Ways to improve inventory management systems. Improving Inventory Management
Measures to improve inventory control.
The rational value of commodity stocks ensures the fulfillment and overfulfillment of the turnover plan, the satisfaction of demand, and the reduction of part of the costs. The value of current stocks is not constant, but all trade as a whole depends on it.
Reducing the time of circulation accelerates the circulation of money, and therefore creates conditions for the growth of efficiency. In unstable economic conditions, it is necessary to ensure the highest possible rate of inventory turnover in order not to incur inflationary losses.
Inventory management provides for the organization of control over their actual state. The need to organize a service for monitoring the state of stocks is due to an increase in costs in the event that the actual size of the stock goes beyond the limits provided for by stock standards.
Measures to improve the management of inventory contribute to the preservation of goods with the least loss and rational storage costs.
To do this, it is necessary to be able to systematically monitor and analyze the structure and dynamics of commodity stocks, information about them must be streamlined.
The creation of stocks requires additional financial costs. Therefore, there is a need to reduce these financial costs by achieving an optimal balance between the volume of the stock, on the one hand, and, on the other hand, financial costs. This balance is achieved by choosing the optimal volume of batches of ordered goods.
In developed countries, inventory management is based on the use of powerful information technologies, which allow almost every day to observe their status and dynamics, automatically place orders through computer network and replenish stocks. The most common inventory management systems, which are based on the use of the EQQ model (optimal lot size), red line means, two-sector means. Recently, the Just-In-Time inventory management method has become widespread.
These systems are designed for the most effective solution the following problems:
- 1) a real assessment of the current state of stocks;
- 2) establishing the necessary terms for placing orders;
- 3) determining the expedient volume of a consignment of goods that is ordered;
- 4) determining the required volume of insurance stocks;
- 5) assessment of inventory management costs and means of minimizing them.
The first problem is solved by using inventory control systems that provide management needs for operational information about the dynamics of their implementation and the current state.
Common stock level control systems are those based on the use of red line tools. The essence of the means is to fix the marginal limit, below which the level of stocks should not fall. When this limit is reached, a new order is automatically placed.
The second type of control systems is based on the use of a two-sector facility, according to which stocks for storage are kept in two sectors - working and reserve. When the reserves of the working sector are exhausted, two processes are activated - the working sector is replenished at the expense of the reserve sector, and the new order.
The classification approach to inventory management (ABC system) has become widespread. His idea is to use the classification of stocks and the allocation of three groups - A, B and C, depending on the degree of influence of this type of stock on the increase in the turnover of the enterprise. The principle of classifying reserves into groups according to their importance to the enterprise is shown in Table 1.1.
Group A includes stocks, the sale of which makes the largest contribution to the volume of trade in monetary terms. This group includes stocks that provide 70% of the sales volume. As a rule, these are the most expensive goods, and their share in the volume of stocks in physical terms does not exceed 10%. Stocks of this kind require special attention of managers and the use of quantitative tools and models to optimize decision making.
Table 1.1 - Classification of reserves (ABC system)
Group B includes stocks of medium importance, which provide 20% of the company's sales volume. Their share in physical terms, as a rule, is about 20%. The choice of group B inventory management tools should be based on a comparison of management costs and the economic effect of their use. Commodity stocks, the sale of which has an insignificant contribution to the volume of trade, about 10%, are classified as group C.
Quite often they make up a significant part of the volume of reserves in physical terms - about 70%. It is inappropriate to apply complex quantitative management methods to group C inventory management, since at the same time, management costs may be greater than the economic effect of their use.
A relatively new approach to inventory management is the Just-In-Time management principle. This approach was first used by Japanese corporations and has since spread throughout the world. The main idea is that stocks are practically not created, and the process of delivery of goods by suppliers is strictly coordinated with the technological process at the enterprise. At the present time, this approach is effectively used by Toyota and many others. This system allows you to get a significant economic effect by bringing storage costs to zero. However, the high level of requirements for the accuracy of the functioning of the supply system and the risk of possible errors that will lead to a violation of technology do not allow this approach to be used in countries with an underdeveloped information and communication infrastructure.
The management of most trading companies in developed countries is based on the use of computer technology. Management systems include an automated system for inventory accounting and placing orders with suppliers. The movement of each unit of goods, with the help of magnetic bar coding, is reflected in a database that covers information throughout the company's distribution network. The database management system allows you to constantly update information about the status of stocks, automatically place orders through a computer network and take into account replenishment information. At the same time, information about the sale of goods enters the inventory, receivables and cash management system and is processed on the basis of the model tools built into the system.
Liquidation of low-turnover stocks.
Stale and slow-moving stocks, which are one of the main elements of immobilized (that is, excluded from active economic circulation) working capital, should be subject to special control and revision.
When purchasing goods to replenish warehouse stocks, there are various risks (theft, fire). But one of the main risks of holding stocks is the danger of the formation of illiquid assets - unsold stocks of goods.
Reasons for the formation of illiquid assets:
- 1) a decrease in demand due to the emergence of competition;
- 2) a decrease in demand due to the liquidation of the consumer;
- 3) erroneous purchases of excessive quantities of goods;
- 4) erroneous purchases of obsolete goods;
- 5) other reasons related to warehouse activities.
The goal of inventory disposal is to eliminate unwanted inventory at the highest possible cost or at the lowest possible cost. Let's consider several approaches, in descending order of efficiency, to accomplish this task.
- 1. Moving excess stock to another division of the company where they are needed. A product may be dead in one division but still popular in another. This is worth doing if, of course, the cost of moving goods between departments is much less than its cost.
- 2. Return of products to the supplier. The desirability of this option varies by vendor. Some suppliers accept returns very easily, while others require so many fees and conditions that it is unrealistic to return products.
- 3. Reducing the price to “fuse” excess inventory. This works especially well if the buyer has some choice. For example, a customer might buy a non-renewable item if the price is substantially lower than the price of a similar item.
- 4. Assigning sales staff cash incentives for selling excess inventory.
- 5. Notification to other suppliers about the presence of excess products. Some distributors post advertisements in specialized publications, listing in them goods whose stocks are planned to be liquidated. There are also websites on the Internet with lists of liquidated surplus merchandise.
- 6. Donate to a non-profit organization. These organizations can ensure that the firm's excess inventory is reduced by up to two times.
- 7. Simple export of goods. The least desirable alternative. But, at least in this case, space is freed up in warehouses and it becomes possible to write off the cost of goods.
The allowable volume of illiquid assets by value is considered to be no more than 5%, otherwise maintenance costs, property taxes, depreciation of money, and so on “eat up” profits without any hope of compensation - illiquid assets do not just lie, they take up space in the warehouse.
Unfortunately, in most enterprises, work on the elimination of "dead" stocks is carried out haphazardly, from case to case. It is desirable to provide parameters in computer databases for the rapid processing of such an item in various aspects (in terms of the number of packages, in terms of cost) in order to accelerate the adoption of measures to get rid of it.
inventory management models.
Inventory management models are designed to solve inventory problems. Models need to answer two basic questions: how much to order and when. There are many different models, each of which is suitable for a specific case, consider the four most common models:
- 1. Fixed order size model.
- 2. Model with a fixed time interval between orders.
- 4. Model with a set frequency of replenishment of stocks to a set level.
- 4. Model "Minimum - Maximum".
The fixed inventory model works like this: there is a maximum desired stock of a product (MLW) in stock, the demand for this product reduces the amount in stock, and as soon as the quantity reaches a threshold level, a new order is placed. The optimal order size is chosen so that the quantity of products in stock again equals the MRL, since the products are not delivered instantly, the expected consumption at the time of delivery must be taken into account. Therefore, it is necessary to take into account the reserve stock, which serves to prevent shortages.
To determine the maximum desired margin, the formula is used:
where MZhZ - the maximum desired order, pieces; OR - the optimal order size; RZ - reserve stock.
The model with a fixed time interval between orders works as follows: an order is placed at a given frequency, the size of which should replenish the stock level to the MTL.
The model with a set frequency of replenishment of stocks to a set level works as follows: orders are made periodically (as in the second case), but at the same time the level of stocks is checked. If the inventory level reaches the threshold level, then an additional order is made.
At the fixed moments of orders, the calculation of the order size is made according to the following formula:
RZ \u003d MZHZ - TK + OP,
where РЗ is the size of the order, pcs.; MZhZ - the desired maximum order, pieces; TK - current order, pcs.; OP - expected consumption before delivery, pcs.
At the moment the threshold level is reached, the order size is determined by the following formula:
RZ \u003d MZHZ - PU + OP,
where PU is the threshold stock level, pcs.
The "Minimum - Maximum" model works as follows: control over the inventory level is done periodically, and if during the check it turned out that the inventory level is less than or equal to the threshold level, then an order is made.
A closer look at these models shows that the first model is fairly robust to increased demand, delayed delivery, incomplete delivery, and underordering. The second model is resistant to reduced demand, accelerated delivery, over-delivery, and over-order size. The third model combines all the advantages of the first two models.
To get an answer to the questions: when and how much to order materials, it is necessary to calculate the amount of reserve stock and the optimal order size. The reserve stock is calculated as follows:
where РЗ - reserve stock; Pd - demand for products; Tzp - the time of a possible delay in delivery.
Determination of the optimal order size is carried out in several ways.
Using the Fixed Order Quantity Model. The principle of operation of the system of this model is based on determining a specific point in time when you need to place an order corresponding to a certain level of stock (order point), as well as the size of this order. The reorder point is always a perfectly defined quantity of material. The inventory level is defined as the balance of materials before the last delivery, plus the quantity of materials received in the last delivery, minus the quantity used.
The normal minimum stock is safety stock. When the inventory level drops to a predetermined value (current stock plus insurance) or lower, an order for the next batch of goods must be made. In this figure, the symbol “MZ” refers to the maximum level of stocks in natural units. The symbol “TK” refers to the current stock or stock level at which an order for the next batch is made in natural units. The symbol “SZ” means the most probable minimum level of stocks (this is the value of the safety stock) in natural units.
Thus, for this inventory management model, based on a short course of lectures by A.E. Metelev, it is required to determine the following parameters:
- 1) the minimum required volume of stocks;
- 2) the volume of stocks at which the next order is made;
- 3) the optimal volume of the supplied batch, ensuring minimal losses, both in technological and financial aspects.
The calculation of the parameters of the inventory management model is made on the basis of statistics for the past periods of the organization's activities according to the following dependencies:
where - the level of stocks at which an order is made for the next batch of goods, in natural units; - maximum daily demand for goods, units; - the maximum number of days to complete the order.
where - the most probable minimum level of stocks, in natural units; - average daily demand for goods, units; - the average duration of the order, days.
where - the maximum level of stocks, in natural units; - the volume of the acquired consignment of goods, units; - minimum daily requirement for goods, units; - the minimum number of days to complete the order.
The criterion for an optimal inventory management policy is the total cost of inventory formation and consisting of two components - the cost of maintaining inventory and the cost of placing and fulfilling orders:
where - costs for the formation of reserves; - costs of maintaining stocks (costs of warehousing, sorting and working out stocks, losses due to their natural decline, insurance costs, property tax, utility and rental payments, security costs, that is, costs that increase due to an increase in inventory size); - the costs of placing and fulfilling orders (include the costs of sending, transporting, accepting a batch as a whole, telephone and telegraph costs, paperwork costs and other costs that are constant per order on average. The total amount of these costs varies in proportion to the number of orders , but is inversely related to the volume of stocks).
The calculation of the optimal size of the delivery lot, at which the total current costs of servicing stocks are minimized, is carried out according to the formula given by A.E. Metelev in a short course of lectures (Wilson model):
where - the optimal size of the consignment of goods; - the need for the required volume of purchases of goods in the period under review (year, quarter); - the cost of placing an order, delivery of goods and its acceptance per one delivered lot; - the cost of storing a unit of goods in the period under review.
To optimize the cost of inventory formation, we calculate the cost of inventory, the average size inventory and the number of lots ordered and received.
If the company does not form an insurance stock and acquires the next batch of goods as the previous batch is exhausted, as in our case, then the formula for determining the cost of stocks () will have the following form:
Under these conditions, the average size of stocks (let's denote this size with the symbol "AS") will be equal to:
and the number of ordered and received batches (we denote this number by the symbol “k”) will be:
Using a fixed period model. In a fixed period inventory management system, inventory is counted only at certain points in time. Stock counting and ordering on a periodic basis is desirable in situations where suppliers visit their customers at regular intervals and take orders from them for a complete range of their products, or when buyers are trying to combine (combine) orders to save transportation costs.
Fixed-time models produce order sizes that are different for different cycles. This requires a higher level of safety stock than in a fixed order quantity system. A system with a fixed order quantity assumes a continuous count of the available stock, and the order is placed immediately upon reaching the next order point. In contrast to such systems, fixed-period models assume that the stock is calculated only at so-called control points in time. It is possible, however, that an exceptionally high consumption will reduce the entire inventory to zero immediately after the order is filled, and this situation may go unnoticed until the next control moment. Thus, the safety stock should protect us from product shortages, not only during the control period, but also during the lead time.
The considered model with a fixed order volume and the model with a fixed time period still have two General characteristics- the cost of products remains constant regardless of the volume of the order; the process of the next order placement is predictable.
Now let's look at two other models. The first illustrates the change in the order quantity when the unit price varies with the order quantity. The second, called the one-period model, or sometimes the static model, is a problem in which determining the order size for each purchase requires a trade-off.
The model with a step price takes into account the fact that in reality the selling price of a product depends on the volume of the order, and the dependence of the price on the size of the purchase is usually not directly proportional, but stepwise. The optimal order volume is determined by the lowest total cost of inventory and the volume at which the price jump occurs. To do this, a table is compiled in which, for all possible values of the order volume, all cost elements for creating a stock are calculated and the total costs for creating stocks are found. The optimal volume of purchases is determined by the minimum of total costs.
One practical implication for tiered pricing models is that price discounts for large purchases often make it economical to order items in quantities greater than the optimal supply lot size. Thus, when applying this model, we must be especially careful to get the right choice, taking into account the increase in losses from obsolescence of products and the costs associated with warehousing and storage.
In inventory management, there are situations where orders are placed to cover requirements for only one period. Such problems, sometimes called problems of one period, or "tasks of a street peddler of newspapers" (How many newspapers should a street peddler order every day?), can be solved on the basis of the classical economic approach - the analysis of marginal indicators. In accordance with the analysis of marginal indicators, the optimal inventory level corresponds to the point at which the benefits derived from the delivery of the next item to the warehouse are greater than the possible losses due to the absence of this item.
For example, we can compare the costs of storage with the costs caused by a shortage of products. When stockpiled items are sold, the optimal solution, using marginal analysis, is to keep inventory such that the profit from the sale or use of the last item is no less than the loss if that last item fails to sell.
Inventory is the main cash investment for trading firms, the main source of profit, the main problem of daily control. A typical problem of trading firms: numerous cases of shortage of goods with excess stocks and high costs for its purchase and transportation.
- 1. An inventory management system is needed to control inventory levels and determine what levels to maintain, what stock to replenish, and what the order quantity should be.
- 2. Reserves are frozen funds, they are money that cannot be used. Therefore, the goal of inventory management is to find such a value that, on the one hand, minimizes the total cost of maintaining them and, on the other hand, would be sufficient for the successful operation of the enterprise.
- 3. Stale and slow-moving stocks should be subject to special control and revision.
The goal of inventory disposal is to eliminate unwanted inventory at the highest possible cost or at the lowest possible cost.
- 4. Inventory management always aims to optimize them, that is, to ensure trade organization goods in such an assortment and in such quantities as correspond to the anticipated demand as closely as possible. To manage inventory means to plan a certain volume and structure of inventory in accordance with the goals set for the sales organization and to ensure that inventory constantly meets established criteria.
- 5. The turnover of stocks is directly dependent on the volume of sales, it is necessary to use all possible methods of sales promotion and acceleration.
- 6. In unstable economic conditions, it is necessary to ensure the highest possible rate of inventory turnover in order not to incur inflationary losses.
Improving Organizational Inventory Management
Introduction
1. Analysis of economic activity and inventory management in LLC "Atrium"
1.1 Analysis of the main economic and financial indicators of Atrium LLC
1.2 Analysis of the structure, dynamics and efficiency of inventory management in the enterprise
2. Ways to improve inventory management at Atrium LLC
2.1 Development of measures to improve inventory management
2.2 Business case for proposed activities
Conclusion
List of used literature
Stocks of various kinds play a crucial role in the functioning of any economic system and appear in almost all parts of the national economy.
No manufacturing enterprise can exist without inventories. The results of the commercial activity of the enterprise largely depend on their volume and level. They are sensitive to any changes in market conditions, and, first of all, to the relationship of supply and demand. The very fact of their existence does not bring their owners anything but costs and losses.
The following assets are accepted as inventories: used in the production of products (performance of work, provision of services) intended for sale (raw materials and basic materials, purchased semi-finished products); intended for sale (finished products and goods); used for the management needs of the organization (auxiliary materials, fuel, spare parts).
The main part of inventories is used as objects of labor in the production process. They are wholly consumed in each production cycle and fully transfer their value to the cost of production.
Inventory management is aimed at increasing the profitability and speed of circulation of invested capital.
The inventory management policy is part of the current asset management policy, which is aimed at optimizing the size and structure of inventories, reducing the cost of their maintenance, and creating a system to control their movement. The development of inventory management policy provides for such steps as the analysis of inventory items in the previous period; definition of the purposes of formation of stocks; optimization of the size of the main types of current reserves; optimization of the entire amount of inventory of the organization; formation of an effective system of control over the movement of stocks in the organization.
The inventory management problem arises when it is necessary to create a stock of material resources or commodities in order to meet demand for a given time interval (finite or infinite). To ensure the continuous and efficient functioning of almost any organization, it is necessary to create reserves. In any inventory management task, it is necessary to determine the quantity of products ordered and the timing of the order. Demand can be satisfied by creating stock once for the entire time period under consideration, or by creating stock for each unit of time in that period. These two cases correspond to overstock (in relation to a unit of time) and understock (in relation to a full period of time).
Excess inventory requires higher specific (per unit time) capital investment, but stockouts occur less frequently and orders are placed less frequently. On the other hand, if there is insufficient stock, the specific capital investment decreases, but the frequency of placing orders and the risk of shortages increase. For any of these extreme cases, significant economic losses are characteristic. Thus, decisions regarding the size of an order and the timing of its placement can be based on minimizing the corresponding function of total costs, including the costs due to losses from excess inventory and shortages.
The purpose of the course work is to develop proposals for improving inventory management in the enterprise.
The subject of the study is the process of managing the movement of stocks in organizations in modern conditions management.
The object of work is the company Atrium LLC, which provides repair and construction services.
1.1 Analysis of the main economic and financial indicators OOO ”Atrium”
Atrium LLC has been successfully operating in the construction market of Moscow and the Moscow Region since 1995.
During the period of work, the company has accumulated extensive experience in the field of repair and construction services of varying complexity.
The company provides a full range of services, which includes design with an individual approach, taking into account any wishes of the customer in terms of layout, appearance, interior design and decoration of the building, construction, landscaping and landscaping, elite repairs, redevelopment and decoration of apartments.
The data presented in Table 1 characterize the overall results and efficiency of the production and economic activities of Atrium LLC over the past three years.
Table 1. Technical and economic performance indicators of Atrium LLC
From the data in the table it can be seen that over the three years there has been an increase in the volume of work performed, which is 6%. Let us consider this situation in more detail (Table 2).
