc. The choice of the procurement method depends on the policy of UZ, the complexity and significance for the enterprise of the final product, the composition of components and materials.

Basic Procurement Methods

· Purchase of goods in one batch involves the supply of goods in a large batch at a time (bulk purchases). In this way, goods can be purchased, the need for which arises unexpectedly, and which do not require long-term storage. pros: ease of paperwork, guaranteed delivery of the entire batch, increased trade discounts. Minuses: a large need for storage space, a slowdown in capital turnover.

· Regular purchases in small lots . The buyer orders the required quantity of goods, which is supplied to him in batches over a certain period in accordance with the demand schedule for them. pros: the turnover of capital is accelerated, since the goods are paid for as individual batches arrive; savings in warehouse space are achieved; the cost of documenting the delivery is reduced, because only an order for the entire delivery is issued. Minuses: probability of ordering an excess quantity of goods; the need to pay for the entire quantity of goods specified in the order.

· Daily (monthly) purchases according to quotation sheets are used where cheap and quickly consumed goods are purchased. Quotation sheets are compiled daily (monthly) and include the following information: complete list goods; the number of goods in stock; the required number of goods. pros: acceleration of capital turnover, reduction of costs for warehousing and storage, timeliness of deliveries.

· Procurement as needed similar to a regular supply of goods, but characterized by the following features:

The quantity of delivered goods is not fixed, but is determined approximately;

Suppliers before the execution of each order contact the buyer;

Only the delivered quantity of goods is paid, i.е. upon expiration of the contract, the customer is not obliged to accept and pay for goods that are yet to be delivered.

pros: the absence of firm obligations to purchase a certain amount of goods, the acceleration of capital turnover, a minimum of work on paperwork.

· forward purchases can be produced in two forms:

The organization orders more materials than it currently needs and keeps the excess in inventory;

Conclusion of contracts for the delivery of MR at a specified time in the future.

Various combinations of the above methods.

RECOMMENDATIONS FOR IMPROVING THE WORK OF THE PURCHASING DEPARTMENT OF THE ENTERPRISE ELECTROPRIBOR LLC

The situation on the market today forces all companies, even the most successful ones, to save and optimize any activity in the enterprise. Not engaging in procurement optimization today is a crime against own business, therefore, I described a number of measures that will help Elektropribor improve the efficiency of procurement and the work of the MTS bureau.

1. One of the measures to improve the work of the procurement department is the proposal to introduce a system of motivation for BMTS employees.

Goals of the motivation system. The introduction of a motivation system in the procurement direction has the following main goals:

· providing individual buyers with an additional incentive to organize more efficient purchases;

stimulating the development of the procurement department as a whole and its entry to a qualitatively new level of providing the enterprise with raw materials and materials;

· Increasing the transparency of procurement.

· monthly bonus (calculated summarily based on the analysis of the percentage of the purchaser's fulfillment of the requirements that determine the receipt of the bonus);

a one-time bonus payment (paid as an incentive for performing certain actions that are not provided for by the daily list of duties and job description);

· participation in the company's profit (provided for the purchasing department as a whole on the basis of the summarized number of indicators that affected the increase in the company's profit);

Non-material incentives (provided for particularly distinguished promising employees based on their professional activity for a certain period of time, such as a quarter or half a year).

3. A brief explanation of the ways to encourage.

1. Monthly premium. The following scoring system for evaluating the activities of the purchaser based on the results of the month is proposed in order to further encourage him.

