Development of methodology and tools for coparative assessment of operational efficiency of KPI-based logistical infrastructure facilities
The article features an approach to comparative assessments of logistics centres operational efficiency based on the system of logistics key performance indicators and describes the framework methodology and the order for the development of the methodology support of the specified task.
The study was conducted in the framework of the Rail Baltica Growth Corridor (RBGC) Russia project, which seeks to involve North-West Russia in the dialogue about Rail Baltica transport corridor and is supported by the Delegation of the European Union to Russia for period 2012-2013. Particularly, RBGC Russia addresses the issues of operational and functional interoperability of logistics centres in Eastern Baltic Sea Region.
Currently, the tasks of ensuring the quality and stability of the provided IT services are extremely topical. In the operation of the composite applications, the problem of increasing the effectiveness of incident management is a complex technical problem, the solution of which requires the use of the simulation methods. In the work, the integration platform Ensemble of InterSystems Company was considered as a basis for designing integration solutions. Given the architectural features of the integration platforms, a mathematical model of the incident management process in the Ensemble integration platform is proposed. This mathematical model was used to develop algorithms for identifying and classifying incidents. The results of the work can be used in the design and development of incident management information systems, as well as in organizing the work of technical support services for IT companies
Principles of constructing balanced system of logistic efficiency are viewed. (BSC) Basic advantages, which allow to implement management on the base of logistic BSC are shown. Methodology of calculating logistic KPI in trade company on the example of warehousing business-process, in particular consignment, completion and dispatch at distributing center of retail network is adduced.
It is shown, that key indices of activity of other subdivisions of logistic department: operational department, transport-forwarding department, control-auditorial group should also be included into logistic BSC in trade company. Designed system of indices is connected with system of motivating personnel, whilst individual rewarding for positive results is tied to completion of established standards of KPI. Examples of calculating influence of logistics on return on capital basing on model of strategic profit.
The author generalizes the main models and methods of efficiency evaluation in communications companies, and enumerates most frequent problems emerging in this area, in particular in a situation of a governmental body as customer.
Even having had an IT strategy approved and accepted, the CIO cannot be assured that it will be realized fully or even partially. The fact that the CIO was able to prove the necessity of changes in IT and to push the IT strategy forward does not mean at all that all will go like clockwork later on. Actually, most likely it will be the other way round and IT Department will have to overcome several lines of active or passive resistance.
In such situations, in order to avoid open confrontation with opponents, the CIO has to use special mechanisms for smoothing out any disturbances whenever any options taken or to be taken bring about uncertainty or inconsistency. There are some basic political strategies at the CIO’s disposal which he can apply during implementation of corporate information systems, including engagement, convincing, and compulsion.
However if the CIO is neither a skilled politician nor a psychologist, it would be difficult for him to understand why obviously successful technological solutions should meet furious resistance from employees whose work those solutions would make easer. We believe that neither the CIO nor any other company officer having influence should engage, convince or compel. Those tasks should be done by KPIs (Key Performance Indicators) based on the corporate strategy, the main task of the CIO being to identify human factor risks and to offer correct KPIs to minimize those risks.
The basic risk at the level of operational personnel is resistance to changes generated by inclination to keep familiar environments and tools. This should be dealt with by the middle management. The basic KPIs for this level are those related to retraining and motivating staff, including motivation to use new technologies and be engaged in projects for their implementation.
The basic risks at the level of middle managers are resistance to using transparent business processes and sharing information with others. This should be dealt with by the top managers. The basic tools to influence middle manager are KPIs in the field of cost price, labor and employee efficiency. Building and ensuring availability of the corporate knowledge base are important for influencing middle managers too.
Resistance at the level of top managers is due to the fact that IT implementation affects the business and can disturb the established balance of top manager interests and influences. The possibility of influencing top managers is extremely limited. In order to convince top managers the CEO can use indicators of the quality of business process performance, such as the time, the cost, the number of failures, etc.
At the CEO level the basic risk is the lack of political will. This can be overcome only through sufficient pressure from above (i.e. the owners) for the investment plan to be complied with, and by using the corresponding indicator.
The paper presents these groups of KPIs in greater detail and provides examples of specific KPIs that the CIO should insist on including in corporate strategy.
It is shown, that leading role in supply chain management belongs to procedures of controlling business processes, and besides in majority of cases reconstruction of planning, accounting and economic analysis is necessary, first of all in focus-company in supply chain. Fuction is viewed and sequence of working out and implementing procedure of controlling logistic business processes in supply chain is offered. General sceme of controlling process of logistic business processes in supply chain is worked out. It is shown, that SCOR-model and strategic card of 'KPI gaps» (SCORe-card), which let implement benchmarking and strategic positioning of supply chain in competitive business area, are contemporary tools of controlling logistics in supply chain. The example of forming KPI evaluation of logistic business processes efficiency and SCORe-card for controlling aims is given.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management