Table 2. Production dynamics of Atrium LLC
The data in the table shows a stable increase in the amount of work for cosmetic repairs, a decrease and stabilization of the amount of work for other types of activities.
Significant changes have taken place in the number of personnel. Thus, during the analyzed period, there was a significant reduction in the number of personnel in all categories (by 23%). This is due to the work carried out at the enterprise to optimize the headcount (Table 3).
Table 3. Composition of the personnel of LLC “Atrium” by categories, persons.
From the data in the table it can be seen that there was a general decrease in the number of personnel. At the same time, the number of specialists has increased significantly, which is associated with the increasing complexity of work, the ratio of main and auxiliary workers has changed. So there was a decrease in the number of main production workers and an increase in the number of auxiliary.
Dynamics of growth rates of indicators characterizing the use of basic production means shows that the cost of fixed assets has increased over the past three years. So, if in 2007 their cost was 18218 thousand rubles, then in 2009 their amount was 19690 thousand rubles.
Analyzing other indicators, it is possible to note the tendency of their value growth. Thus, the wage fund increased from 5946 thousand rubles. in 2007 to 8661 thousand rubles. in 2009; that is increased by 1.4 times.
Comparing the growth rates of the wage fund and labor productivity per worker for three years, it can be noted that there is an outpacing of wage growth compared to the growth rate of labor productivity. This is due to the optimization (decrease) in the number of employees of the enterprise and inflationary processes. From a theoretical point of view, labor productivity growth should outpace wage growth.
We will analyze the costs of manufacturing products by cost elements in the context of structure and dynamics (Tables 4, 5)
Table 4. Dynamics of production costs by cost elements
From the data in the table it can be seen that costs tend to grow almost the same as revenue (costs per 1 ruble of revenue practically do not change), which indicates the stability of the company.
Table 5. Structure of production costs by cost elements
The analysis shows that throughout the analyzed period, the largest share in the cost of production (more than 60%) is occupied by material costs, which indicates a high material intensity of production.
In the analyzed period, there is a change in the cost structure: the share of wages increases, the share of depreciation of fixed assets decreases to 1%, and the share of other costs decreases.
In general, the cost per ruble marketable products have small fluctuations, but in general there is a stability of this indicator.
Profitability indicators characterize the efficiency of work in general, the profitability of various areas of activity, cost recovery, etc. They reflect the final results of management more fully than profit, because their value shows the ratio of the effect to cash or used resources. They are used to evaluate the activities of the enterprise and as a tool in investment policy and pricing.
We calculate the profitability indicators for products in general for the company and draw up the results in table 6.
Table 6. Analysis of financial performance
| Indicator | Year | Changes, % | ||||
| 2007 | 2008 | 2009 | ||||
| Profit, thousand rubles | 24740 | 25873 | 28611 | +4,5 | +10,5 | +15,6 |
| Revenue, thousand rubles | 82549 | 84720 | 100206 | +2,6 | +18,3 | +21,3 |
| Costs, thousand rubles | 57804 | 58802 | 71528 | +1,2 | +21,6 | +23,7 |
| 7649 | 8742 | 10115 | +14,2 | +15,7 | +32,2 | |
| Profitability of activity, % | 42,8 | 44,0 | 40,0 | +1,2 | -4,0 | -2,8 |
| Return on sales, % | 30,0 | 30,5 | 28,6 | +0,5 | -2,0 | -1,4 |
| Return on reserves, % | 9,3 | 10,3 | 10,1 | +1,0 | -0,2 | +0,8 |
Thus, in the work of the company there is a tendency to increase profits, because. that in 2009 in relation to the base year 2007 it increased by 3,871 thousand rubles, or 15.6%, but as a negative point, a decrease in profitability should be noted.
So in 2007, the company had 42.8 kopecks from the spent ruble. profits, in 2008 - 44 kopecks, and in 2009 - 40 kopecks, i.e. at the end of the analyzed period in relation to the base year, the income from the spent ruble decreased by 2.83 kopecks. or by 6.6%.
Similar situation observed with the profitability of sales: the decrease in profit from the ruble of sales in 2009 in relation to 2007 amounted to 1.42 kopecks. or 4.7%.
Factor analysis of the financial results shows that the profitability of operations and sales is reduced due to the excess growth rates of costs and revenues over the growth rates of profits.
An analysis of the financial condition of the company must be carried out to identify weaknesses so that changes can be made to the company's policy, and on the basis of this, proposals for improving work can be made.
Compacted balance can be performed in various ways. Combining articles from different sections is acceptable. The Appendix shows the company's balance sheets for 2007-2009. (at the end of the year).
Table 7 shows one of the options for constructing a compacted analytical balance.
Table 7. Aggregate balance sheet
| Indicator | Year | Changes | ||||||||||||||
| 2007 | 2008 | 2009 | ||||||||||||||
| thousand roubles. | % | thousand roubles. | % | thousand roubles. | % | thousand roubles. | % | thousand roubles. | % | thousand roubles. | % | |||||
| ASSETS | ||||||||||||||||
| 1724 | 14,5 | 1646 | 12,7 | 1830 | 12,2 | -78 | -4,5 | 184 | 11,2 | 106 | 6,1 | |||||
| fixed assets | 1648 | 13,9 | 1512 | 11,7 | 1739 | 11,6 | -136 | -8,3 | 227 | 15,0 | 91 | 5,5 | ||||
| 2. Current assets | 10131 | 85,5 | 11319 | 87,3 | 13190 | 87,8 | 1188 | 11,7 | 1871 | 16,5 | 3059 | 30,2 | ||||
| 2.1 Stocks | 7649 | 64,5 | 8742 | 67,4 | 10115 | 67,3 | 1093 | 14,3 | 1373 | 15,7 | 2466 | 32,2 | ||||
| 2420 | 20,4 | 2512 | 19,4 | 3003 | 20,0 | 92 | 3,8 | 491 | 19,5 | 583 | 24,1 | |||||
| 2.3 Cash | 62 | 0,5 | 65 | 0,5 | 72 | 0,5 | 3 | 4,8 | 7 | 10,8 | 10 | 16,1 | ||||
| BALANCE | 11855 | 100 | 12965 | 100 | 15020 | 100 | 1110 | 9,4 | 2055 | 15,9 | 3165 | 26,7 | ||||
| LIABILITY | ||||||||||||||||
| 4. Capital and reserves | 6550 | 55,3 | 6550 | 50,5 | 6550 | 43,6 | - | - | - | - | - | - | ||||
| 6. Short-term liabilities | 5305 | 44,7 | 6415 | 49,5 | 8470 | 56,4 | 1110 | 20,9 | 2055 | 32,0 | 3165 | 59,7 | ||||
| 6.1 Credits and loans | - | - | - | - | 1500 | 10,0 | - | - | 1500 | - | 1500 | - | ||||
| 5305 | 44,7 | 6415 | 49,5 | 6970 | 46,4 | 1110 | 20,9 | 555 | 8,7 | 1665 | 31,4 | |||||
| BALANCE | 11 855 | 100 | 12 965 | 100 | 15 020 | 100 | 1110 | 9,4 | 2055 | 15,9 | 3165 | 26,7 | ||||
A preliminary assessment of the financial condition of an enterprise can be made on the basis of identifying “sick” balance sheet items, which can be conditionally divided into two groups:
Evidence of the extremely unsatisfactory performance of the enterprise in the reporting period and the resulting poor financial situation: “Uncovered losses of past years”, “Losses of the reporting period”; which can be identified according to analytical accounting data: “Accounts receivable”, “Other current assets”, “Accounts payable” (overdue);
Evidence of certain shortcomings in the work of the enterprise, which can be identified according to analytical accounting data: “Accounts receivable”, “Other current assets”, “Accounts payable” (overdue).
Then an assessment of the change in the balance sheet currency for the analyzed period is carried out.
In the analyzed company, non-current assets in 2009 increased by 184 thousand rubles, or 11.2% compared to the previous year, and by 106 thousand rubles, or 6.1% compared to the base period. This increase was mainly due to an increase in the cost of fixed assets at the disposal of the company, which indicates the renewal of the production base of the enterprise.
The company's current assets increased in 2009 by 1,871 thousand rubles, or 16.5% compared to the previous year, and by 3,059 thousand rubles, or 30.2%, compared to the base period. This increase was due to the growth of commodity stocks, so in 2008 the increase in relation to the base year amounted to 2,466 and thousand rubles, or 32.2%, which is explained by the specifics of the enterprise.
As a negative point, the growth of receivables by 583 thousand rubles should be assessed. (24.1%), which occurred mainly due to the performance of work with a deferred payment, which corresponds to the marketing policy of the enterprise.
On the liabilities side, in 2009 there was an increase mainly due to the growth of the company's accounts payable.
The effectiveness of the enterprise's use of its funds is judged by various indicators of business activity. This group of indicators is also called indicators for assessing asset turnover, asset utilization ratios or asset management ratios, as well as indicators for assessing business performance.
In table 8, we will evaluate the business activity of Atrium LLC.
control stock structure dynamics
Table 8. Business activity indicators
| Indicator | Year | Changes | |||||||
| 2007 | 2008 | 2009 | |||||||
| rub. | % | rub. | % | rub. | % | ||||
Revenues from sales, |
82549 | 84720 | 100206 | 2171 | 2,6 | 15486 | 18,3 | 17657 | 21,4 |
| Profit, thousand rubles | 24740 | 25873 | 28611 | 1133 | 4,6 | 2738 | 10,6 | 3871 | 15,6 |
| Turnover of funds in settlements, turnover | 34,1 | 33,7 | 33,4 | -0,4 | -1,1 | -0,4 | -1,1 | -0,7 | -2,2 |
| Turnover of funds in settlements, days | 10,7 | 10,8 | 10,9 | 0,1 | 1,1 | 0,1 | 1,1 | 0,2 | 2,2 |
| 10,8 | 9,7 | 9,9 | -1,1 | -10,2 | 0,2 | 2,02 | -0,9 | -9,1 | |
| Inventory turnover, days | 33,8 | 37,7 | 36,8 | 3,8 | 11,4 | -0,8 | -2,2 | 3,0 | 8,9 |
| Operating cycle duration, days | 44,5 | 48,5 | 47,8 | 4,0 | 8,9 | -0,7 | -1,5 | 3,3 | 7,3 |
It follows from the analysis that the company's business activity indicators have slightly decreased over the analyzed period. So the duration of the operating cycle increased by as much as 3.3 days compared to the base period, and the turnover of funds in the calculations and inventory falls.
Thus, in 2007, the inventory turnover averaged 10.8 turnovers, and in 2009 this figure dropped to 9.9 turnovers. Those. by 0.9 turnover, or 8.2%. The value of one turnover also increased by 3 days, or 8.9%. This could not but affect the size of the operating cycle, which in 2009 amounted to 47.8 days against 44.5 days in the base year.
1.2 Analysis of the structure, dynamics and inventory management efficiency at the enterprise
Since the company's stocks are part of working capital, according to table. 9 we will analyze their composition and structure.
Table 9. Composition and structure of working capital
In the structure of current assets, the largest share is occupied by inventories - more than 75%, and then cash. In 2009 compared to 2007 the share of stocks has slightly increased. In general, in the analyzed period, the structure of working capital has not changed significantly. An illustration of the structure of working capital in 2009 is shown in fig. one.
Rice. 1. Structure of working capital in 2009
Consider the change in the value of working capital for 2007-2009. Data for analysis are presented in table. ten.
Table 10. Dynamics of working capital
From the data in the table it can be seen that there is an annual increase in working capital and in general, for the analyzed period, the increase was by 30.2%. The largest increase occurred in reserves - by 32.2%.
Consequently, there is a need in the company to improve the efficiency of work in the field of working capital management and, in particular, inventory stored in warehouses, as the most significant part of own working capital.
Thus, for the analyzed period in the working capital of the company, the item “stocks” has the largest share.
In table. 11 and fig. 2 we will analyze the work of the company in dynamics for 3 years quarterly.
Table 11. Dynamics of the volume of services provided by Atrium LLC
Rice. 2. Dynamics of the volume of services of the enterprise
The analysis showed that the activity of the enterprise is subject to significant seasonal fluctuations. So the peak falls on the IV quarter, and the smallest volume of production is observed in the III quarter.
At the analyzed enterprise, the following main product groups can be distinguished: A - materials for walls and floors; B - varnishes, paints; C - electrical materials; D- others. In what follows, we will use this abbreviation to simplify the presentation.
Let's analyze the structure and dynamics of average commodity stocks for these commodity groups. The structure of reserves is presented in table. 12.
Table 12. The structure of the average cost of inventories
The data in the table testify to the constancy of the stock structure. The largest share in the structure of stocks is occupied by goods of groups D, C and B.
Let's analyze the dynamics of average commodity stocks by groups based on growth rates (Table 13).
Table 13. Growth rates of average inventories
The data in the table show an increase in the average value of stocks for all groups, the largest increase is observed in group A - materials for walls and floors. The negative factor is the outpacing of the growth rate of reserves over the growth rate of revenue. This indicates an incorrect policy in the field of inventory management.
The effectiveness of inventory management can be judged by turnover rates. Further, these indicators were calculated for reserves, as the most significant part by years (Table 14).
Let's analyze the turnover of product groups for each year, using the reporting data, and to calculate the turnover ratios, we will introduce the following formulas:
1. The duration of one revolution (To) is determined by the formula
(1)
where Co - balances of working capital for the period; Tper - number of days in the period; Vreal - proceeds from sales.
2. The turnover ratio shows the number of turnovers made in a certain period. It is determined by the formula:
Table 14. Inventory turnover for 2007
| Indicator | Product group | TOTAL | |||||
| BUT | AT | With | D | ||||
| 1. Sales proceeds, thousand rubles | 13 246 | 17 429 | 24 530 | 27 344 | 82 549 | ||
| 2. Average commodity stocks, thousand rubles. | 1 209 | 1 896 | 2 115 | 2 429 | 7 649 | ||
| 3. Turnover ratio, about. (1/2) | 11,0 | 9,2 | 11,6 | 11,3 | 10,8 | ||
| 4. Duration of the period, days. | 360 | ||||||
| 5. Duration of one revolution, days (4/3) | 32,9 | 39,2 | 31,0 | 32,0 | 33,4 | ||
| 6. Average daily turnover, thousand rubles. (2/5) | 36,8 | 48,4 | 68,1 | 76,0 | 229,3 | ||
Thus, the stock in Group C - electrical materials is the fastest-turning commodity. For all commodity groups, the turnover ratio varies from 9.2 to 11.6 turnovers per year.
Table 15. Inventory turnover for 2008
Table 15 shows a decrease in turnover and an increase in the duration of one turnover.
Similarly, we will analyze the inventory turnover for 2009.
Table 16. Inventory turnover for 2009
The analysis showed that in 2009 the inventory turnover decreased for all analyzed product groups, which is unacceptable in modern conditions and requires an immediate review of the company's policy in the field of inventory portfolio formation.
In table. 17 we will combine the calculations made in tables 14, 15, 16 and analyze the changes over three years in absolute and relative terms in terms of revenue, costs, profits, average inventory, turnover, duration of one turnover, average daily turnover.
Table 17. Inventory turnover of Atrium LLC
| Indicator | Year | Changes | |||||||
| 2007 | 2008 | 2009 | 2008/2007 | 2009/2008 | 2009/2007 | ||||
| rub. | % | rub. | % | rub. | % | ||||
Revenues from sales, thousand roubles. (VR) |
82549 | 84720 | 100206 | 2171 | 2,6 | 15486 | 18,3 | 17657 | 21,4 |
| Costs, thousand rubles | 57809 | 58847 | 71595 | 1038 | 1,8 | 12748 | 17,8 | 13789 | 19,3 |
| Profit, thousand rubles | 24740 | 25873 | 28611 | 1133 | 4,6 | 2738 | 10,6 | 3871 | 15,6 |
| Average inventory, thousand rubles | 7649 | 8742 | 10115 | 1093 | 12,5 | 1373 | 13,6 | 2466 | 24,4 |
| Inventory turnover, turnover | 10,8 | 9,7 | 9,9 | -1,1 | -11,3 | 0,2 | 2,02 | -0,9 | -9,1 |
| Duration of one turn, days. | 33,4 | 37,1 | 36,3 | 3,7 | 9,9 | -0,8 | -2,2 | 2,9 | 8,0 |
| Average daily turnover, thousand rubles | 229,3 | 235,3 | 278,4 | 6,0 | 2,5 | 43,1 | 15,5 | 49,1 | 17,6 |
The following conclusions can be drawn from the data in Table 17.
Throughout the analyzed period, there is an increase in inventories at a higher rate than revenues and profits, while the turnover decreases, the duration of one turnover in days increases, and the average daily turnover in value units increases. This situation confirms once again the need to change the policy in inventory management.
2.1 Development of measures to improve management reserves
For optimal inventory management, an enterprise needs to:
Estimate the total need for materials for the planned period;
Periodically specify the optimal batch of the order and the moment of ordering raw materials;
Periodically update and compare the costs of ordering raw materials and storage costs.
regularly monitor the conditions of storage of stocks;
Have a good accounting system.
To determine the required level of stocks, it should be normalized.
The norm of working capital - the value corresponding to the minimum, economically justified volume of stocks. It is usually set in days.
OS norm (N a.os) is determined by the formula:
where T ek is the current stock (the main type of stock, the most significant value in the OS norm); С tr - safety stock; T rans - transport stock; T ehn - technological reserve; P p - the time required for acceptance.
The current stock is determined by the formula
(4)
where C p - the cost of delivery; And - the interval between deliveries.
Safety stock (the second largest type of stock) is determined by the formula
The transport stock is defined as the excess of the terms of cargo turnover (the time of delivery of goods from the supplier to the buyer) over the terms of the document flow.
Technological margin - the time required to prepare materials for production.
Inventory planning for the enterprise begins with the establishment of turnover rates in days for each product and product group. Planned stocks in total are calculated by multiplying the one-day planned turnover by the turnover rate.
The time spent by inventory in transit is usually calculated when goods are delivered from nonresident suppliers in the amount of its actual balance for the previous 12 months. The amount of inventory in transit is determined not by individual commodity groups, but by the enterprise as a whole.
The norm of stocks of goods for individual product groups in monetary terms is determined by multiplying the planned average daily volume of work for this group by the established stock norm in days for this product group.
At the next stage, these standards are added up, as a result of which they receive the standard value of the inventory in the amount of the entire enterprise.
And, finally, in the end, the norm of commodity stocks in days throughout the enterprise is calculated. The average norm of the stock of goods in days for the enterprise as a whole is calculated by dividing the total amount of commodity stocks by the average daily turnover.
Inventory planning for the beginning of the upcoming quarter can be done as follows. To the actual inventory on the last reporting date, the expected receipt of goods for the period remaining until the end of the quarter is added and the expected turnover for the period remaining until the end of the quarter is subtracted:
32 \u003d 31 + P-R, (6)
where 32 - inventory on the 1st day of the 1st month of the upcoming quarter (for example, on 1.04)
31 - stocks on the 1st day of the month preceding the future quarter (for example, on 01.03)
P - the receipt of goods expected during the month preceding the future quarter (for March),
P is the expected turnover for the month preceding the next quarter (for March).
Let's calculate the norm and norm of the commodity stock on the basis of the analysis of the data for 2007 - 2009.
The first part of the norm is the stock, which must be constantly at the place of work and it is equal to the average daily consumption for a particular product group.