Table 3.1 - System for evaluating the activities of the purchaser *

	Estimated indicator		Number of points
	Inventory	Availability on the 25th day of the current month in the warehouses of the standard balances of raw materials of the buyer's commodity group	The rest correspond to the normative ones in 60-75% of positions - 3 points. From 75 to 95% of positions - 4 points. The balances correspond to the standard for all positions - 5 points. Note: in the absence of at least one position of the minimum balance, points are not awarded
	Price of purchased goods	The price of each newly contracted batch of goods must be compared with the price of the previous purchase. The increase in price must be justified, the decrease entails the receipt of bonus points	Price reduction for each commodity item: · from 1 to 5% of the previous purchase - 3 points; · from 5 to 10% of the previous purchase - 5 points; · from 10 to 15% of the previous purchase - 6 points; · from 15 to 25% of the previous purchase - 7 points; · from 25% to 50% of the previous purchase - 8 points
	Supply stability	No supply disruptions, no plant shutdowns due to raw material shortages	Compliance with these requirements at the end of the month - 3 points. Note: in case of failure of at least one delivery, points are not awarded
	Payment terms		Transfer of "prepaid" goods to the category "payment upon delivery" - 5 points. Increase in the grace period for the delivered goods -- 3 points for each additional 5 banking days
	Planning		Availability ready plan-- 3 points
	Presence of claims	Presence or absence of claims of consignees to quality or documentation goods received from the 25th previous month to the 25th of the current month	The complete absence of claims - 5 points. Up to 2 claims - 3 points. 3 or more claims - 0 points
	Work with claims		All received claims are sorted out, measures and decisions are taken on all - 5 points. Decisions and actions taken on more than 60% of claims - 2 points. Less than 60% of claims are “closed” -- 0 points
	Supplier structure, supplier evaluation system	Regular evaluation of suppliers (dossier maintenance, quality control, etc.), reduction in the number of intermediaries and increase in the number of manufacturers and direct importers in the structure of suppliers	The status of the supplier evaluation system on the 25th day of the current month: Excellent - 5 points; Satisfactory - 3 points; work was not done during the month - 0 points
	Document flow	Timely reporting (percentage of availability of accounting documents and verified deliveries on the 25th day of the current month)	The work is less than 60% done - 0 points. The work is done by 60-75% - 3 points, Work done by more than 75% - 5 points
	Attitude to work, discipline, striving for procurement optimization	According to the results of the month (assessment by the head of the purchasing group)	Active work - 5 points. There is a desire, but few results - 3 points. Half-hearted work - 0 points

*Source

After analyzing the work of the buyer, the points are summed up and "translated" into a percentage of the premium according to the following table.

Table 3.2 - Correspondence of the number of points with the percentage of the bonus *

*Source

2. One-time bonus payment. A bonus payment in the amount of one or more monthly salaries may be issued to a procurement officer for the following achievements:

conclusion of a supply contract directly with the manufacturer required by the company goods with a corresponding reduction in the purchase price;

conclusion of a long-term supply agreement with a supplier of raw materials from a "strategic" group of goods with a significant improvement in conditions for the buyer (for example, delivery to the consignee's warehouse instead of pickup, deferral instead of prepayment, provision of a cumulative discount on the price of goods, provision of additional free service etc.);

conclusion of a direct import contract for the supply of goods;

· an emergency purchase that prevented a stoppage of production due to a lack of raw materials, if it was the result of force majeure or negligence of employees of other departments of the company (not the purchaser!).

3. Participation in the profits of the company. This type of encouragement is provided as a group motivation -- for the entire purchasing department. It consists in the fact that, based on the results of an analysis of the group's activities provided by its leader, the general director decides on the distribution of a certain percentage of the company's profits received for a given period (the most convenient period is a quarter) among buyers as a bonus.

In addition to being a group incentive method, it differs from the monthly bonus in two other ways:

a) not all indicators taken to assess the activities of the purchaser are taken into account; but only the most important for the company's activities;

b) the reward amount is not tied to official salaries employees, since it is calculated from the amount of the company's profit.

To evaluate the performance of a procurement group that claims to participate in the company's profits, the most important indicators are selected from the list of standard indicators. In order to be included in the list of applicants for a percentage of profits, you must meet the minimum requirements, which are indicated in the table below.

Table 3.3 - Requirements for claimants to receive interest on profits *

	Estimated indicator		Required minimum level
	Inventory	Availability on the 25th day of each month in the warehouses of the standard balances of raw materials	The balances correspond to the normative ones in at least 75% of positions. No unjustified "repackaging" of goods
	Prices of purchased goods	The price of each newly contracted batch of goods must be compared with the price of the previous purchase. Price increases only if there are serious justifications	Not a single unreasonable increase in prices for the analyzed period. On average, when analyzing the overall price curve for all commodity groups, one can see either price stability with slight fluctuations, or a tendency to reduce raw material costs
	Supply stability	Absence of disruptions in supplies, shutdowns of enterprises due to lack of raw materials	Compliance with these requirements at the end of the period
	Payment terms	Reducing the percentage of prepayments, increasing the grace period for payment for delivered goods	When analyzing the statistics of contractual payment obligations for the period, there is a tendency to increase the period for the company to fulfill payment obligations
	Planning	Availability on the 25th day of the current month of the plan for deliveries and payments for the next month	Availability of a payment and delivery plan no later than the 1st day of each month. Deviations of actual deliveries and payments from planned ones by no more than 20%
	Work with claims	The reaction of the buyer to claims, investigation and communication of them to suppliers, taking action on claims (discounts, returns, price reductions, replacement, additional research, etc.)	Decisions and actions taken on more than 60% of claims
	Documento	Timely preparation and control of reports	On the 25th day of each month, more than 60% of all deliveries of raw materials reflected in 1C were checked, more than 60% of documents were provided for accounting

*Source

4. Non-material encouragement.

Non-material incentives are used for buyers who show their professionalism to the maximum, do an excellent job with the majority additional requirements and demonstrate the greatest prospects in terms of professional growth.