The second part of the inventory rate is a stock to ensure the continuity of work between successive deliveries. Since the firm has established stable business relations with wholesalers during its work, the enterprise has chosen the optimal schedule for the delivery of materials for each product group based on the statistical data of the enterprise.
Based on work experience, the time for receiving, unloading, checking quality, preparing goods for sale is: for commodity group A (materials for walls and floors) - 0.2 days; group B (varnishes, paints) - 0.2 days; in group C (electrical materials) - 0.6 days; in group D (others) - 0.6 days.
Guaranteed (insurance) stock is provided at the enterprise: for group A - 20%, for group B - 20%, for group C - 15%, for group D - 10%.
The calculation of the total stock rate for product groups is presented in Table. 18. The table reflects all types of stocks for each commodity group.
Table 18. Calculation of the norm of commodity stocks
We calculated the planned rate of inventory at the enterprise in days, knowing the average daily volume, we determined the standard of inventory in monetary terms.
When studying seasonal fluctuations, special indicators are used - seasonality indices. Methods for determining seasonality indices are different, they depend on the nature of the main seasonality of the dynamics series.
For a series of intra-annual dynamics, in which the main growth trend is insignificant (or it is not observed at all), the study of seasonality is based on the constant average method: which is the average of all levels under consideration. The simplest way is as follows: for each year, the average level is calculated, and then the level of each analyzed period is compared (in percentage terms) with it. This percentage is called the seasonality index:
(7),
In table. 19 we will calculate the seasonality index for commodity groups A, B, C, D.
Table 19. Seasonal fluctuations in the consumption of materials by groups
| Period | Volume of production, thousand rubles | , % | Peaks of seasonal fluctuations, % | |||
| 2007 | 2008 | year 2009 | On average over 3 years, | |||
| Group A | ||||||
| I quarter | 3 248 | 3 694 | 4 115 | 3 686 | 97,0 | -3,0 |
| II quarter | 4 326 | 4 812 | 6 002 | 5 047 | 132,8 | 32,8 |
| III quarter | 2 015 | 2 215 | 2 849 | 2 360 | 62,1 | -37,9 |
| IV quarter | 3 657 | 3 819 | 4 846 | 4 107 | 108,1 | 8,1 |
| middle row, | 3312 | 3635 | 4453 | 3 800 | 100,0 | - |
| Group B | ||||||
| I quarter | 4 249 | 4 511 | 5 249 | 4 670 | 93,7 | -6,3 |
| II quarter | 5 532 | 6 146 | 7 368 | 6 349 | 127,4 | 27,4 |
| III quarter | 2 210 | 2 327 | 3 152 | 2 563 | 51,4 | -48,6 |
| IV quarter | 5 438 | 6 131 | 7 495 | 6 355 | 127,5 | 27,5 |
| middle row, | 4 249 | 4 511 | 5 249 | 4 670 | 93,7 | -6,3 |
| Group C | ||||||
| I quarter | 4 315 | 4 428 | 5 126 | 4 623 | 70,5 | -29,5 |
| II quarter | 6 763 | 7 164 | 8 134 | 7 354 | 112,1 | 12,1 |
| III quarter | 3 815 | 3 913 | 4 267 | 3 998 | 60,9 | -39,1 |
| IV quarter | 9 637 | 9 812 | 11 352 | 10 267 | 156,5 | 56,5 |
| middle row, | 6133 | 6329 | 7220 | 6 561 | 100,0 | - |
| Group D | ||||||
| I quarter | 5 046 | 4 897 | 5 379 | 5 107 | 77,8 | -22,2 |
| II quarter | 7 128 | 7 215 | 8 015 | 7 453 | 113,6 | 13,6 |
| III quarter | 6 317 | 6 428 | 7 126 | 6 624 | 101,0 | 1,0 |
| IV quarter | 8 853 | 7 208 | 9 731 | 8 597 | 131,0 | 31,0 |
| middle row, | 6836 | 6437 | 7563 | 6 945 | 105,9 | - |
The greatest need for materials for all product groups is observed in the 4th and 2nd quarters.
Thus, we have identified seasonal fluctuations in the range of services on the example of four groups, which will allow us to develop a methodology for more efficient use of funds to provide warehouses with marketable products.
2.2. Economic rationale for the proposed activities
The previous analysis showed that the materials sold by Atrium LLC are subject to seasonal fluctuations. We propose to use the planned warehouse standard by applying the seasonality index to product groups.
The calculation of commodity stocks will be made taking into account the seasonality index. In table. 20. draw up a plan for the acquisition of inventory for the first quarter in the context of commodity groups based on data for 2009.
Table 20. Inventory ratio for the 1st quarter
| Product group | |||
| BUT | 368,1 | 97,0 | 357,1 |
| AT | 581,6 | 93,7 | 544,9 |
| With | 826,3 | 70,5 | 582,2 |
| D | 1 378,1 | 77,8 | 1 072,8 |
| TOTAL | 3 154,1 | - | 2 557,1 |
The planned standard of commodity stocks in 2009 was 3,154.1 thousand rubles, which exceeds the planned standard, taking into account the seasonality index of the enterprise's products, by 597.0 thousand rubles, or 18.9%.
Similarly, we will calculate for other quarters of the current year (Tables 21-24).
Table 21. Inventory ratio for the II quarter
| Product group | Planned standard of commodity stocks, thousand rubles. | Estimated standard of commodity stocks, thousand rubles. | |
| BUT | 368,1 | 132,8 | 488,9 |
| AT | 581,6 | 127,4 | 740,8 |
| With | 826,3 | 112,1 | 926,2 |
| D | 1 378,10 | 113,6 | 1 565,5 |
| TOTAL | 3 154,1 | - | 3 721,4 |
Thus, the standard of commodity stocks, taking into account seasonal fluctuations in demand for commodity groups, increases compared to the planned one by 567.3 thousand rubles, or by 18.0%.
Table 22. Inventory ratio for the III quarter
| Product group | Planned standard of commodity stocks, thousand rubles. | Estimated standard of commodity stocks, thousand rubles. | |
| BUT | 368,1 | 62,1 | 228,6 |
| AT | 581,6 | 51,4 | 299,1 |
| With | 826,3 | 60,9 | 503,6 |
| D | 1 378,10 | 101,0 | 1 391,4 |
| TOTAL | 3 154,10 | - | 2 422,6 |
Thus, the standard of commodity stocks, taking into account seasonal fluctuations in demand for commodity groups, is reduced compared to the planned one by 731.5 thousand rubles, or 23.2%.
Table 23. Inventory ratio for the 4th quarter
| Product group | Planned standard of commodity stocks, thousand rubles. | Estimated standard of commodity stocks, thousand rubles. | |
| BUT | 368,1 | 108,1 | 397,9 |
| AT | 581,6 | 127,5 | 741,5 |
| With | 826,3 | 156,5 | 1 293,1 |
| D | 1 378,10 | 131,0 | 1 806,0 |
| TOTAL | 3 154,10 | - | 4 238,5 |
Thus, the standard of commodity stocks, taking into account seasonal fluctuations in demand for commodity groups in the 4th quarter, exceeds the planned figures by 1,084.4 thousand rubles, or by 34.4%.
Let's calculate the turnover of inventory in 2009, with the previous commodity policy, with the calculated rate of inventory and in the formation of inventory, taking into account the index of seasonal fluctuations (Table 24).
Table 24. Average turnover value seasonally adjusted
| Quarter | Product group | Revenues from sales | Inventory ratio, thousand rubles | Turnover ratio, turnover | Duration of one turn, days | |||
| Estimated | Estimated taking into account I S | Estimated | Estimated taking into account I S | Estimated | Estimated taking into account I S | |||
| I quarter | BUT | 4 115 | 368,1 | 357,1 | 11,2 | 11,5 | 8,1 | 7,8 |
| AT | 5 249 | 581,6 | 544,9 | 9,0 | 9,6 | 10,0 | 9,3 | |
| With | 5 126 | 826,3 | 582,2 | 6,2 | 8,8 | 14,5 | 10,2 | |
| D | 5 107 | 1 378,1 | 1072,8 | 3,7 | 4,8 | 24,3 | 18,9 | |
| Total | 19 597 | 3 154,1 | 2 557,1 | 6,2 | 7,7 | 14,5 | 11,7 | |
| II quarter | BUT | 6 002 | 368,1 | 488,9 | 16,3 | 12,3 | 5,5 | 7,3 |
| AT | 7 368 | 581,6 | 740,8 | 12,7 | 9,9 | 7,1 | 9,0 | |
| With | 8 134 | 826,3 | 926,2 | 9,8 | 8,8 | 9,1 | 10,2 | |
| D | 8 015 | 1 378,1 | 1 565,5 | 5,8 | 5,1 | 15,5 | 17,6 | |
| Total | 29 519 | 3 154,1 | 3 721,4 | 9,4 | 7,9 | 9,6 | 11,3 | |
| III quarter | BUT | 2 849 | 368,1 | 228,6 | 7,7 | 12,5 | 11,6 | 7,2 |
| AT | 3 152 | 581,6 | 299,1 | 5,4 | 10,5 | 16,6 | 8,5 | |
| With | 4 267 | 826,3 | 503,6 | 5,2 | 8,5 | 17,4 | 10,6 | |
| D | 7 126 | 1 378,1 | 1 391,4 | 5,2 | 5,1 | 17,4 | 17,6 | |
| Total | 17 394 | 3 154,1 | 2 422,6 | 5,5 | 7,2 | 16,3 | 12,5 | |
| IV quarter | BUT | 4 846 | 368,1 | 397,9 | 13,2 | 12,2 | 6,8 | 7,4 |
| AT | 7 495 | 581,6 | 741,5 | 12,9 | 10,1 | 7,0 | 8,9 | |
| With | 11 352 | 826,3 | 1 293,1 | 13,7 | 8,8 | 6,6 | 10,3 | |
| D | 9 731 | 1 378,1 | 1 806,0 | 7,1 | 5,4 | 12,7 | 16,7 | |
| Total | 33 424 | 3 154,1 | 4 238,5 | 10,6 | 7,9 | 8,5 | 11,4 | |
| Total for the year | 99 934 | 3 154,1 | 3 151,1 | 31,7 | 31,7 | 2,8 | 2,8 | |
Thus, the turnover ratio according to the calculated standard will average 31.7 turnovers for all commodity groups, and this ratio will be the same for all other quarters, since the index of seasonal fluctuations in demand for products is not taken into account in the planned standard.
The estimated turnover ratio, taking into account the seasonality index, will be 7.7 turnovers in the 1st quarter, 7.9 turnovers in the 2nd quarter, 7.2 turnovers in the 3rd quarter, 7.9 turnovers in the 4th quarter, the average turnover ratio for the year will be 31.7 turnover.
This indicator is individual for each quarter and most of all satisfies the requirements of the enterprise, as it allows you to competently and rationally plan both the company's inventory in the context of assortment groups, and effectively use financial resources enterprises.
Since we have already proved that in order to increase the efficiency of managing the working capital of an enterprise, the calculation of the planned standard should be carried out taking into account the seasonality index, we compare the effectiveness of this method with the method of a simple planned standard.
Let's compare in table. 25 targets with actual results for 2009.
Table 25. Efficiency of the standard of commodity stocks, taking into account the index of seasonality of marketable products
| Product group | Commodity stocks, thousand rubles | Changes | ||
| fact | settlement plan | thousand roubles. | % | |
| I quarter | ||||
| Wall and floor materials | 1 908 | 357,1 | -1 550,9 | -81,3 |
| Varnishes, paints | 2 466 | 544,9 | -1 921,1 | -77,9 |
| electrical materials | 2 958 | 582,2 | -2 375,8 | -80,3 |
| Other | 2 783 | 1 072,8 | -1 710,2 | -61,4 |
| Total | 10 115 | 2 557,1 | -7 557,9 | -74,7 |
| II quarter | ||||
| Wall and floor materials | 1 908 | 488,9 | -1 419,1 | -74,4 |
| Varnishes, paints | 2 466 | 740,8 | -1 725,2 | -70,0 |
| electrical materials | 2 958 | 926,2 | -2 031,8 | -68,7 |
| Other | 2 783 | 1 565,5 | -1 217,5 | -43,7 |
| Total | 10 115 | 3 721,4 | -6 393,6 | -63,2 |
| III quarter | ||||
| Wall and floor materials | 1 908 | 228,6 | -1 679,4 | -88,0 |
| Varnishes, paints | 2 466 | 299,1 | -2 166,9 | -87,9 |
| electrical materials | 2 958 | 503,6 | -2 454,4 | -83,0 |
| Other | 2 783 | 1 391,4 | -1 391,6 | -50,0 |
| Total | 10 115 | 2 422,6 | -7 692,4 | -76,0 |
| IV quarter | ||||
| Wall and floor materials | 1 908 | 397,9 | -1 510,1 | -79,1 |
| Varnishes, paints | 2 466 | 741,5 | -1 724,5 | -69,9 |
| electrical materials | 2 958 | 1 293,1 | -1 664,9 | -56,3 |
| Other | 2 783 | 1 806,0 | -977,0 | -35,1 |
| Total | 10 115 | 4 238,5 | -5 876,5 | -58,1 |
| TOTAL | 10 115 | 3 151,1 | -6 963,9 | -68,8 |
From the data in the table it can be seen that the calculated indicators of the volume of stocks for all commodity groups and periods are less than the actual ones by 35-80%, and in general by 68.8% or 6963.9 thousand rubles. An illustration of the comparison of actual and estimated volumes of reserves by periods is shown in fig. 3.
Rice. 3. Inventory of Atrium LLC
The calculations once again confirmed the effectiveness and timeliness of the implementation of the proposal according to the planned standard at the enterprise, since today the funds unreasonably diverted for replenishment of commodity stocks amount to an average of 6,963.9 thousand rubles.
The release of funds by periods is shown in Fig. 4.
Rice. 4. The amount of released working capital
Thus, by moving to a more efficient form of managing the company's inventory, we release an average of 6,963.9 thousand rubles per year.
Therefore, the effectiveness of the proposal for the introduction of the inventory planning method in Atrium LLC based on the standard, taking into account seasonal fluctuations, has been proven.
Inventory management is a specific type of production activity, the object of which is the creation and storage of stocks.
The main goal of inventory management in an enterprise is to reduce the total amount of annual inventory costs to a minimum, subject to satisfactory customer service.
The practice of inventory management is to change conditions or develop measures to reduce the total annual cost of providing inventory. The amount of capital investment in reserves required to meet the expected demand, and the annual amount of costs for the formation of reserves, depend on a combination of various activities, conditions and decisions.
The goal of inventory management is to keep the annual total inventory holding costs to a minimum.
The object of the course work is the company Atrium LLC, which provides the population of Moscow and the Moscow region with repair and construction services, including cosmetic repairs, plumbing, electrical work.
In the course work, an analysis of the main technical and economic indicators was performed, which showed that Atrium LLC is quite successfully operating in a highly competitive market.
The volume of work and profits increase annually with a decrease in the number of personnel and an increase in the level of wages. With such positive moments, there are also negative trends. So, firstly, the values of profitability indicators are decreasing, which is associated with the outpacing of the growth rates of costs and revenues over the growth rates of profits. Secondly, there is an outpacing of wage growth over the growth of labor productivity, which does not correspond to theoretical provisions.
Factor analysis of the financial results showed that the profitability of operations and sales is reduced due to the excess growth rates of costs and revenues over the growth rates of profits.
An analysis of the financial condition showed that, in general, the balance sheet cannot be characterized as absolutely liquid. Calculations of liquidity and stability indicators revealed deviations of some indicators from the norm, which indicates an insufficiently stable financial position of the organization. This was also confirmed by the results of business activity assessment. And as a result - a high probability of bankruptcy.
A more detailed analysis of the structure and dynamics of working capital revealed a significant increase in the growth of commodity stocks, which have the largest share in the overall structure of working capital.
The analysis of business activity showed that during the analyzed period, the company's business activity indicators decreased slightly. Thus, the duration of the operating cycle increased by as much as 3.3 days compared to the base period, and the turnover of funds in settlements and inventory decreased.
Analysis of inventory turnover showed an increase in the duration of turnover with a decrease in the number of turnovers, which is a negative trend.
This situation cannot be assessed positively, since products stored in warehouses have a certain shelf life and require a higher turnover rate. The decrease in turnover for the analyzed period led to a decrease in the growth rate of the enterprise's profit, i.e. the enterprise, due to irrational policy in the field of inventory management, receives less potential profit.
Rhythm, coherence and high performance of the enterprise largely depend on its availability of working capital. The lack of funds advanced for the purchase of inventories can lead to a reduction in production, non-fulfillment of the production program. Excessive diversion of funds into reserves that exceed the actual need leads to the deadening of resources, their inefficient use.
Since working capital includes both material and monetary resources, not only the process of material production, but also the financial stability of the enterprise depends on their organization and efficiency of use.
A more detailed analysis of working capital showed that there is an annual increase in working capital and in general, for the analyzed period, the increase was 30.2%, which is largely (32.2%) determined by the growth of stocks.
Consequently, there is a need for Atrium LLC to improve the efficiency of work in the field of working capital management and, in particular, commodity stocks stored in warehouses, as the most significant part of own working capital.
Analysis of the structure of inventories made it possible to identify 4 main groups of commodity reserves, in the context of which their dynamics was studied. An analysis of the dynamics showed that the growth of stocks for all commodity groups outstrips the growth of production volumes, which is a negative factor.
To increase the efficiency of inventory management, stocks were rationed, the optimal size of the purchased batch of materials for individual product groups was calculated, the effectiveness of the proposed inventory management model was evaluated, which gave a positive result in the form of the release of working capital in the amount of 6963.9 thousand rubles.
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Balance sheets of Atrium LLC for 2007-2009
| Indicator | Year | ||
| As of 31.12.2007 | As of 31.12.2008 | As of 31.12.2009 | |
| thousand roubles. | thousand roubles. | thousand roubles. | |
| 1. Non-current assets, incl. | 1724 | 1646 | 1830 |
| fixed assets | 1648 | 1512 | 1739 |
| 2. Current assets | 10131 | 11319 | 13190 |
| 2.1 Stocks | 7649 | 8742 | 10115 |
| 2.2 Accounts receivable | 2420 | 2512 | 3003 |
| 2.3 Cash | 62 | 65 | 72 |
| BALANCE | 11855 | 12965 | 15020 |
| 4. Capital and reserves | 6550 | 6550 | 6550 |
| 6. Short-term liabilities | 5305 | 6415 | 8470 |
| 6.1 Credits and loans | - | - | 1500 |
| 6.2 Accounts payable | 5305 | 6415 | 6970 |
| BALANCE | 11 855 | 12 965 | 15 020 |
Course work
Improving the inventory management system of the trade organization Zvezda LLC
Introduction
Chapter 1. Theoretical foundations of inventory management.
1 Essence and inventory management system
2 Models for managing the optimal amount of inventories
2.1 Inventory management strategies
2.2 ABC - and XYZ stock analyzes
1.3 The role and task of stocks in the organization
Chapter 2. Analysis of inventory management in Zvezda LLC
1 The main organizational and economic characteristics of the enterprise Zvezda LLC
2 Analysis of inventory management in the enterprise
2.1 Existing inventory management system at the enterprise
2.2 ABC - and XYZ-analysis of the reserves of Zvezda LLC
2.3 Control systems and stock rationing in OOO Zvezda
Chapter 3. Improving Inventory Management at Zvezda LLC
3.2 Measures to improve inventory management
Conclusion
List of sources used
enterprise inventory management system
Introduction
The concept of material stock is one of the key in the field of economics and management. Raw materials taken from nature, before reaching the final consumer in the form of a finished product, are moved, combined with other materials, and subjected to production processing.
The commonly accepted wording is:
inventories are industrial and technical products at different stages of production and circulation, consumer goods and other goods awaiting entry into the process of personal or industrial consumption.
Inventory management theory develops inventory calculation methods that provide the most economical way to meet future demand.
Organizations seek to increase inventory turnover so that, with a smaller area of warehouses and lower costs for maintaining inventory, they can get the most sales and, therefore, profits. Since the turnover of stocks is directly dependent on the volume of sales, it is necessary to use all possible methods of sales promotion and acceleration, turnover of inventories.
The way to accelerate the turnover of inventories is to invest minimal funds. With an increase in turnover, the volume of sales and profits increase. With a high level of stocks, it should be remembered that physical and moral aging and deterioration during storage entail losses. Design changes, consumer preference for other types of goods, can cause obsolescence of goods. Too low stock levels are also undesirable. Due to the inevitable delays associated with the placement of orders, transportation, warehouse processing of goods, the company cannot purchase goods only at the time of receipt of the order from the consumer. Maintaining stocks at a certain level in accordance with the sales forecast contributes to the stability and rhythm of implementation.
Inventory control is carried out on the basis of the calculation of the level of inventories and the costs associated with them, in particular, the costs of current reserves.
The main management decisions regarding inventories relate to the determination of the timing and quantity of orders and affect the cost of purchased goods, the amount of costs associated with placing orders, the amount of expenses for holding stocks and the amount of damage, possible lack of stocks.
Modern enterprises have already included inventory management in the main directions of the actively implemented strategy of their behavior in the market environment and are trying to use this factor to increase competitiveness. An analysis of the existing management practice at enterprises shows that the general guideline in inventory management is their minimization within acceptable limits, leading to an acceleration in the turnover of own and borrowed funds, increasing competitiveness on this basis, strengthening and expanding its niche in the market of goods, works and services.
The main task of trading enterprises is to significantly increase profits and reduce the cost of maintaining inventory.
The foregoing determines the relevance of the chosen research topic.
The urgency of the problem of optimizing the reserves of an enterprise and their effective management is also due to the fact that the state of reserves has a decisive influence on the competitiveness of an enterprise, its financial condition and financial results.
The main purpose of this work is to study the problems and develop the main directions for improving the inventory management system of trade organizations.
To achieve this goal, it is necessary to solve the following tasks in the work:
To study the theoretical foundations of inventory management and types of inventory.
give a brief description of the organization.
analyze the existing inventory management system at the enterprise
develop ways to improve inventory management
The object of the study is the management of inventories in Zvezda LLC
The subject of the study is the process of formation and change in the level of material reserves of an enterprise.
Chapter 1. Theoretical foundations of inventory management
1.1 Nature and inventory management system
Inventories are an integral part of the current assets of the organization.
Inventory is material products, consumer goods, awaiting entry:
in the process of production consumption;
in the sales process;
In the process of personal consumption.
Material resources and goods in the state of stocks are stored in the warehouses of enterprises of various sectors of the national economy, transported along the lines of communication between enterprises, and are in the warehouses of trading and intermediary firms.
AT various sources Literature distinguishes three types of inventory:
1. Production stocks;
Unfinished production;
Finished products.
The first group includes stocks of raw materials and materials, purchased semi-finished products and components, structures and parts, fuel, containers and packaging materials, waste, spare parts, and other materials.
For each production process (or stage of the production process), the following types of raw materials can be distinguished:
a raw material that, as a result of processing, forms a significant part (by quantity or value) of the final product. Raw materials, as a rule, include primary materials that have not undergone processing at all or have undergone it to a small extent. Examples are crop, livestock or fishery products; products of extraction and enrichment of ore in the mining and metallurgical industries, as well as materials obtained as a result of specific technological processes of chemical and physical processing.
More highly processed inputs, such as pre-assembled parts that make up a significant proportion of the final product, such as an electric motor, are classified as semi-finished products. The procedure for purchasing such products on the side is similar to the purchase of other types of raw materials.
auxiliary materials that occupy a small (in terms of quantity or value) part in the composition of the final product. However, such materials may have important functional significance. Examples of auxiliary materials are sewing threads in tailoring, mounting bolts, wire.
It is also necessary to take into account the fact that the assignment of a product to a particular category of materials depends on the characteristics of the production process. So, the same threads in the textile industry serve as raw materials for the manufacture of fabric. Paper clips can be made from a certain type of wire, and in this case it will be the raw material.
production materials, which, unlike raw materials and materials, are not part of the final product, but are necessary for the normal course of the production process. They provide commissioning and operation of the equipment. These products include lubricants, cleaners and detergents. Energy is also among the production materials, due to the high cost and significant need for it, as a rule, it is taken into account separately from other types of production materials.
components include products that require little or no processing at all. Operations performed on them may include re-sorting, batch resizing, labeling, etc.
Raw materials, semi-finished products, auxiliary materials belong to the general category of raw materials and materials (as they are processed or processed during the manufacturing process). end products).
We present various types of materials in Fig. one.
Material classification:
On the way to the transformation of raw materials into the final product and the subsequent movement of this product to the final consumer, two main types of stocks are created (see Fig. 2).
The main types of inventories:
Industrial stocks - stocks located at enterprises of all branches of the sphere of material production, intended for industrial consumption. The purpose of creating inventories is to ensure the continuity of the production process
Commodity stocks - stocks of finished products from manufacturers, as well as stocks along the route of goods from the supplier to the consumer, that is, at wholesale, small wholesale and retail trade enterprises, in procurement organizations and stocks on the way.
Commodity stocks are subdivided, in turn, into stocks of means of production and consumer goods.
In the conditions of production on the basis of an order for the current period of time (month, quarter), inventory management is of particular importance. Industrial and commodity stocks are subdivided into current, insurance and seasonal.
Current stocks - the main part of industrial and commodity stocks. They ensure the continuity of the production and trade process between successive deliveries.
Safety stocks - designed to continuously provide materials or goods for the production or trading process in case of various unforeseen circumstances, for example, such as:
Deviations in the frequency and size of deliveries from those stipulated by the contract;
possible delays of materials or goods in transit when delivered from suppliers;
unexpected increase in demand.
Seasonal stocks - are formed during the seasonal nature of production, consumption or transportation.
Also, according to the functional purpose, in addition to those listed, there are promotion stocks, carry-over stocks, speculative stocks and illiquid assets.
Promotion inventories are built and maintained in distribution channels to respond quickly to a firm's marketing promotion policies, usually accompanied by large-scale media advertising. These stocks (most often for consumer goods) must satisfy a possible sharp increase in demand for the firm's products.
Carrying over stocks are the balances of inventory items at the end of the reporting period. In this case, the stocks are intended for the uniform operation of the enterprise in the next reporting period until the next delivery.
Speculative reserves - usually created by firms for material resources in order to protect against a possible increase in prices for them or the introduction of protectionist quotas or tariffs.
Obsolete (illiquid) stocks - are formed due to deterioration in the quality of goods during storage, as well as obsolescence. In this case, obsolete goods are not sold.
There is also a classification of reserves by quantitative levels, clearly shown in Figure 3.
Fig.3 - Classification of quantitative levels of stocks
The maximum desired inventory determines the level of inventory that is economically feasible in a given inventory management system. This level may be exceeded. In various management systems, the maximum desired stock is used as a guide when calculating the order quantity. A stock threshold ("reorder point") is used to determine when a particular order is issued.
The effectiveness of the company's inventory management depends largely on the organization of relations with third-party suppliers. Large companies(and after them, smaller ones) are mainly guided by the motto: "the customer is always right." That is why many consumer firms use all possible methods of pressure on their suppliers in order to reduce prices and improve service. However, the objective relationship between the last two indicators, as a rule, is expressed as follows:
the higher the quality, the higher the price and vice versa.
In order for the "just in time" system, which promises companies significant savings in operating costs, to really work, it is necessary to give priority not to prices, but to quality and speed of delivery. At the same time, price reductions should be achieved not through the administration of suppliers, but through their economic stimulation. In order for suppliers to really be interested in "knocking down" prices without compromising the quality of service, it is necessary to maximize the size of orders and increase the terms (history) of cooperation.
In order to save money, improve quality and increase the speed of working with suppliers, the latter should not be perceived as competitors or rivals, but as strategic partners. There is a rule that the greatest savings in procurement costs can come from the fewest suppliers.
1.2 Models for managing the optimal amount of inventories
It is equally bad for an enterprise to experience both a shortage and an excess of inventories. Among the factors that affect the volume of reserves of the enterprise, the most significant are the following:
conditions for the purchase of stocks (volumes of supply lots, order frequency, possible discounts and benefits);
conditions for the sale of finished products (changes in sales volumes, price discounts, the state of demand, the development and reliability of the dealer network);
conditions of the production process (duration of the preparatory and main process, features of the production technology);
inventory holding costs (storage costs, possible spoilage, freezing of funds).
Wilson model
To optimize the size of current inventories, a number of models are used, among which the Wilson Economic Ordering Quantity model (EOQ) is the most widely used.
The EOQ model can be used to optimize the size of both manufacturing and finished goods inventory by answering the question of how much inventory of a given type a business should purchase at a time. The optimal order size is understood as the volume of regular deliveries, which provides the required amount of inventory for the enterprise and minimizes the total cost of purchasing and storing inventory in the warehouse. The calculation is based on the division of all costs associated with stocks (with the exception of the costs of their acquisition, the total amount of which is unchanged and depends only on the amount of annual consumption of this type of stock) into two groups depending on the change in total costs when the volume of the order lot changes:
The costs associated with ordering the next batch of inventory (including the costs of transporting and receiving goods) and do not depend on the size of the batch.
The cost of keeping goods in a warehouse for a certain period of time, which depends on the amount of inventory.
Obviously, from the standpoint of minimizing the first group of costs, it is beneficial for the enterprise to import raw materials, materials or goods for resale in as large lots as possible. The larger the size of each delivery batch, the lower the number of orders during the period under review, respectively, and the lower the total operating costs for placing orders, delivering the ordered goods to the warehouse and receiving them.
From the standpoint of reducing the costs of the second group, it is beneficial to minimize the amount of stocks in stock at any time, down to the minimum allowable standard level, since large stocks entail high operating costs for their storage.
Thus, with an increase in the size of the order lot, the operating costs for placing an order (costs of the first group) decrease and the operating costs for storing inventory in the warehouse of the organization (costs of the second group) increase and vice versa.
The EOQ model allows you to optimize the order lot size in such a way that the total cost is minimal.
The total annual costs associated with the storage of TCC (Total Carrying Cost) inventory are calculated using the following formula:
Annual costs associated with the purchase of a batch of order TOC (Total Ordering Cost):= F N = F S / Q.
The total annual costs associated with the acquisition and storage of TIC (Total Inventory Cost) stocks:
TIC = TCC + TOC = C Q / 2 + F S / Q,
The use of this model involves a number of assumptions, which, however, do not overly limit the possibilities of its practical application:
model applies to one specific type goods, the quantity of which is continuously measured;
the level of demand for a product is known, constant over time and independent;
the goods are produced or purchased in separate batches;
the order comes in a separate delivery;
delivery time and order costs are constant;
inventory consumption is continuous;
the case of additional delivery of goods is not considered;
the case of a discount for a large volume of delivery is not considered
The cost of holding a unit of inventory per year, which may include:
rent of additional storage facilities;
payment for special storage conditions;
insurance;
damage to the goods or their obsolescence;
unearned alternative income;
Order volume in units of production;
The annual need of the enterprise for the product in question (in the same units as);
Number of orders per year, N = S / Q;
The cost of placing an order.
The resulting expression can be considered as a functional dependence of the quantity from the volume of the order lot.
The analytical formula for calculating the optimal order lot size EOQ (Economic ordering quantity) is:
EOQ=? (2 F S / C).
(This formula is also called the Wilson equation.)
Analyzing this formula, we can draw conclusions that are useful in practical activities enterprises:
The total cost for a given order quantity is lowest when the cost of ordering is equal to the cost of holding the corresponding inventory.
within certain limits (near the minimum point), the total amount of costs for orders of various volumes changes very slightly. However, outside these limits, costs rise or fall sharply;
in most cases it would cost the business much more to order too little than to order too much;
a change in the cost of holding inventory has a much greater impact on the optimal order quantity than a change in batch ordering costs.
The reorder point RP (Reorder Point) is the amount of stock in the warehouse at which it is necessary to place the next order.
It is important to determine the moment when the company should order a new batch of goods.
Value depends on the intensity of spending this type of stock, the time required for the manufacture and delivery of a batch of the order, and the size of the insurance reserve defined at the enterprise for this type of product:
RP = RQ + DQ T,
DQ - daily inventory consumption;
T - time of production and delivery of the batch of the order (in days).
1.2.1 Inventory management strategies
The formation of an optimal stock at the enterprise to maintain the continuity of the production process and immediately satisfy consumers with products throughout the supply chain is one of the most difficult management tasks today.
Inventory management consists in the reasonable establishment of the moments and volumes of the order for their replenishment and the distribution of the newly arrived batch of ordered products (raw materials, materials, etc.) to the lower levels of the supply system. The set of rules according to which these decisions are made, the Russian scientist Yu. I. Ryzhikov calls the inventory management strategy. He also believes that each such strategy is associated with certain (most often in a probabilistic sense) costs for bringing material resources to consumers; finding optimal strategies is the subject of the theory of optimal inventory management. To date, three main types of inventory management strategies are widely known:
The strategy of the greatest discretion. In accordance with this strategy, the amount of required stock is determined as the product of the maximum consumption of stocks (for any position) during one day by the longest duration of the delivery period available for orders issued by the enterprise. As a result, stocks are created that practically cannot be fully used by the time the next order for their replenishment is placed.
Additional reserve strategy. The guarantee of needs is provided in this case by creating an additional reserve of material resources. The amount of additional provision is determined by one of the methods described below.
Method 1. The size of the reserve is set equal to the average demand multiplied by the safety factor, the value of which is usually taken to be 1.25 - 1.40.
Method 2. The reserve number of storage units is defined as the square root of the average consumption in the period corresponding to the lead time.
Percentage of demand strategy. This strategy is based on the analysis of the frequency of demand for inventories based on the results of work within one day. Data on the magnitude of demand are entered in the schedule of distribution of products on an accrual basis. Then, that part of the total number of periods for issuing orders is established, for which the full consumption of stocks is permissible, without entailing a disruption in the production process. According to this value, from the specified schedule, the value of demand is determined, corresponding to the established cases of full use of reserves.
Inventory management strategies are based mainly on the implementation of well-known inventory management (control) systems (management system (there is a name “control system” and “regulation system” in the literature) is a set of measures to create and replenish stocks, organize continuous monitoring and operational planning of deliveries).
This is, firstly, a system with a fixed order size; secondly, a system with a fixed order frequency; thirdly, a system with a fixed frequency of replenishment of stocks to a constant level; fourthly, the "minimum-maximum" system.
Studying the experience of domestic and foreign enterprises, firms allows us to highlight the main points of optimizing almost each of the named inventory management strategies:
correct forecasting of demand for products in future periods;
correct use of a differentiated approach to grouping manufactured and marketed products based on ABC and XYZ analysis.
competent choice of the system of regulation (control) of the level of stocks at the enterprise and the correct calculation of its parameters, taking into account unforeseen changes in the market, especially leading to an increase in demand for manufactured products. (Fig.4)
Rice. 4. Main elements of inventory management strategy optimization
An analysis of the activities of various industrial enterprises made it possible to form an effective chain of actions to optimize the inventory management strategy. It can be represented by a block diagram (Fig. 5).
Fig.5. An effective chain of actions to optimize the strategy
The development of measures to optimize the inventory management strategy at the enterprise must begin with the procedure for forecasting market demand for products. Then, based on the obtained forecast value of demand, differentiate the products sold by the enterprise into groups using ABC analysis and XYZ analysis.
To manage the stocks of received product groups, it is necessary to choose an effective system for regulating (controlling) the level of stocks of the latter in the warehouses of the enterprise, to calculate and analyze its main parameters.
Finally, depending on the prevailing conditions in a particular market segment, one of the above strategies for managing stocks in an enterprise should be chosen, the ultimate goal of which is to continuously provide the consumer with some kind of material resource.
The implementation of this goal is achieved by solving the following primary tasks:
1. calculation of the order size;
Determining the time interval between orders;
Calculation and accounting of the current level of stocks in warehouses of various levels;
Determining the size of the guarantee (insurance) stock;
Calculation of the maximum (extreme) value of the stock, which is typical for the strategy of additional reserve.
1.2.2 ABC and XYZ stock analyzes
ABC analysis is based on the Pareto principle, which formulated the rule, the essence of which is as follows:
control of a relatively small number of elements allows you to control the situation as a whole. Often the Pareto rule formulated is called the 80/20 rule, which can be interpreted as follows: reliable control of 20% of item positions allows 80% control of the system (i.e., stocks in our case).
Among the main factors that can influence the assignment of stock items to one or another category of control, the following are distinguished.
The annual volume of use (consumption) of nomenclature positions in value terms.
Unit price of an item item.
Shortage of the nomenclature position.
Availability of resources for the production of stock items.
Cycle duration for stock item.
Requirements for the storage of the nomenclature position (special requirements for temperature conditions, humidity, etc.).
The risk of theft.
Shelf life.
Costs due to the absence of an item in the warehouse at the required time.
The degree of stability of product designs in which the nomenclature position is used.
Other factors.
If a company decides to apply several classification features at the same time, then the highest of the categories is assigned to the stock item.
After assigning each stock item to a certain class, each of the classes has its own inventory control rules.
) Frequent evaluation of forecast and forecasting method. Any constructed forecast carries some error. The more expensive and scarcer the nomenklatura position, the more expensive these mistakes are. As a consequence, this rule means careful attention to the methods for constructing forecasts of the need for item positions, monitoring the accuracy of the implementation of already constructed forecasts.
) Frequent cyclic inventory counts with tight tolerances. Any significant deviation of the data on reserves recorded in information system, from the data according to the calculation (which can also be called the current inventory). Each deviation that exceeds the established tight tolerance should be investigated to determine its causes. At the same time, it should be noted that it makes sense to conduct a traditional full inventory once a year or every six months.
) Daily update of information in the database. That is, for such item positions, it is necessary to use a system with continuous updating of inventory data.
) Frequent review of demand requirements, lot sizes, safety stock, usually resulting in relatively small order (batch) sizes. It is necessary to carefully monitor all planning parameters, identify real needs for stock items. The desire for small lot sizes may be dictated by the possibility of reducing both direct and hidden costs associated with keeping items in stock.
) Careful tracking and shortening of the cycle time. The shorter the cycle time, the lower the need for working capital. And since the bulk of the need is formed by stocks of class A items (at least in terms of working capital in stocks of raw materials, work in progress and finished products), cycle time management for them pays off significantly.
For Class B item items, the same measures apply as for Class A item items, but less frequently and with greater acceptable tolerances. The following rules are formulated for item positions of class C:
) Basic rule: the item must be in stock. It will be unpleasant to get a breakdown in the implementation of the sales plan or, even more unpleasant, the production plan due to the lack of cheap stock items, the storage of stocks of which, even if they exceed the volume of the usual needs of the enterprise, does not entail any significant increase in storage costs and the need for working capital. means. You can also say this: stocks of item positions of class C can be more than necessary, but should not be less than necessary.