First of all, the top management of the company should be interested in this type of encouragement: it aims not only to increase the motivation of buyers, but also to improve the skills of the personnel available in the company, and, as a result, the overall level of procurement.

This type of motivation system may include incentives such as:

internship in a partner company (including abroad);

training (training) in a prestigious educational institution, passing any training of your choice - at the expense of the employer;

a trip to a foreign specialized exhibition, seminar, conference, etc.

For this type of encouragement, the purchaser's participation in any professional event, which is either prestigious for the industry, or will help him gain new knowledge and skills, improve his professional level, is suitable.

This motivation system should contribute to improving the quality of work of the BMTS of the Elektropribor enterprise.

2. Scheme of division of the commodity nomenclature between MTS economists. The work between the employees of the purchasing department is divided by suppliers: some suppliers - to one, others - to another, still others - to the third, and so on. However, in the case of ordering the same items (analogs, different in price, quality, brand - which, in principle, replace each other in the absence of one of them) from different suppliers, this practice does not always have a good effect on the results of the department, with collective responsibility, when everyone is responsible, the result is that no one is responsible.

To optimize the search for suppliers, I propose to divide the work between employees not by suppliers, but by product groups. And if only one person is responsible for the order of each product group, then there will be no overlaps. Thus, a clearly defined responsibility of each purchasing manager for positions from his part of the nomenclature base is achieved.

3. Implementation of interaction between departments of the enterprise. The BMTS department must monitor the information on the market and inform the production department (or the sales department, if it is a trading company) about new products with improved properties, greater consumer value, which are offered by suppliers. Colleagues from other departments may not be aware of such products and therefore may not order them. By the way, this is especially important for a manufacturing company focused on technological development. Thus, the suppliers in communication with suppliers will receive information about new technologies and products, and through communication with technologists will have an idea of ​​their value, and technologists will take into account the price factors reported by the suppliers in their requests.

4. Use of procurement on a competitive basis. Today, procurement on a competitive basis can bring significant benefits to a firm, as it allows you to identify best offers suppliers. According to the methods of conducting competitions can be divided into several types:

· "Paper" competition. This is a tender for which suppliers submit bids for one or more products in sealed envelopes. As a rule, before the tender, suppliers are checked on a number of formal grounds (for which they are required to submit a detailed questionnaire with various documents and certificates attached). Significant advantages of such a procedure: consistency, regulation, collegiality, officiality; suppliers are aware of the deadlines for submitting proposals and closing the tender. There are several disadvantages: the complexity of sending invitations, analyzing questionnaires, comparing different offers.

· Corporate trading floor. The competition is held in in electronic format on the company's website. The advantages of this method: it is easier for suppliers to submit proposals, send notifications and a competitive list. Cons - significant monetary and time costs for implementation, dependence on involved developers.

· Inter-corporate platform. You can post information about your competitions on special Internet portals. When choosing such a site, you should pay attention to its reputation, reviews about it, as well as the convenience of working with the portal and its technical capabilities. Be sure to analyze the proposed payment schemes for services.

Thus, the implementation of all the proposed measures will allow the enterprise LLC "MNPP" "Elektropribor" to improve the work of the logistics bureau and improve the organization of procurement activities.

In this article, you will read about why an enterprise needs a supply department, what structure of the supply department can be considered optimal, and how to organize effective management of the supply department. The answers to these questions, as well as detailed information Read more about the functions and responsibilities of the supply department.

Why does a company need a supply department

The work of the supply department necessary to maintain a sufficient stock of goods at the enterprise. He is engaged in determining the company's needs for certain materials, goods, technical resources, as well as organizing their storage and issuance, controlling the purpose of the use of material and technical resources and contributing to their savings.

When solving this problem, the staff of the supply department will have to study, take into account supply and demand for all consumed material resources, as well as analyze the level and fluctuations in prices for products, for the services of intermediaries, search for the most profitable option goods distribution, optimization of their stocks, taking into account the reduction of storage and transport and procurement costs.

• Production Director: functions and requirements for the position

The main function of the supply department is the optimal, timely provision of the appropriate material resources for production - of the right quality and complexity.

What are the functions of the supply department?

The functions of the supply department are presented in 3 basic areas:

1) Planning, including:

The study of internal and external environment enterprises, markets for individual products;

Forecasting, determining the needs of the enterprise in material resources of all kinds with the planning of optimal economic relations;

Planning the need for materials with the establishment of a limit on vacations to workshops;

Optimization of inventories;

Operational supply planning.