) Simple data fixing or no data fixing at all in the database; it is possible to use the procedure of periodic inspection (review) to control the volume of stocks. A system with periodic updating of data in the system can be used, or these nomenclature positions are displayed outside the boundaries of the system in general.
) Large lot sizes (orders) and large safety stock. Large batches do not entail significant costs associated with the storage of inventory items of class C, so it makes sense to save mainly on preparation costs by ordering in large quantities.
) Storage in areas immediately accessible to personnel using these items in the production process. This simplifies the procedure for issuing stocks to production and eliminates unnecessary bureaucratic paperwork, which also entails certain costs.
) Infrequent (rare) calculation of reserves (once a year or half a year) with large acceptable tolerances (up to, for example, weighing instead of counting).
ABC analysis should be followed by XYZ analysis. It is after it is carried out that the final matrix is compiled, the evaluation of which allows you to optimally form the stock in the warehouse.
Inventory management in any company involves the daily analysis of a large amount of information on the history of sales, inventory, deliveries, returns, etc. If you carefully analyze the information for each product, then there simply will not be enough working time for this. Therefore, there is always the question of which products to analyze daily, and which are enough to check once a week or even a month. XYZ analysis provides answers to this and many other questions.
The main idea of XYZ-analysis is to group objects according to the homogeneity of the analyzed parameters, in other words, according to the coefficient of variation.
As objects of analysis, you can select a product, product group, supplier, etc. Then it is necessary to determine the parameter by which the analysis will be carried out. As a rule, the analysis is carried out on sales of goods or on the shipment of components from the warehouse. The choice of measurement units in this analysis is not of fundamental importance.
The next step is the grouping of goods by the value of the coefficient
Group X includes products with a coefficient of variation of less than 10%.
Group Y - goods with a coefficient of variation from 10% to 25%.
In group Z - goods with a coefficient of variation of more than 25%.
These group boundaries are recommended. In practice, there are often situations when all the company's products fall into group Z. There may be several reasons for this. The most common of these is the seasonality of sales. The seasons when sales changes occur are known and taken into account in advance when planning the company's work.
Thus, the use of XYZ-analysis allows you to divide the entire range into groups depending on the stability of sales. Based on the results obtained, it is advisable to carry out work to identify and eliminate the main causes that affect the stability and predictability of sales. In a comprehensive analysis of the state of the commodity resource management system, it is most productive to combine the results of ABC and XYZ analyzes.
The combination of ABC and XYZ analyzes occurs according to the following scheme:
First, an ABC analysis of goods is carried out by the amount of income received or by the amount of shipped goods for the entire accounting period (for example, for a year). Then XYZ-analysis of these goods is carried out for the entire same period (for example, by monthly sales for the year). After that, the results are combined.
When combined, nine groups of goods are determined (Table 1):
Table 1 - Combination of ABC - and XYZ analyzes
ABCXАХВХСХYAYBYCYZAZBZCZ
Goods of groups A and B provide the main turnover of the company. Therefore, it is necessary to ensure their constant availability. It is generally accepted practice when an excess safety stock is created for goods of group A, and sufficient for goods of group B. The use of XYZ-analysis allows you to fine-tune the inventory management system and thereby reduce the total inventory.
Products of the AX and BX groups are distinguished by high turnover and stability. It is necessary to ensure the constant availability of goods, but for this it is not necessary to create an excess safety stock. The consumption of goods in this group is stable and well predicted.
Goods of the AY and BY groups with a high turnover have insufficient consumption stability, and, as a result, in order to ensure constant availability, it is necessary to increase the safety stock. Goods of the AZ and BZ groups with a high turnover are characterized by low predictability of consumption. Attempting to ensure guaranteed availability for all items in a given group with excess safety stock alone will result in a company's average stock being increased significantly. For the goods of this group, the ordering system should be reviewed. Some of the goods need to be transferred to an order system with a constant amount (volume) of the order, for some goods it is necessary to ensure more frequent deliveries, choose suppliers located close to your warehouse (and thereby reduce the amount of insurance inventory), increase the frequency of control, entrust work with this group of goods to an experienced company manager, etc.
Group C products account for up to 80% of the company's assortment. The use of XYZ-analysis can greatly reduce the time that the manager spends on managing and controlling the goods of this group
For goods of the CX group, you can use the system of orders with a constant frequency and reduce the insurance inventory.
For goods of the CY group, you can switch to a system with a constant amount (volume) of the order, but at the same time form an insurance stock based on the financial capabilities of the company.
The CZ product group includes all new products, goods of spontaneous demand, delivered to order, etc. Some of these goods can be painlessly withdrawn from the assortment, and the other part must be regularly monitored, since it is from the goods of this group that illiquid or hard-to-sell inventory arises, from which the company incurs losses. It is necessary to withdraw from the assortment the remains of goods taken on order or no longer produced, that is, goods that usually belong to the category of stocks.
So, the use of combined ABC and XYZ - analyzes will allow:
Increase the efficiency of the commodity resource management system;
increase the share of highly profitable goods without violating the principles of assortment policy;
identify key products and the reasons that affect the amount of goods stored in the warehouse;
redistribute the efforts of staff depending on qualifications and experience.
1.3 The role and task of stocks in the organization
At the organizational level, inventories are among the most capital-intensive items and therefore represent one of the factors that determine the policy of the enterprise. However, many companies do not pay due attention to it and constantly underestimate their future needs for on-hand inventory. As a result, organizations typically find themselves having to invest more capital in inventories than anticipated.
More than 20 years ago, Western economists tried to establish to what extent it was possible to keep the ratio of stocks and sales unchanged. Using the "fixed accelerator" equation
(J = k*D, where J is the stock level, units, D is the demand and k is the coefficient of uneven demand), they came to the conclusion that such a simple relationship does not correspond to real inventory management.
Using a larger amount of various data for a very long period, and using a modified version of the specified accelerator (“flexible accelerator”), foreign researchers suggested that companies carry out only a partial adjustment of their stocks, bringing them closer to the desired level during each of the periods of production. Over a twelve-month period, the difference between desired and actual inventory levels could only be reduced by 50%. This change is explained mainly by the improvement of the inventory management system based on the use of computer technology.
A number of US scientists have concluded that if 75% of fluctuations in the level of investment in inventories could be controlled, the economy of this country would not experience any of the post-war recessions, during which prices, output and profits fell, and unemployment grew.
The task of inventory is to provide the enterprise with the necessary material resources, in order to ensure the normal operation of the enterprise.
Inventories have always been considered a factor that ensures the security of the logistics system, its flexible functioning, and was a kind of "insurance".
Thus, companies that produce components for aircraft produce these products according to consumer orders. No one will simply create stocks of, for example, diesel engines. In the clothing industry, only minimal stocks of finished products are created, which is explained by the volatility of tastes and fashion. In the latter case, a significant part of the funds is invested in work in progress - semi-finished products that are prepared in order to quickly respond to changing product market needs.
The situation is exactly the opposite in companies involved in the creation of decorative cosmetics. Success here mainly depends on how quickly the demand is met, and therefore the finished product must be available. Production of cosmetics to order is extremely rare, as consumers prefer a certain brand of products. Here, the repeated sale of the same product to the same consumer is characteristic. Investments in stocks of raw materials and work in progress in companies specializing in the production of color cosmetics are kept to a minimum.
The objective need for the formation of reserves is associated with the nature of the processes of production and reproduction. The main reason for the formation of stocks is the mismatch in space and time of production and consumption of material resources.
The need for the formation of reserves is especially important in connection with the continuous deepening of the division of labor. An increase in labor productivity occurs as a result of the expansion and deepening of the processes of specialization and cooperation, as a result of which an increasing number of enterprises participate in the process of manufacturing the final product. The need to move between them the means of production leads to the formation of an increasing number of stocks, both in size and in range.
The formation of reserves is also associated with the need to ensure
continuity of the production process at all its stages. In the process of fulfilling contracts for the supply of products and during its transportation, deviations from the planned dates and sizes of delivery lots may occur. At the same time, production should be fed regularly. Therefore, the rhythmic work of the enterprise primarily depends on the availability and condition of stocks. The presence of stocks allows you to smoothly ensure the implementation of the established production program. The lack of materials at the enterprise due to the depletion of stocks disrupts the rhythm of the production process, leads to equipment downtime or even the need to rebuild the process.
One of the reasons for stockpiling is also the possibility of fluctuations in demand (unpredictable increase in the intensity of the output flow). Demand for any group of goods can be predicted with a high degree of probability. However, predicting the demand for a particular product is much more difficult. Therefore, if you do not have a sufficient stock of this product, or raw materials for its manufacture in the case of a “custom-made” enterprise, the situation is not ruled out when effective demand is not satisfied, that is, the client leaves with money and without a purchase.
Bulk discounts can also lead to stockpiling. In modern economic conditions in Russia, one of the main problems of the financial and economic activities of enterprises is the problem of rising prices. A significant rise in the cost of material resources necessary for the production process adversely affects the functioning of the enterprise, leads to interruptions in supply up to the stop of the production process. Thus, investing free funds in inventories is one of the possible ways to avoid a fall in the purchasing power of money.
On the other hand, an enterprise that has been able to foresee inflationary processes in the economy creates a reserve in order to make a profit by increasing the market price. In this case, we are talking about the speculative nature of the creation of reserves
The need for material resources for the formation of reserves is determined in three assessments:
) in natural units of measurement, which is necessary to determine the need for storage facilities;
) in monetary (value) assessment to identify the need for working capital and link with financial plan;
) in days of availability - for the purpose of planning and monitoring the implementation of the delivery schedule.
The process of placing each new order for the supply of materials and components is accompanied by a number of administrative costs (search for a supplier, negotiating with him, business trips, long-distance negotiations). You can reduce these costs by reducing the number of orders, which is equivalent to an increase in the volume of the ordered batch and, accordingly, an increase in the size of the stock.
Seasonal fluctuations in the production of certain types of goods lead to the fact that the company creates stocks of these products in order to avoid problems in supply during unfavorable periods.
In addition, the accumulation of stocks is often a forced measure to reduce the risk of short supply (non-delivery) of raw materials and materials necessary for the production process of the enterprise. Note that in this regard, an enterprise that focuses on one main supplier is in a more vulnerable position than an enterprise that builds its activities on contracts with several suppliers.
However, the policy of accumulation of inventories leads to a significant outflow of funds from the company's turnover. The dependence of production efficiency on the level and structure of stocks lies in the fact that the enterprise bears certain costs for ensuring the safety of stocks.
The long-term maintenance of stocks leads to the formation of so-called “illiquid assets” at Russian enterprises (stocks that cannot be used either at the enterprise itself or sold to third-party consumers).
Thus, there are many reasons for creating inventories in organizations, however, they all have in common the desire to economic security. At the same time, it should be noted that with many positive aspects of the creation of reserves, the enterprise incurs significant costs for their formation and maintenance.
Chapter 2. Analysis of inventory management in Zvezda LLC
2.1 The main organizational and economic characteristics of the enterprise Zvezda LLC
Society with limited liability Zvezda is engaged in small-scale wholesale and retail sales of construction fasteners and consumables. Location of the enterprise - Krasnodar Territory, Sochi, st. Labor d.25
Legal address: 354003 Krasnodar Territory, Sochi, st. Krasnodonskaya d.64
The activities of the enterprise are regulated by the Constitution of the Russian Federation, the Federal Law of the Russian Federation "On Limited Liability Companies", the charter of the enterprise, as well as other regulatory documents and legislative acts. The enterprise is an independent economic object with the rights and obligations of a legal entity.
The enterprise operates on the principles of full cost accounting, self-financing and self-sufficiency, bears full responsibility for the results of its own economic activity and the fulfillment of its obligations to suppliers and consumers, the budget, banks, as well as to the labor collective in accordance with the current legislation.
The purpose of the creation of Zvezda LLC is to carry out production and economic activities aimed at making a profit.
To achieve its goals, Zvezda LLC performs the following activities:
carries out purchase and sale transactions, loans.
searches for potential partners among associations, enterprises and organizations located on the territory of the Russian Federation, in particular on the territory of the Krasnodar Territory.
The authorized capital of Zvezda LLC is formed at the expense of the contribution of the sole founder and amounts to 10,000 rubles.
LLC "Zvezda" independently carries out the planning of economic activities, based on real consumer demand within the scope of activities.
Zvezda LLC is headed by the Director, who carries out the current management of the enterprise, carries out general management company, determines the movement of cash resources.
The main economic indicators of the organization's activities are given in
Balance Sheet and Profit and Loss Statement. (Appendix 1)
Table 2. - Main economic performance indicators of Zvezda LLC
No. p/pIndicatorsYears2008200920101. Sales volume, thousand rubles 27295332108912. Cost of sales, thousand rubles 2478435593803. Profit from sales, thousand rubles 25197715114 Reserves thousand rubles 27299422051
Revenue from the sale of goods in 2010 increased by 8362 thousand rubles. This is due to an increase in product prices and an increase in sales. The number of buyers has increased. expanded list of nomenclature. There is a growth rate of the cost of goods sold, an increase in stocks of goods, both due to an increase in volumes, and due to an increase in expenses for cost items.
2.2 Analysis of inventory management in the enterprise
2.2.1 Inventory management system in the enterprise
Zvezda Limited Liability Company is a trading organization. The company's field of activity is the sale of professional fasteners and consumable building materials. Products are sold directly from the warehouse.
OOO Zvezda sells products at average prices and has neither the largest nor the smallest sales volume. The main emphasis in the work of the company is on the implementation of only high-quality and certified products, as well as products that have passed the test.
The need for inventories is determined by sales managers. The main criterion for choosing the most suitable suppliers is their reliability, product quality, prices, possible financial benefits. Particular attention is paid to the terms of delivery and forms of payment for purchased products. The suppliers of Zvezda LLC are large trading and manufacturing companies: - Global Rivet Engineering LLC
LLC "Mostorg"
OOO "Don fasteners"
Omax LLC
OOO "Tulfor"
Cooperation with these companies allows us to provide Zvezda LLC customers with both stable product quality and continuity of supplies.
2.2.2 ABC - and XYZ-analysis of the reserves of Zvezda LLC
The organization's inventories are analyzed in order to:
1. Determine the compliance of actual commodity stocks in general and for individual product groups with established standards;
To identify changes in the inventory of the wholesale enterprise, as well as to establish their share in the total inventory of wholesale and retail trade in the area of activity of the wholesale enterprise.
For the successful implementation of the turnover plan, it is necessary to have stocks of goods in retail and wholesale trade. In retail outlets, inventory is essential for smooth trading and for providing customers with the choice of their merchandise. Appointment of wholesale trade stocks, timely replenishment of retail organizations and enterprises with goods.
During the analysis it is necessary to establish:
Compliance of commodity stocks with the established standards (in the amount and in days of turnover) and the factors that influenced their deviation from the plan;
Changes that have occurred during the analyzed period in the total volume and structure of commodity stocks, and their causes;
Compliance of the composition of inventories with the demand of the population, the reasons for the formation of excess inventories or their decrease in comparison with the standard;
The correctness of the distribution of commodity stocks between individual organizations and enterprises.
The analysis should show how commodity stocks as a whole and for each group of goods ensure the normal development of commodity circulation.
Commodity stocks are divided into: standardized and non-standardized.
Normalized inventory includes: all goods in current storage and goods in transit, i.e. goods in warehouses and bases; goods in retail establishments; goods shipped according to settlements, documents that have not been handed over to the bank for collection within the time limits established for the delivery of documents to secure the court. These data are available in the 1st group of the section ?? balance sheet asset.
Non-standardized inventories include:
Goods of seasonal storage and early factory; goods shipped according to settlement documents that were not handed over to the bank for collection of settlement documents, the terms for which payment was not received;
Goods shipped but not paid for by buyers on time;
Goods in the custody of the buyer.
Commodity stocks should not be excessively large, as this slows down their turnover, increases the cost of their storage and transportation and product losses, reduces profits and profitability. Insufficient stocks lead to a narrowing of the assortment and interruptions in trade, to failure to fulfill the plan of trade.
The analysis of commodity stocks should reveal the degree of compliance with the standards, reveal the reasons for deviations from them and outline ways to streamline stocks.
First, it is necessary to analyze the normalized inventory, for which their actual amount should be compared with the standard.
Consider the Algorithm of the inventory management process, as well as the procedure for receiving, passing documentation and the conditions for storing goods in LLC Zvezda.
Receipt of goods to the warehouse is carried out as follows:
When products are received from suppliers by road, the materially responsible person (MOL) - the storekeeper, accepts the goods according to the bill of lading (TTN), checks the compliance of the quantity and quality of the goods received with the entries in the TTN.
The actual quantity of goods is determined by recalculation. If the quantity and quality of the cargo corresponds to the TTN, the storekeeper puts a mark (stamp and signature on the TTN on acceptance of the goods from the supplier (carrier). monitors the compliance of the delivered goods with the ordered ones according to the information received from the sales manager.Then the goods are transported to the warehouse using an automatic loader.
Table 3. Turnover of commodity groups for the 1st quarter of 2010
Name of the commodity group Turnover (January - March 2010), thousand rubles Share of the commodity group, %Chinese Tech-Krep self-tapping screws in assortment 23022.8 Foams, sealants 18017.8 Consumables 12011.9 1009.9Total1010100
ABC analysis of stock assortment
Product group name Share in turnover in descending order, % Share in turnover, cumulative total, % Group Assorted Chinese Tech-Krep self-tapping screws22,822.8APoeils, sealants17,840.6APhand tools15,856.4APerforated fasteners13,970.3V
Thus, the conducted ABC-analysis shows that the main share of the organization's turnover is provided by such product groups as
Chinese Tech-Krep Self Tapping Screws, Foams, Sealants and Hand Tools. Product groups Fasteners "Global Rivet", Power tools belonging to group C, need to be developed and require additional shares sales promotion, for example in the form of price reductions or assortment expansion.
However, ABC-analysis by product groups gives only a superficial idea of the organization's assortment structure. For more detailed and deep analysis it is advisable to conduct a similar analysis for product categories within product categories, as it is more informative and allows you to more effectively manage the assortment.
For a deeper study of the assortment, you can use XYZ-analysis . It allows you to create a more complete picture of the trading process in the organization. The analysis also involves dividing the company's assortment into groups X, Y and Z, while the criterion for this analysis can be the profitability of goods or the stability of their sales.
In this case, most often the need for XYZ-analysis arises when the company is faced with the task of analyzing the assortment simultaneously in several parameters and presenting its result in the form of a matrix.
Consider the combination of ABC- and XYZ-analysis.
The following product groups are the object of study:
Table 4
Chinese self-tapping screws Tech-Krep in assortment Foams, sealantsHand toolsConsumables Perforated fastenersPower tools Fasteners "Global Rivet"
The combined analysis includes the following steps.
Stage 1. Conducting ABC-analysis. The criterion for dividing goods into groups within the framework of this analysis is the share of the commodity group in the total turnover of the company. The results of the analysis are presented in Table 5
Table 5. ABC analysis:
Product group Share in turnover in descending order, % Share in turnover, cumulative total, % Group 7.892.8s Consumable 7.2100s
Stage 2. XYZ analysis. At this stage, the criterion for dividing goods into groups is the share of the product group in the company's gross profit. The results of XYZ analysis are presented in Table 6
Table 6. XYZ analysis:
Product groupShare in gross profit in descending order, %Share in gross profit on a cumulative total,%GroupHand tools27,527.5XPerforated fasteners22,550.0XChinese Tech-Krep self-tapping screws14,264.2YFoams, sealants11,075.2YGlobal Rivet fasteners9,885, 0YPower tool7,692.6ZConsumables7,4100Z
Stage 3. Combined analysis (ABC- and XYZ-).
It is necessary to combine the results of ABC- and XYZ-analysis, as a result of which the entire assortment of the warehouse is divided into 9 segments based on two criteria - the share of the product group in the company's turnover and the share of the product group in the company's profit. The results of the combined analysis are presented in Table 7.
Table 7. ABC and XYZ analysis:
AX Hand toolsAY Chinese Tech-Krep self-tapping screwsAZВХ Perforated fastenersBY Foams, sealantsBZ Power toolsCXCY Global Rivet fastenersCZ Consumables
The analysis made it possible to identify the most profitable and least profitable groups of goods for the organization.
So, the most profitable commodity groups for the company are AX, BX, AY - groups that provide the greatest contribution to the turnover and the formation of the company's profit.
The results of the analysis of the existing inventory management process show that Zvezda LLC does not have a targeted approach to the formation and storage of reserves. There is also a shortage of some nomenclature units due to the seasonality of the consumption process.
The need for additional staff of the logistics department. The main problem can be called a shortage or, conversely, an excess of stocks, thus, the task of optimizing inventories becomes very relevant, because. understated stocks of material resources can lead to losses associated with downtime, unsatisfied demand and, consequently, to loss of profit, as well as the loss of potential buyers of products; on the other hand, the accumulation of excess inventories binds the working capital of the enterprise, reducing the possibility of its profitable alternative use and slowing down its turnover, which is reflected in the value of the total production costs and the financial results of the enterprise. Economic damage is caused by both a significant presence of reserves, and their insufficient quantity. The urgency of the problem of optimizing the material reserves of an enterprise and their effective management is due to the fact that the state of stocks has a decisive influence on the competitiveness of an enterprise, its financial condition and financial results. It is impossible to ensure a high level of product quality and reliability of its supply to consumers without creating an optimal stock of goods.
2.2.3 Control systems and inventory rationing
The stock rate is the estimated minimum amount of raw materials, components or finished products that must be kept by manufacturing or trading enterprises to ensure an uninterrupted supply of production or buyers of goods.
When determining the norms of commodity stocks, three groups of methods are used: heuristic, methods of technical and economic calculations and economic and mathematical methods (Fig. 6)
Fig.6 The main methods for determining the norms of commodity stocks
Heuristic methods involve the use of the experience of specialists who study the statements for the previous period, analyze the market and make decisions on the minimum required reserves, based largely on a subjective understanding of demand development trends.
An employee of the enterprise responsible for the state of stocks can act as a specialist. The method used in this case for solving the problem belongs to the heuristic group and is called experimental-statistical. If the task in the field of inventory management is quite complex, the experience of not one, but several specialists can be used. By analyzing their subjective assessments of the situation, as well as the proposed options, you can get a fairly good solution, slightly different from the optimal one. This method also belongs to the heuristic group and is called the method of expert assessments.
The method of technical and economic calculations consists in dividing the total stock, depending on the intended purpose, into separate groups, for example, assortment positions in trade. Further, for the selected groups, insurance, current and seasonal stocks are calculated separately, each of which, in turn, can be divided into some elements - for example, insurance stock in case of increased demand or violation of the terms of delivery of materials (goods) from suppliers. The method of technical and economic calculations makes it possible to accurately determine the required amount of reserves, but its labor intensity is high.
Economic and mathematical methods. The demand for goods or products is most often a random process that can be described by methods of mathematical statistics. One of the simplest economic and mathematical methods for determining the size of the stock is the extrapolation (smoothing) method, which allows you to transfer the rates that have developed in the formation of stocks in the past to the future. For example, having information about the size of stocks for the past four periods, based on the extrapolation method, you can determine the size of stocks for the upcoming period using the formula
Y 5= 0.5(2Y 4+Y3 -Y 1),
where Y, Y 3, Y„ - stock levels (in total, days or percentage of turnover) for the first, third and fourth periods, respectively; Y 5- the normative level of stock for the forthcoming, fifth period.
Inventory forecast for the sixth period (Y 6) can be done using the formula
Y6 = 0.5 (2YS + Y4 - Y2).
International inventory management practice shows that the growth rate of stocks should somewhat lag behind the growth rate of demand. Mathematically it looks like this:
where T 3- growth rate of commodity stocks; T with - the growth rate of demand.
This ratio between stocks and demand provides the possibility of accelerating the turnover of working capital.
Currently, Zvezda LLC uses the Heuristic method for determining the norms of commodity stocks.
Inventory control is the study and regulation of the level of stocks of industrial and technical products and consumer goods in order to identify deviations from stock standards and take prompt measures to eliminate deviations. The need to control the state of stocks is due to the increase in costs in the event that the actual size of the stock goes beyond the limits provided for by the stock norms. Stock control can be based on inventory records, inventory censuses, inventories, or as needed.
In general, the following inventory control systems can be distinguished:
With a fixed order frequency;
with a fixed order size.
Inventory control system with a fixed order frequency. The control of the state of stocks under this system is carried out at regular intervals through the inventory of residues. Based on the results of the check, an order for the supply of a new batch of goods is drawn up.
The size of the ordered consignment of goods is determined by the difference between the maximum commodity stock provided by the norm and the actual stock. Since the execution of the order requires a certain period of time, the value of the ordered batch is increased by the amount of the expected expense for this period. The size of the ordered batch (P) is determined by the following formula:
P \u003d Pvfrc - (Pa - P t) ?
W Max - the maximum margin stipulated by the norm;
W f - the actual stock at the time of the check;
W t - the stock that will be used up during the placement and execution of the order.
Since the order is carried out at regular intervals, the size of the ordered batch in different periods will also be different. Naturally, this system can be used when it is possible to order batches of different sizes (for example, in the case of container delivery of the ordered goods, this system is not applicable). In addition, the system is not used if shipping or placing an order is expensive. For example, if the demand for the past period was insignificant, then the order will also be insignificant, which is permissible only if the costs associated with the execution of the order are insignificant.
A feature of the described system is also the fact that it allows for the occurrence of a deficit. If demand rises sharply, stock will run out before the order deadline. This means that the system is applicable when the possible losses from the deficit for the enterprise are also insignificant.
A stock control system with a fixed order frequency is used in the following cases:
terms of delivery allow you to receive orders in batches of various sizes;
the cost of placing an order and shipping is relatively low;
losses from a possible shortage are relatively small.
A stock control system with a fixed order size means that the replenishment of the stock is a constant value. The time intervals through which an order is placed may be different in this case.
Normalized values in this system are the size of the order, the size of the stock at the time of placing the order and the amount of safety stock. A purchase order is placed when the stock on hand decreases to the reorder point. After placing an order, the stock continues to decrease, since the ordered goods are not delivered immediately, but after a certain period of time t. The value of the stock at the point of order is chosen such that in a normal working situation during the time t the stock does not fall below the insurance one. If demand unexpectedly increases, or the delivery time is violated, then the safety stock will start working. The commercial service of the enterprise in this case must take measures to ensure additional supply. The control system provides for the protection of the enterprise from the formation of a deficit.
In practice, a stock control system with a fixed order quantity is mainly used in the following cases:
large losses due to lack of stock;
high inventory holding costs;
high cost of ordered goods;
high degree of demand uncertainty;
discounted price depending on the quantity ordered.
A system with a fixed order size assumes a continuous accounting of balances to determine the reorder point. If there is a wide range of materials (or an assortment for a trade enterprise), a prerequisite for using the system is the use of automated barcode identification technology.
Chapter 3. Improving Inventory Management at Zvezda LLC
Based on the analysis, we can identify several problems in the development and functioning of Zvezda LLC
One of the main problems is that at the end of the year a large number of illiquid products accumulate in the warehouse, as well as a shortage of key positions. The main reason for such a large stock is that the pre-order of goods is based on preliminary plans sales, as well as the fact that these plans are set by a senior sales manager based on information from previous periods. Thus, the company suffers a loss, both for the maintenance of storage facilities, and the turnover of capital has decreased.
It follows that success in the competitive struggle can be achieved by the one who has built the system of orders in the most rational way, so that his economic indicators are at the optimal level.
This goal is achieved, among other measures, by:
a) reducing the costs associated with the creation and storage of stocks;
b) reduction of delivery time;
c) more precise observance of delivery terms;
d) improving the marketing system.
To do this, it is necessary to establish close ties and constant interaction of the functional subsystems of the entire set of manufacturing enterprises, consumers and suppliers.
Enterprise management should not be carried out on the principle of direct response, but based on the planning of preventive actions. It is necessary to reach the level of integration of planning and control of operations for the organization of activities with marketing, sales, supply and finance operations, the organization of a single system covering all divisions of the enterprise. This should contribute to linking the often conflicting goals of various functional subsystems and divisions.
It is necessary to adjust the activity of the enterprise as follows:
to improve the organization of material and technical supply in order to ensure the uninterrupted supply of the enterprise with the necessary material resources and reduce the time spent by capital in stocks;
reduce the time spent in accounts receivable;
speed up the process of shipment, execution of settlement documents and reduction of settlement time due to the use of various forms of cashless payments;
conduct regular surveys and surveys of customers about the needs and prospects of demand;
reorganize the system of accounting and ordering resources.
In order to secure its financial position, the company needs to pay attention to the possibility of increasing assets at the expense of internal resources. The best way to find such funds could be the release of reserves through the sale of "hanging" products in stock, increasing the volume of sales, retraining personnel, redistributing areas for using profits, and others.
In order for the enterprise to effectively use working capital and make a profit, it is necessary to reduce the share of stocks, that is, to conduct constant sales and not allow them to lie in warehouses. This will entail an acceleration of the turnover of working capital, which will favorably affect the position of the enterprise.
To achieve optimal operation of the company, as well as to reduce the overhead costs associated with the storage of products, it is necessary to solve the following tasks:
optimize the marketing activities of the enterprise;
optimize and implement new order management systems;
reorganization of the warehouse system, taking into account the selected order management system.
One of the proposals for improving orders is the introduction of more efficient management. To achieve the quality of management at the enterprise, it is necessary to conduct retraining, training of existing personnel, which will also provide a positive effect in the field of personnel motivation.
To improve the quality of customer service and meet their expectations as soon as possible, it is necessary to reduce the time and number of cycle components through more effective management.
It should be noted that well-coordinated and fast deliveries of products to consumers in accordance with their orders will provide competitive advantages. Along with the high quality of the supplied goods, the ability to quickly and efficiently satisfy customer orders is important.
Equally important is the competent forecasting of reserves, finding their optimal level. This will allow the company to sell the delivered batches of goods on time, and not store illiquid goods.
3.2 Measures to improve inventory management
Even the best-prepared product management strategies and tactics require constant improvement, which is associated with changes that are constantly taking place in the external environment.
Consider the possibility of the enterprise to attract borrowed funds to increase current assets. LLC "Zvezda" in 2007, when forming commodity stocks, used exclusively its own funds of the enterprise. If borrowings did take place, they were so short-term that they did not have a significant impact on the financial condition of the enterprise. In 2008, the company was forced to resort to loans to replenish working capital. Also, considerable attention should be paid to market research, improvement of advertising activities. Taking into account the specifics of Zvezda LLC activities and trends in its development, as well as objective advantages, it is advisable to build an advertising policy based on the address-complex principle, combining:
inform potential customers about the existence of certain types of products;
inform about the need for the press, about its role in the economy and the life of society;
disseminate information about the high quality of services;
formation of consumer demand for products;
create a "reputation basis" for the subsequent introduction of new trademarks;
remove misconceptions, gaps in information and other barriers to sales.
In order for consumers to know about the product, it is necessary to inform them about it. Why are there different ways to promote products? The promotion program includes various ways to communicate with customers:
When considering advertising and product promotion, it is necessary to determine their role in the marketing structure. They should be well thought out and match the type of product being sold, given that the main role of promotion is to stimulate customer demand and improve the overall image of the company. An important question is who develops and organizes an advertising campaign - company employees or an involved agency.
Taking into account the specifics of the goods of Zvezda LLC, develop advertising company should involve an agency, but always with the participation of the head of the company. To date, the Sochi market has a clear shortage of skilled workers. Technical supervision engineers often have no idea about the correct use of one or another fastener or technical means of construction. The head of LLC "Parallel" has quite good practical skills in using the products sold, has repeatedly participated in the testing and testing of professional fasteners. Based on the above, the participation of the head of the organization in advertising campaigns is necessary to attract potential buyers.
What is the experience of the agency, in what areas does it work? What services does the agency provide to its clients? What is the professionalism of the agency specialists? What are the agency's creative options? Is the volume of services provided by the agency stable? Does the agency conduct the necessary market research?
Sales promotion includes promotion of consumers of goods and promotion of trade. Forms of sales promotion are:
discounts for a certain period of time various discount coupons sale of goods at reduced prices various games and competitions giving awards and gifts free samples of goods for testing
When developing a promotion program, the following main factors should be considered:
the size target markettype of goods market features the amount of funds allocated for promotion
The main goals of the promotion program are set in relation to three characteristics:
informing consumers about the existence of your product, the method and place of its purchase, about your company in general persuading consumers to choose and buy exactly your products a reminder of your company and the products it offers for their purchase in the future
The very message to buyers of your products should focus on the target audience and consists of the form of appeal and its content. The content of the message is the idea and information that you want to communicate to the target audience. The message form is the means to convey the content
To implement a product promotion program, it is necessary to determine the amount of costs for its implementation. In practice, various methods are used to determine the budget for promotion:
as a percentage (share) of the company's sales volume. In this approach, however, promotion follows sales rather than precedes them. at the level of competitors' costs. It does not take into account the features of your company in comparison with competitors. in the form of an increase in relation to previous expenses. At the same time, there is no connection with the main goals and objectives of the company. use of residual funds available. There is also no direct connection with the objectives of the firm. method of meeting the goals and objectives of the company. With this approach, the means of promotion are planned taking into account the goals and the choice of means to achieve them, after which the necessary level of costs is formed. The amount received may go beyond the available funds, and therefore it is necessary to review the goals set in the direction of their greater realism. The main advantage of this method is the determination of what can be achieved with the help of the generated advertising budget.
"coverage" of the target audience, showing the number of people who had contact with a given advertising medium during a certain period of time. Coverage is expressed as a percentage of the number of all individuals that make up a particular market “Frequency” characterizing the average number of times people are covered by advertising media over a certain period of time "rating", which characterizes the popularity of the carrier of the advertising message among the representatives of the target group a "selectivity index" that compares the percentage of the target market's audience to the share of the advertising media with the percentage of the population that makes up that market. At the same time, if the “selectivity index” is equal to 100, then representatives of the target group, for example, read the publication in the same way as all other segments of the population. If the “selectivity index” is less than 100, then the proportion of regular readers of the publication among the representatives of the target audience is correspondingly less than among the entire population. Thus, when choosing specific media for an advertising campaign, it is necessary to focus on those of them, the value of the "selectivity index" for which will be more than 100. “the price of informing 1% of the target audience”, which comprehensively depends on the cost of placing one publication of a given format and the rating of the publication for the target group. The lower it is, the cheaper it is for the advertiser to influence the target group and the higher the economic efficiency of placing an advertising message in this particular publication.
Indicators - "rating" and "selectivity index" make it possible to draw a conclusion about the size and "orientation" of coverage of potential consumers with the help of a particular advertising medium. However, these values do not take into account the price characteristics of placing ads in various publications. "Rating" and "price of information" are the main indicators by which one can judge the economic efficiency of advertising in individual publications. Therefore, when planning an advertising campaign, the ratio of the values of the specified characteristics for the considered advertising media will be taken into account. However, "rating", "selectivity index", "price of informing" and even their combination for a single advertising medium cannot be considered absolute criteria for the effectiveness of advertising placement.
As a generalizing criterion for an advertising campaign one of the following criteria may apply:
achievement of the maximum "cumulative rating" (characterizing the popularity of advertising message carriers among representatives of the target audience) with a given advertising budget; achieving maximum coverage of the target audience with a given budget; achieving the minimum budget for a given "cumulative rating"; achievement of the minimum budget with a given coverage of the target audience.
When developing advertising for a company, there is often a need to turn to specialists - advertising agencies, especially if the entrepreneur does not have experience in this area, or the advertising campaign is planned to be quite complex and include the media.
"Publicity",aimed at forming public opinion, offers a number of ways:
brief news (press releases) about the company and its activities for press release articles providing more detailed information about the company sponsorship of various events and promotions
Personal Selling Methodincludes the search for potential customers, the selection of consumers who are willing and able to purchase goods, the use of the practice of presenting the goods, making a sale and implementing after-sales activities.
Attracting buyers can be noted in an increase in turnover and an increase in the speed of turnover of inventory.
An in-depth study of the market will allow you to optimize the structure of inventory as much as possible. It is necessary to reduce the range of goods, since some goods and product groups have a very slow turnover rate, it is possible to increase it only through a wide advertising campaign, which is economically feasible at the moment and in the near future.
You should learn from your competitors in inventory planning.
The assortment of Zvezda LLC is quite wide, this is an advantage of the organization and, at the same time, its disadvantage. Fluctuations in market conditions can adversely affect the position of the enterprise. Therefore, it is necessary to constantly update the assortment due to product groups that the company does not sell. This can insure activities and makes it possible to maneuver current assets.
It is necessary to increase the profitability of the company's activities by searching for favorable supply conditions and increasing the trade margin, minimizing transport, insurance, storage and other costs. Since the low level of profitability, although it is due to the conquest of the market, will not allow saving the accumulated achievements in the future.
When a company has determined what product it will invest in and what suppliers it will work with, it is necessary to plan the amount of inventory for each type of product. To do this, based on the actual data (sales volume, response time, etc.), you need to calculate the average stock for each type of product. Adding the data for the goods of a particular supplier, we get the average inventory for the supplier. The average inventory (TM) in the warehouse consists of insurance (STZ) and average working stock (RTZ). The latter depends on how many times the company purchases goods for the period, and sales volume.
There are two approaches to estimating the safety stock.
The first is based on expert judgments about the likely increase in sales and product delay. The following formula is used to calculate:
CNP = GLch CHch (% GL + % CH)?
where PDsr is the average sales volume per day, units; SRav - average term response (the period between the moment the need for the product arises and its delivery to the warehouse), days; % PD - the percentage of the likely increase in sales (how much sales per day can increase in relation to average sales), percent; % CP - the percentage of the probable delay in delivery (how many days the delivery may be delayed in relation to the average response time), percent.
Second the approach to calculating the safety stock is based on the accumulated statistics of fluctuations in sales and violations of delivery dates:
where, ґср, ґпд - standard deviation of the response time and deviations of daily sales; Ko - planned sales coverage ratio. Calculated based on the given probability using the statistical tables of the Laplace function.
After the size of the safety stock is determined, you need to compare the results obtained with the actual warehouse balances exceeding planned demand and eliminate existing surpluses.
It will be correct if the control over the state of stocks is carried out on a daily basis for deviations from the following standards:
Maximum commodity stock (MaksТЗ), which is calculated as the sum of the insurance stock and the average supply volume;
order/reorder point (RTP) - the quantity of goods in the warehouse, upon reaching which it is necessary to place a new order with the supplier (the sum of the safety stock and the quantity of goods that will be sold in the time necessary to deliver the next batch from the supplier);
point of "last wish" (TLW) - the number of goods that will be sold in the time it takes to deliver the next batch from the supplier and by the time the next delivery arrives, the company will be left without goods.