2) Organizational functions:

Collecting information about product needs, participating in sales exhibitions, fairs, auctions, etc.
- analysis of the sources of satisfaction of the need for material resources in order to determine the optimal one;
- obtaining and organizing the receipt of real resources;
- conclusion business contracts deliveries with selected suppliers;
- providing sites, workshops, workplaces with the necessary material resources;
- organization of storage facilities, which is part of the supply authorities.

3) Control and coordination of work, including:

Monitoring the fulfillment of obligations of suppliers under contracts, delivery times;
- input control of the complexity and quality of material resources entering the enterprise.
- control of production stocks;
- making claims against transport companies and suppliers;
- analysis of the work of the supply service, development of measures for the coordination of supply activities, increasing the efficiency of its activities.

The structure of the supply department

Among the main factors determining the structure of the supply department, it should be noted:

1. The size of the enterprise;

2. Industry affiliation;

3. Type of production;

4. Number and geographical location of suppliers;

5. Volumes and range of consumed material resources

6. Volumes and assortment of manufactured products.

The units that make up the supply service, their number and functions depend on these factors. The supply service is organized taking into account the experience of similar enterprises, as well as the requirements for the effective implementation of all supply functions.

When forming a supply department, the main condition is the principle of completeness and complexity - the structure should include all departments that are engaged in supply.

An important factor influencing the structure of the procurement department is the size of the enterprise. Supply departments in enterprises of different sizes will vary. On the large enterprises a procurement, logistics and procurement management system is organized with different divisions and departments according to functions and areas of activity. At medium-sized enterprises, departments of material and technical supply, logistics and purchases are organized.

The management of material and technical supply at small enterprises is handled by the head of the enterprise or his deputy - this is typical for non-production enterprises. In a small enterprise, as it grows, a supply department can be formed. When creating a supply department in a company, all the functions of warehousing, delivery, inventory management are transferred at its disposal.

Among the main types organizational structures supply services are noted:

1. Functional structure:

Transportation Department;

Purchasing department;

Planning and dispatching department;

Storage facilities;

Group customs clearance cargo.

This structure of the supply department is suitable for medium-sized enterprises without a logistics department. The planning and dispatching department is engaged in procurement planning, control, regulation and analysis of the implementation of the supply plan. The functional structure is basic, its elements are present in other types of organizational structures of the supply service. At small enterprises, as a rule, the MTS service includes transportation Department, purchasing department and warehouse.

2. Commodity structure. When an enterprise uses a wide range of material resources with significant volumes of purchases, commodity divisions can be formed in the supply service that work with certain types of material resources. Such a structure is characteristic of large wholesale and manufacturing trading companies.

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Commodity divisions are engaged in the operational functions of supplying and purchasing specific material resources. The planning and dispatching group is engaged in planning, monitoring and regulating the implementation of the supply plan. The group of customs clearance ensures the execution of customs documents with the passage of materials purchased abroad through customs.

3. Market structure. When an enterprise purchases resources in various markets, or in different countries, regional subdivisions are formed in the supply service, working with suppliers from these markets (countries). As a result, it will be possible to take into account the norms of legislation and the specifics of these markets.

4. The matrix structure of the supply service - is formed when several projects are implemented in the company or when different types products. For each product or project, in this case, a separate procurement unit is formed.

When creating a logistics service in a company, the departments of transport, dispatching, customs clearance and warehouses are transferred to its structure.

Shops in large enterprises have their own supply departments involved in planning. Operational regulation of the supply of sites and workshops with material resources. These divisions have their own warehouses, receiving material resources from the warehouses of the supply department of the enterprise.

The supply service at large enterprises may include an external cooperation department that provides components and semi-finished products from suppliers. These departments can be built on the basis of a commodity or functional feature.

Where does the supply department get suppliers?

Catalogs and price lists;

Internet;

Trade magazines;

Fairs and exhibitions;

Financial institutions of official bodies, banks;

Organization directories;

Trades and auctions;

Trade representations;

Own research;

Competitors of potential suppliers;

Personal contacts, correspondence with possible suppliers;

Specialized news agencies, research organizations;

Trade associations;

Registration chambers, government departments, licensing services, tax office and other bodies with open information.

Purchasing can bring significant benefits

on a competition basis

If you suspect procurement specialists of kickbacks, you need to instruct employees from another service to do a quick audit of the conditions of purchases. In particular, comparing your purchase prices with public prices, asking for an offer for the main purchased goods on behalf of a fictitious company (or from another company if the verifier does not know the relationship of enterprises). With such communication, it will be possible to determine the real prices of the supplier, to understand the methods of his lobbying of his interests in the buying companies.

Improve communication between departments. The purchasing department needs to control information in the market, informing production department(sales department in a trading company) about the emergence of new products with better customer value, properties offered by suppliers Procurers will receive data from suppliers about new products and technologies, bringing new opportunities to their company.