By setting standards and quickly monitoring them, the company will be able to manage its investments in inventory in the most effective way. . But, at the same time, one should not forget that it is not enough to develop the necessary methodology, it is important to interest the company's employees in the results. It is necessary to organize control over the fulfillment of contractual relations, it will help to promptly manage accounts payable, which will allow more efficient planning of financial resources, improve the quality of work with suppliers, and ensure control over the fulfillment (violations) of the terms of the contract.
A very promising product group is Global Rivet fasteners.
But there is a certain risk, which consists in the fact that the sale of this product group due to its high cost may not be implemented in a timely manner, and the company will incur losses. To prevent this from happening, this product group should be given special attention when managing inventory.
Fluctuations in market conditions can adversely affect the position of the firm. Therefore, it is necessary to expand the range at the expense of related product groups. This can insure activities and makes it possible to maneuver current assets.
It is necessary to automate the inventory management process, for these purposes there are many application systems. The usual implementation results are impressive:
) stock reduction up to 50%;
) reduction of costs for the order by 20%;
) income growth of 20%, thanks to the reduction of deficits;
) increase in turnover by 2 times;
) increase in return on investment by more than 50%.
To improve inventory management, we can recommend a company, for example, MoySklad (warehouse automation), which turns control into a well-organized and easily implemented procedure.
Applying withwarehouse automation system MySklad, the company does not need to look for expensive specialists or additional tools. In this case, in order to manage and organize the inventory of materials, it is enough to connect the Internet and take care of the presence of a web browser on the computer, and all data from the program is easily transferred to 1C. Automation of warehouse accounting and trade management using the described MySklad program has a lot of advantages:
Simple and convenient tracking of customer orders: no forgotten or unfulfilled orders.
Accounting for goods from any point where there is Internet (office, store or from home), in several divisions or branches due to simultaneous access to the program by several employees from different computers.
Up-to-date balances of goods needed for an accurate count of goods.
Transfer of warehouse accounting data to the 1C: Accounting program for compiling tax reporting of organizations.
Save time when printing documents by 80%, no errors in details, dates, amounts.
Reports and statistics: profitable and unprofitable goods, planning and organization of purchases, customer rating.
Round-the-clock operation and reliability of the automation system: you can forget about the problems of accounting and warehouse automation associated with software support.
And in all this, the organization of accounting for goods helps, which is carried out by the warehouse accounting program MySklad, which can be downloaded for free.
Automation of a warehouse and warehouse accounting, with the help of this MyWarehouse service, is also good because the program interface is easily customizable for any parameters.
Thanks to this, it becomes even more convenient to carry out the organization of inventory accounting of materials, because a number of less important functions do not interfere with the specialist. You can also pay attention to the application software: BIT: Warehouse Management
Solution "BIT:
Warehouse management" is designed to automate the accounting and management of warehouse complexes with address storage of goods (wms system based on "1C: Enterprise 8").
When developing this system, modern methods of managing warehouse complexes, the real needs of domestic enterprises and the successful experience of implementing wms in various industry companies were taken into account.
The program solves the following tasks:
Optimization of warehouse stocks due to the redistribution of goods within the warehouse;
Stock optimization based on loading statistics;
Optimization of the use of warehouse space;
Obtaining accurate and up-to-date information about the balance of goods in the warehouse in the context of storage addresses;
Carrying out inventory without stopping the work of the warehouse;
Simplification / acceleration of the acceptance procedure due to the standardization of processes;
Control over the progress of the assembly of goods, the ability to track the current state;
Issuance of assembly sheets indicating storage locations;
Elimination of losses associated with the limited shelf life of the goods;
Exclusion of errors associated with the "human factor".
Implementation results:
Increasing the speed of order processing (both incoming and outgoing);
Reducing the volume of sorting;
Fast picking of consignments of goods, prompt shipment to their consumers;
Elimination of risks of loss of goods, including expiration dates;
Improving the efficiency of company management by optimizing inventory.
Compatibility:
1C:Enterprise
In the current economic situation, many firms work under the order. This method is win-win for sellers, but not always acceptable for buyers. When the demand is not satisfied, the buyer can choose another seller. In order not to lose customers and not to store a large amount of inventory, the company must correctly calculate its optimal level. The choice of inventory management policy is practically the answer to one simple question: "What is the optimal amount of inventory for the company?" What will be the criterion for the correctness of determining such a quantity?
Obviously, companies need inventory in order to fulfill their customers' orders for goods in the right quantity and on time. However, stocks require expenses for their maintenance until they "wait in the wings" and are sold. Moreover, the losses of the company increase primarily due to the diversion from the turnover of part of the capital invested in reserves.
Therefore, the company must find for itself the optimal combination between the costs and benefits of the chosen level of inventory in order to determine what amount of inventory for each product group (or even item) is sufficient.
Conclusion
Stocks of various kinds play a crucial role in the functioning of any economic system and appear in almost all parts of the national economy.
The main factors in the formation of stocks of finished goods are the delays necessary for:
accumulation of finished products up to the size of shipped lots;
completion of delivery batches, if several items are shipped to the consumer at the same time;
packaging and packaging of products;
registration of shipping documentation;
loading into vehicles.
Changes in the volume of inventories largely depend on the currently prevailing attitude of entrepreneurs towards them, which, of course, is determined by market conditions. When the bulk of entrepreneurs are optimistic about the possibilities of economic growth, they expand their operations, increase the volume of investments in the creation of reserves. However, fluctuations in the levels of the latter are not caused by investment alone. Important factors here are the quality of decisions made, as well as what specific inventory management technology is used.
Inventory management consists in establishing the moments and volumes of the order for replenishing them and distributing the newly arrived batch to the lower levels of the supply system. The set of rules by which these decisions are made is called the inventory management strategy. Finding the optimal strategy is the subject of inventory management optimization theory.
Inventory management strategy - a structure of rules for determining the moment and volume of an order.
It should be noted that the field of application of the theory of inventory management is not limited to warehouse operations. In particular, reserves can mean:
Product availability;
the workforce planned for a particular task;
the size of the capital of the insurance company;
storage capacity;
the amount of information in the database;
carrying capacity of vehicles;
production capacity of the enterprise;
water pressure in HPP reservoirs;
The number of personnel of this qualification (when planning personnel training)
When an enterprise seeks to occupy its market niche, it is necessary to correctly plan all expenses and expenses for activities. It is competent planning in the field of sales, procurement, promotion, staff incentives that can guarantee the company's success. Inventory planning occupies a special place in the organization of the company's activities, since large financial costs are allocated for inventories.
A study of the activity of the analyzed construction company showed that the value of the company's reserves in monetary terms is significant and, most likely, excessive. An analysis of the material support of production revealed that the intensity of the use of material resources is unstable. In the presence of excess stocks for a number of items, OOO Zvezda also has scarce materials. All this testifies to the need to rationalize inventory management at the enterprise.
From the point of view of improving the efficiency of inventory management, the validity of inventory rationing is of great importance. The diploma considers the most common methods of reserve rationing in the special literature and determines the measure of their validity. The choice of the method for calculating the stock rate is determined by the following principle. The low degree of significance of material resources also determines the insignificance of losses due to some inaccuracy in the calculations. Therefore, for such material resources, it is advisable to use simple calculation methods. On the contrary, the reserve rate for highly significant material resources should be calculated using the most accurate, justified methods, since the inaccuracy of calculating reserve rates for such material resources leads to much more significant losses than the cost of the calculation itself.
Another important factor affecting the state of the actual stock in the warehouse is the fulfillment by suppliers of their obligations in terms of the volume, timeliness and structure of deliveries.
To assess the fulfillment by suppliers of their obligations, the diploma contains reliability indicators that take into account the fulfillment by suppliers of obligations in terms of volume, timing, range, and a method for the prompt implementation of accounting and control of the receipt of materials to the warehouse is proposed.
The results of the calculations can serve as a basis for assessing the degree of fulfillment of the concluded contracts (agreements) for the supply of goods and for imposing penalties on suppliers.
Every leader and manager should consider inventory as an important part of the assets into which money is immobilized. This stage in working capital, the duration of which determines the need for cash of the enterprise. The amount of inventory depends on the scale of the enterprise. Usually than larger enterprise, the greater should be the amount of stocks in the sum. At the same time, the size of stocks is affected by the number of suppliers, their reliability and remoteness, storage capacity, the diversity of buyers and their persistence, the number of orders, price forecasts, assortment, real savings from accelerating inventory turnover, labor shortages, reliability of supplies, etc.
Commodity stocks are goods that are in the sphere of commodity circulation, as well as at the manufacturer and in transit. Their presence characterizes the static state and location of the commodity mass in the process of product distribution at a certain point in time. They ensure the continuity of production, consumption and uninterrupted sales.
Every head of a trading organization should know the answer to such questions: how much and what stocks should be available, what is their optimal size and how to accelerate the turnover of funds invested in stocks? In the conditions of market relations, commodity stocks are created to achieve the goals set for the trade organization: to ensure the growth of the share of sales in the market, maintain competitiveness, ensure profitable work in the process of movement and sale of goods, etc.
It is also important to understand that the time of circulation of goods shows how quickly the goods will be sold and how soon the costs of its production and circulation will be reimbursed. This indicator is directly related to indicators of the economic efficiency of market activity. By its value, one judges how long the product remains in the form of a stock, i.e. incurs costs and does not bring returns.
When accelerating the turnover of funds invested in commodity stocks by one day, an amount equal to the average one-day sales volume is released from the sphere of trade. However, this is only part of the effect. By reducing the time of circulation of goods, the process of reproduction is accelerated, the intensification of the development of trade and the increase in its efficiency are ensured, the need for borrowed funds (bank loans, etc.) and the costs of trade enterprises (organizations) for their use are reduced.
Commodity stocks at the beginning of the period only in those cases are positive factors if they meet the requirements of the buyer in all respects (price, quality, quantity, assortment, etc.). The importation of goods and the formation of supply (presence of commodity stocks) have a positive impact on sales only if they are focused on customer demand. In every enterprise, unfortunately, in the composition of commodity stocks and among the imported goods there are so-called slow-moving goods, which adversely affect the volume of sales and the financial condition of the enterprise.
Success in the commercial activities of the enterprise largely depends on the reasonable formation of the range of goods that meets the requirements of customers. The total amount of revenue is formed from the sale of individual goods, and their ratio depends on socio-economic factors affecting the demand of the population. Management of trade processes requires not only the study of the composition of the sales volume, but also the constant monitoring of structural shifts, seasonal and other cyclical fluctuations in the ratios in the sale of individual goods. All of these factors must be taken into account because various goods have different cost-intensity and profitability. Therefore, the structure of sales volume has an impact on the size and level of profit.
Commodity turnover most reliably characterizes the state of inventory. This indicator with good reason can be used to evaluate the results of commercial activities. It shows less influence of random factors.
The acceleration of turnover is one of the key problems that characterize the qualitative side of the activities of trade enterprises. The development of the company's sales volume with a relatively low level of inventory is inextricably linked with the intensification of activities, with a course towards improving the efficiency and quality of work. Accelerating the turnover of funds invested in inventory is one of the relatively independent areas for increasing the efficiency of trading activities. It is tantamount to an increase in resources that can be additionally directed to the development of trade or other areas of activity.
As part of this work, the tasks set at the beginning of the study were solved, such as:
studied the theoretical foundations of inventory management and types of reserves,
given a brief description of Zvezda LLC
assessed the effectiveness of management of current financial needs and own working capital of the enterprise;
the existing inventory management system at Zvezda LLC was analyzed
developed a way to improve inventory management in Zvezda LLC developed recommendations for improving the efficiency of inventory management
On the task, the essence and purpose of inventory, we have identified that inventory as part of commodity resources is the supply of goods at any given moment, and the purpose is to ensure the continuity of production, consumption and uninterrupted sales.
In order to effectively manage inventory in order to optimize it and increase the efficiency of commercial activities, we made a proposal to introduce a computerized system to the enterprise.
Commodity stocks and commodity turnover are interrelated indicators. These indicators are significantly influenced by internal and external factors:
volume of production and quality of products of enterprises;
seasonality of production;
import volume;
the breadth and degree of renewal of the assortment;
links of commodity circulation;
fluctuations in demand;
saturation commodity markets;
properties of goods that determine their shelf life and, accordingly, the frequency of deliveries.
The formation and regulation of commodity stocks consists in maintaining them at a certain level, in maneuvering them. It involves the adoption of various commercial decisions by salespeople in order to normalize inventory.
List of used literature
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Tags: Improving the inventory management system of the trade organization Zvezda LLC Diploma Management
INTRODUCTION3 1 THEORETICAL ASPECTS OF INVENTORY MANAGEMENT IN LOGISTICS5 1.1 Principles and features of inventory management in logistics5 1.2 Inventory management models in logistics8 1.2.1 Simple inventory management model (EOQ)8 1.2.2 Price discount model in the inventory management process12 1.2.3 Multi-product static model with restrictions on the capacity of storage facilities18 2 ANALYSIS OF THE INVENTORY MANAGEMENT SYSTEM AT THE ENTERPRISE LLC "AMEX"21 2.1 Characteristics of logistics in the trading company LLC "AMEX"21 2.2 ABC-XYZanalysis of the commodity stock of the enterprise LLC "Ameks"30 3 IMPROVEMENT OF THE INVENTORY MANAGEMENT SYSTEM AT THE ENTERPRISE LLC " AMEKS"37 3.1 Designing measures to improve the inventory management system at the enterprise37 3.1.1 Improving inventory management of the AY38 group 3.1.2 Forecasting the consumption of goods for the category BY39 3.1.3 Calculation of the optimal lot of the order of goods for the AX group47 3.2 Evaluating the effectiveness of the proposed measures48 CONCLUSION51 THE LIST USED NOY OF LITERATURE52
Introduction
Stocks for enterprises are those objects that require significant capital investments, as well as various costs for their maintenance. Stocks are a factor that should determine the production and logistics policy of the company and affect the development of the enterprise as a whole, its competitiveness in particular. Logistics deals with inventory management issues of an enterprise (company). It should be said that logistics is a fairly new science and a large number of domestic enterprises, unfortunately, do not pay proper attention to it, and as a result, they constantly underestimate their needs for reserves, models and methods of logistics are used not in accordance with the latest scientific achievements, but intuitively. . The result of this attitude to logistics is the fact that enterprises are faced with unreasonable investments in inventory, while incurring financial losses. Thus, inventory management can be understood as the functional activity of enterprises (companies), the purpose of which is to bring the total amount of annual costs of maintaining inventory to a minimum, subject to quality customer service. Proper application of methods and models of inventory management in the logistics of an enterprise inevitably leads to an increase in the efficiency of the enterprise by freeing up working capital, reducing the cost of storage facilities, ensuring optimal (rational) routing of material flows, therefore, the topic of the course work is improving the logistics system of inventory management of a trading company Amex LLC, Moscow is relevant. The relevance of the topic and the unresolved problems of inventory management determined the purpose of the work, which is to improve the inventory management system of a trading company in order to increase the efficiency of its activities by reducing logistics costs. To achieve the goal of the work, we formulate the objectives of the study: - give a theoretical generalization of the logistical category of stocks, analyze the main methods of stock management in a trading company; - to analyze the inventory management system at the enterprise; - highlight the problematic issues of inventory management; - offer recommendations to eliminate problematic issues and improve the inventory management system. The object of the study is the trading company Amex LLC. The subject of the study is the inventory management system of the trading company Amex LLC. The theoretical basis for the course work was the work of responsible and foreign logisticians, such as D. J. Bowersox, D. Wordlaw, D. Wood, J. Johnson, D.J. Kloss, P.R. Murphy Jr., M.R. Linders, D.R. Stock, B.V. Anikin, A.M. Gadzhinsky, L.B. Mirotin, Yu.M. Nerush, V.I. Sergeev. The research methods are general theoretical, empirical and special logistic methods, such as: observation, generalization, analysis, synthesis, ABC-XYZ - analysis, etc. The practical significance of the results obtained lies in the possibility of their direct use in the course of improving the inventory management system in the logistics of a particular enterprise . The course work consists of an introduction, three sections, a conclusion, a list of references.
Conclusion
The paper considers the enterprise of wholesale and retail trade "Amex" and analyzes the inventory management system characteristic of this enterprise. The essence of inventory management systems. Today, the company operates a system with a fixed order size. This is a classic system in which the restocking order quantity is a constant. An order for the supply of products is carried out subject to a decrease in the stock available on the trains of the logistics system to the established minimum critical level, which is called the order point. During the operation of this technological system, supply intervals may be different depending on the intensity of costs (consumption) of material resources in the logistics system. It should be noted that a distinctive feature of the logistics and inventory management system is the widespread use of informatics and communications. They allow at a high level to control all the main and support processes logistics sector. In the course work, it is proposed to use inventory management methods that are based on economic and mathematical models and ABC-XYZ - inventory analysis. The data obtained indicate a positive economic effect associated with the implementation of the inventory management system. Thus, the consistent achievement of the goal of the course work, obtaining a positive economic effect from the proposed project activities indicates the achievement of the goal of the course work.
Bibliography
1. Dybskaya V.V. Logistics / V. V. Dybskaya, E. I. Zaitsev, V. I. Sergeev, A.N. Sterligov. – M.: Eksmo, 2011. – 944 p. 2. Christopher, M. Logistics and supply chain management [Text] / M. Christopher; under. total ed. V.S. Lukinsky - St. Petersburg: Peter, 2014. - 316 p. 3. Procurement logistics / under. edited by K. Rudkovsky - Minsk.: Finance, 2013. - 323 p. 4. Shapiro J. Supply Chain Modeling / per. from English; ed. V.S. Lukinsky. - St. Petersburg: Peter, 2012. - 720 p. 5. Wagner G. Fundamentals of operations research. T.1 .: Per. from English. 3rd ed. – M.: Infra-M, 2012. – 335 p. 6. J. Wood, D. Wordlaw, F. Daniel Modern logistics, 9th edition: Per. from English. – M.: Ed. house "Williams", 2014. - 441 p. 7. Gadzhinsky A.M. Logistics / A.M. Gadzhinsky. – M.: Dashkov i K, 2012. – 484 p. 8. Meshkova L.L. Logistics in the field of material services (On the example of procurement - procurement and transport services). 2nd ed. Tambov: Ed. TSNU, 2012. - 188s. 9. Kanke A.A., Koshevaya I.P. Logistics. – M.: KnoRus, 2011. – 320 p. 10. Denisenko M. P., Levkovets P. R., Mikhailova L. I. et al. Organization and design of logistics systems: Textbook / ed. prof. M.P. Denisenka, prof. P. R. Lekovets, prof. L. I. Mikhailova. - K: Center for Educational Literature, 2011. - 336 p. 11. Panasov E.V. Logistics. Personnel, technology, practice. – M.: Infra-Engineering, 2011. – 224 p. 12. Stepanov V.I. Logistics. – M.: Prospekt, 2012. – 496 p. 13. Tyapukhin A.P. Logistics. – M.: Yurayt, 2012. – 576 p. 14. Grigoriev M.N., Uvarov S.A., Tkach V.V. Commercial logistics. Theory and practice. – M.: Yurayt, 2012. – 490 p. 15. Gudkov V.A., Mirotin L.B., Shiryaev S.A., Gudkov D.V. Fundamentals of logistics. – M.: Hot line- Telecom, 2011. - 352 p. 16. Bowersox D. Logistics. Integrated supply chain / D. Bowersox, D. Kloss. - M .: CJSC "Olimp-Business", 2012. - 640 p. 17. Sekerin V.D. Logistics. – M.: KnoRus, 2011. – 240 p. 18. Models and methods of the theory of logistics: Textbook. 3rd ed. / Ed. V.S. Lukinsky - St. Petersburg: St. Petersburg, 2012.- 448 p. 19. Gaidaenko O.V. Logistics. – M.: KnoRus, 2011. – 272 p. 20. Grigoriev M.N., Dolgov A.P. Logistics. Advanced course. – M.: Yurayt, 2011. – 736 p. 21. Nikolaichuk V.E. Logistics Management 2nd Edition. - M.: Publishing and Trade Corporation "Dashkov and K", 2012. - 980 p. with.
Chapter 1
1.1. The role and importance of inventories in improving the efficiency of production and commercial activities of the enterprise.
1.2. Classification of stocks at the enterprise.
1.3. Formation of a system of indicators for assessing inventories.
Chapter 2. Methodological bases of material ^ stocks management at the enterprise.
2.1. The problem of forecasting the need for inventories
2.2. Classification of inventory management systems and costs for their formation and storage.
2.3. Formation of a market approach to inventory management.
Chapter 3. Development of tools for managing inventories of an industrial enterprise.
3.1. Analysis of the nomenclature of production stocks of the enterprise.
3.2. Development of a simulation economic and mathematical model of inventory management.
3.3. Economic efficiency inventory management
Recommended list of dissertations
Increasing the economic efficiency of managing inventories of an industrial enterprise based on a logistics concept 1998, candidate of economic sciences Volodina, Elena Vasilievna
Improving the efficiency of furniture enterprises based on logistics activities 2004, Candidate of Economic Sciences Sanaev, Vasily Viktorovich
Organizational and economic support of material costs management at industrial enterprises 2008, candidate of economic sciences Pertseva, Lyubov Nikolaevna
Methodological aspects of the analysis of working capital and working capital of food industry enterprises: theory, practice, ways of improvement 2007, Doctor of Economic Sciences Gerasimova, Larisa Nikolaevna
Organizational and economic mechanism of adaptive management of inventories at machine-building enterprises 2009, Candidate of Economic Sciences Mikhalchenko, Marina Sergeevna
Introduction to the thesis (part of the abstract) on the topic "Improving the inventory management system at an industrial enterprise"
In conditions market economy rational management of production resources is of great importance for industrial enterprises. In improving the management of the enterprise's production resources, there are reserves for increasing economic efficiency, improving product quality and reducing its cost.
The most important, in our opinion, is the problem of rational inventory management of the enterprise. The urgency of the problem of optimizing reserves and their effective management is due to the fact that the state of reserves has a decisive influence on the competitiveness of an enterprise, its financial condition and financial results. The use of scientific methods of inventory management makes it possible to reveal the hidden internal resources of the enterprise, which is a significant reserve for increasing the profitability of its economic activity.
The results of the analysis of inventory management processes at domestic industrial enterprises suggest that the currently used inventory management strategies do not correspond to market principles of management. There is no targeted approach to the formation and storage of stocks. At the same time, the management of stocks of material resources and financial and economic activities is carried out in isolation. The rationalization of stocks is not seen as a major reserve for economic growth and as a factor in increasing competitiveness.
The creation of methodological tools that allow to quantify, analyze and predict various options for the formation of an inventory management strategy actualizes the significance and increases interest in the subject of the stated dissertation research.
The degree of development of the problem is characterized, on the one hand, by a significant number of scientific and journalistic works on this topic, and on the other hand, by the complexity of introducing and applying approaches, methods and models of inventory management at Russian industrial enterprises.
Theoretical aspects of inventory management were considered in the works of the representatives of the national economic school - Baskin A.I., Bulinskaya E.V., Inyutina A.M., Mikityants S.R., Nevelev A.M., Fasolyak N.D., Bogatin Yu.V. and others. The problem of managing the production reserves of an enterprise from the standpoint of financial analysis is considered in the works of Balabanova I.T., Damari R., Kovalev V.V., Saifulin R.S., Stoyanova E.S., Sheremet A.D. and other authors.
In the works of V.M. Lagutkin, M.I. Ledin, V.A. Lototsky, Naylor T., Ryzhikov Yu., Henssman F., Khrutsky E.A., Shannon R. economic and mathematical methods and models of inventory management are described.
The modern, market approach to managing stocks of material resources and finished products is considered in the works of such foreign authors as Bukan J., Kenigsberg E., Mate E., Tiksye D., Harris E., Hosking A., Wilson R., and also domestic scientists Anikin B.A., Gadzhinsky A.M., Zalmanova M.E., Albekov A.U., Novikov O.A., Rodionova V.N., Nerusha Yu.M., Kostoglodova D.D., Sergeeva V. I., Smekhova A.A., Mirotina L.B., Stakhanova V.N.
At the same time, the existence of undeveloped issues of the formation of an integrated inventory management system in relation to the peculiarities of the functioning of Russian industrial enterprises predetermined the setting of the goal and objectives of this dissertation research, its logic and structure.
The aim of the study is to develop an integrated approach and scientifically based proposals for a systematic increase in the efficiency of managing the inventories of industrial enterprises.
In accordance with the goal, the following tasks were defined:
Summarize the theoretical aspects of inventory management;
Explore the economic essence of stocks;
Assess trends in the dynamics of the state and structure of inventories of industrial enterprises;
Develop a system of economic indicators for assessing inventories at an industrial enterprise;
Conduct a comparative assessment of existing inventory management systems;
Develop the main provisions of the modern concept of inventory management;
Build a simulation economic and mathematical model of inventory management;
Develop a methodology for quantifying the economic efficiency of inventory management.
The object of the study is industrial enterprises that need to improve the inventory management system.
The subject of the dissertation research are economic relations, emerging in the process of managing the inventories of an industrial enterprise.
The theoretical and methodological basis of the study was macro- and microeconomic theory in terms of the development of industrial production, the work of domestic and foreign scientists-economists on the theory of inventory management, production and financial management, and strategic planning.
The dissertation research was carried out within the framework of the Passport of the specialty VAK 08.00.05 - economics and management of the national economy, section 15. Economics, organization and management of enterprises, industries, complexes (industry); clause 15.1. Development of new and adaptation of existing methods, mechanisms and tools for the functioning of the economy, organization and management of economic entities of industry; clause 15.2. Formation of mechanisms for sustainable development of the economy of industrial sectors, complexes, enterprises.
In the process of research, general scientific methods and techniques were used: dialectical, systemic, historical-logical, monographic, comparison, analysis and synthesis, induction and deduction, analogy, methods of building classifications. In addition, special methods were used during the dissertation research. economic analysis Keywords: economic-mathematical, economic-statistical, methods of financial analysis, factor analysis, simulation modeling, ABC- and XYZ-analysis.
The information and empirical base of the study was the statistical data of the State Statistics Committee of Russia, economic data published in magazines and newspapers, monographs, data from documents accounting and external financial reporting of industrial enterprises.
The provisions of the dissertation submitted for defense:
1. In a market economy, the rational management of inventories is of great importance for industrial enterprises, because in this area, there are reserves for increasing the economic efficiency of the production and economic activities of the enterprise, improving the quality of products, reducing its cost, which ultimately determines the success of the enterprise in the competitive struggle.
2. The choice of an inventory management strategy for an industrial enterprise should be based on integrated assessment the state of inventories, namely: establishing the value of reserves and their structure, identifying the dynamics of the total value of reserves and their structural elements, determining the degree of availability of material reserves for the economic needs of the enterprise.
3. When building an inventory management system at an industrial enterprise, it is advisable to use the principles of a market concept that provides for an integrated approach to inventory management within the boundaries of the production and economic system, subordination of the inventory management strategy to the global market strategy of the enterprise.
4. The use of an economic-mathematical simulation model as an integral part of the system toolkit for carrying out multivariate calculations will make it possible to determine and select the optimal values of the strategic parameters of the material resource management system.
5. The most important moment in the creation of an inventory management system is the determination of its economic efficiency, based on the ratio of the results achieved in the process of functioning of the inventory management system and the costs of their achievement.
Scientific novelty of the research results obtained by the dissertation student:
A system of indicators for assessing the state of inventories at an industrial enterprise is proposed and justified, including: the share of inventories in total amount current assets of the enterprise, the value of inventories, the turnover of inventories in days, the turnover ratio, the coefficient of consolidation, the return on capital invested in stocks;
Trends are identified and an assessment is made of the dynamics of the state and structure of inventories of industrial enterprises, indicating the absence of a targeted approach to the formation and storage of inventories, namely: an increase in the level of inventories, deterioration of their functional structure, increase the time of inventory turnover;
A simulation economic and mathematical model of inventory management has been built, which allows assessing the sensitivity of the results to the impact of key parameters of the inventory management system, in particular: the cost of storing a unit of product for one day, the cost of organizing one delivery, the costs associated with a shortage of a unit of product, the initial level stock in the system, duration of the simulation period, average daily material requirement, delivery time;
An integral indicator for evaluating the effectiveness of inventory management at an industrial enterprise has been developed, which makes it possible to justify the choice of the most effective variant of inventory management.
The theoretical significance of the work is determined by the relevance of the topic, the timeliness of the formulation of problems and tasks implemented in this work. The results of the study allow using the main theoretical provisions of the dissertation research in educational institutions when reading the courses "Organization of production at enterprises", "Planning at the enterprise", "Analysis and diagnostics of financial and economic activities of enterprises", "Economics of enterprises".
Practical significance dissertation work lies in the possibility of reducing the cost of production of an industrial enterprise through the purchase of inventory in economically justified quantities, reducing the cost of acquiring, transporting and storing inventories. The developed scientific recommendations for improving the inventory management system contribute to the rational formation of stocks, which ensures reliable and sustainable material and technical supply while accelerating the turnover of working capital.
The results and main provisions of the dissertation research were discussed at meetings of theoretical and methodological seminars at the Novorossiysk State Maritime Academy, research conferences of the faculty of the NSMA (Novorossiysk, 2001-2004), introduced into the educational process at the NSMA in the disciplines "Analysis and diagnostics financial and economic activities of enterprises”, “Economics of enterprises”, which is confirmed by the relevant act.
Proposals for the formation of a stock management system were used in the activities of CJSC Novorossiysk Plant Krasny Dvigatel.
The main provisions of the dissertation are reflected in six publications with a total volume of 1.7 pp.
Similar theses in the specialty “Economics and Management of the National Economy: Theory of Management of Economic Systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics”, 08.00.05 code HAC
Inventory management at machine-building enterprises in a wide range of resources used 2006, candidate of economic sciences Taranov, Alexander Viktorovich
Improving the management of inventories of industrial enterprises of the metallurgical complex 2010, candidate of economic sciences Zabolotnaya, Natalya Vladimirovna
Development of entrepreneurial activity in the field of formation and use of industrial stocks: Based on the materials of agricultural organizations of the Volgograd region 2004, candidate of economic sciences Perekhodnova, Lyudmila Vasilievna
Development of effective management of the provision of material and technical resources of textile industry enterprises 2008, Candidate of Economic Sciences Skvortsova, Galina Gennadievna
Improving the efficiency of inventory management: Based on the materials of agricultural enterprises of the Krasnodar Territory 1999, candidate of economic sciences Limonov, Andrey Anatolyevich
Dissertation conclusion on the topic “Economics and management of the national economy: the theory of management of economic systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics”, Ivchenko, Yulia Sergeevna
CONCLUSION
The state of inventories of an industrial enterprise is of decisive importance for ensuring its competitiveness. Currently, Russian enterprises do not have a targeted strategy in the field of inventory management, which is due to objective and subjective reasons.
Inventory management is one of the most complex tasks of enterprise management. Additional difficulties arise due to the high uncertainty of the external environment, the low economic discipline of market entities, the imbalance of the financial system, and also due to the need to accept investment risk when forming reserves. For Russian enterprises, these problems are of a fundamentally new nature, which, together with the increased instability of the economic environment, is the main reason for inefficient inventory management. Thus, the task objectively arises to improve the inventory management strategy to increase the competitiveness of the enterprise in market conditions, improve its financial condition, and increase financial results.
To assess the stock management strategy chosen by the enterprise, a system of indicators is needed that reflects the state of stocks of material resources. The system of indicators proposed by the author for assessing the state of inventories includes the following indicators: a) the share of inventories in the total amount of working capital of an enterprise; b) the average cost of inventories; c) inventory turnover in days; d) turnover ratio; e) fixing factor; f) return on capital invested in inventories.
This system of indicators has been tested at a number of industrial enterprises. Conducted for the period 2001-2003. the analysis showed that the increase in the level of inventories (both relative and absolute) was accompanied by an increase in the time of their turnover and, accordingly, a decrease in the turnover rate, as well as a decrease in the profitability of stocks. These negative changes in the field of inventories served as one of the factors that had a negative impact on the overall financial condition of the industrial enterprises under study.
The dissertation developed the methodological foundations of inventory management at an industrial enterprise using market approaches. In the course of the study, the main directions of an effective strategy for managing inventories were determined, namely: harmonization of the goals of managing inventories with the global goals of the enterprise; application of an integrated approach to the formation and storage of stocks; determination of the optimal value of inventories based on forecasting the need for material resources, which, in turn, is realized in accordance with the schedule for manufacturing products and delivering them to the consumer.
The implementation of the chosen strategy is carried out by building an appropriate inventory management system. The choice and evaluation of the parameters of the functioning of such a system in the dissertation work is proposed to be carried out using a simulation economic-mathematical model. The developed economic and mathematical model of the functioning of the inventory management system allows, in the course of simulation experiments, to evaluate the consequences of changes in the main parameters of the inventory management system and obtain a set of possible options for its functioning under various scenarios of the experiment. Among the possible options, the one at which the sum of the costs of storing stocks, the costs associated with the organization of supplies, and losses due to a shortage of stock is the smallest is selected. However, in most cases, the range of inventories at the enterprise is so wide that it is impractical to carry out modeling and a thorough analysis of each of its positions. To determine the main components of the nomenclature of reserves in the dissertation, such structuring methods as ABC- and XYZ-analysis were applied.
Designing and creating inventory management systems requires significant investment. However, the investment resources of enterprises are limited, so the task of evaluating the effectiveness of the implementation of the system can be called one of the most important. To assess the effectiveness of inventory management at an industrial enterprise, the dissertation work proposes an integral indicator that compares the effect obtained as a result of the introduction of the inventory management system and the resources advanced to achieve this effect. With the help of the developed integral indicator, the economic efficiency of the implementation of the proposed inventory management system at the enterprise ZAO Novorossiysk Plant Krasny Dvigatel was calculated. The economic efficiency of the system was 13%.
Thus, the author sees the scientific novelty of the dissertation research in the substantiation of a system of indicators for assessing the state of inventories at an industrial enterprise; identifying trends in the dynamics of the state and structure of inventories of industrial enterprises; building a simulation economic-mathematical model of inventory management, which allows assessing the sensitivity of the results to the impact of key parameters of the inventory management system; development of an integral indicator for evaluating the effectiveness of inventory management at an industrial enterprise, which allows to justify the choice of the most effective variant of inventory management.
The use of the methodological tools developed in the dissertation work will ensure reliable and sustainable material and technical supply while accelerating the turnover of working capital, reduce the cost of acquiring, transporting and storing inventories, as well as improve the quality of management decisions made in the field of inventory management.
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101. Indicators of financial and economic activities of JSC "Novorossiysk Shiprepair Plant" for 2001-2003, thousand rubles
102. Indicators 2001 2002 2003
103. Proceeds from the sale of products 659798 817279 997249
104. Profit from sales 88358 98028 1384061. On On On On
105. Indicators beginning end end end 2001 2001 2002 2003
106. Current assets 98387 225215 278120 289720
107. Indicators of financial and economic activities of CJSC Novorossiysk Experimental Plant for 2001-2003, thousand rubles
108. Indicators 2001 2002 2003
109. Proceeds from the sale of products 12040 17328 18875
110. Profit from sales 1212 2282 11441. Na Na Na Na
111. Indicators beginning 2001 end 2001 end 2002 end 2003
112. Working capital 2882 4445 5673 5497
113. Reserves: 1830 2625 3291 3153 - raw materials and supplies; 904 995 1924 1426 - work in progress; 70 323 93 280 - finished products; 850 1286 1232 1421 - goods shipped; - - - future spending; 6 21 42 26 - other stocks. - -
114. Indicators of financial and economic activity of OJSC Novorossiysk Plant Krasny Dvigatel for 2001-2003, thousand rubles
115. Indicators 2001 2002 2003
116. Proceeds from the sale of products 256604 262221 266158
117. Profit from sale 3051 1 13568 423851. On On On To Beginning end end end1. Indicators 2001 2001 2002 2003
118. Working capital 71402 100374 126741 123004
119. Indicators of financial and economic activities of OAO Shifernik for 2001-2003, thousand rubles
120. Indicators 2001 2002 2003
121. Proceeds from the sale of products 56082 86005 123412 14064
122. Profit from sales -650 8861. On 11а On On
123. Indicators beginning 2001 end 2001 end 2002 end 2003
124. Current assets 6317 8444 9627 23423
125. Reserves 2995 5548 7762 16334 - raw materials and supplies; 2412 4505 7135 12956 - work in progress; 265 604 284 - finished products; 276 406 283 3337 - goods shipped; - - - future spending; 42 33 60 41 - other stocks. -
126. Indicators of financial and economic activity of the Federal State Unitary Enterprise "Novorossiysk Car Repair Plant" for 2001-2003, thousand rubles
127. Indicators 2001 2002 2003
128. Proceeds from the sale of products 100325 180225 296149
129. Profit from sales -16051 -7337 120221. On On On On
130. Indicators beginning end end end 2001 2001 2002 2003
131. Working capital 33173 40645 63147 83955
132. Reserves 14945 25615 39212 44675 - raw materials and materials; 5469 14581 14687 17037 - work in progress; 6489 9840 11229 25733 - finished products; 2720 826 12692 52 - goods shipped; - - future spending; 267 368 604 1853 - other stocks. - -
133. Indicators of financial and economic activity of OAO Novoroscement for 2001-2003, thousand rubles
134. Indicators 2001 2002 2003
135. Proceeds from the sale of products 809273 1082353 1485042
136. Profit from sales 98144 184415 1019851. On On On On
137. Indicators beginning end end end 2001 2001 2002 2003
138. Working capital 239517 308905 369756 437466
139. Block diagram of the algorithm of the simulation model of inventory management
140. Storageexp, deliveryexp, defexp, store, n, s, ttotstorageexp=0; totdeliveryexp=0; totdefexp=0; send=0; daysupply=0; store=01. Q; POINT
141. Program: inventory management simulation model1. RANDOMIZE TIMER CLS
142. PUT "storageexp="; storageexp INPUT "deliveryexp=; deliveryexp INPUT "defexp="; defexp INPUT "store-"; store INPUT "daysupply-"; day supply INPUT "period of imitation n="; n INPUT "s="; s
143. PUT "time of delivery="; time of delivery daysdef=0: totalstore=store totdefexp=0: totstorageexp=0: totdeliveryexp=0 send=l
144. PRINT "totstorageexp="; totstorageexp PRINT "totdeliveryexp=""; totdeliveryexp PRINT "totdefexp-"; totdefexp PRINT "daysdef-"; daysdef PRINT "totalexp-"; totalexp PRINT "mdayexp-"; mdayexp PRINT "mstore-mstore END
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