Возможности объединения процессов S&OP и CPFR в рамках полного цикла интегрированного планирования в цепи поставок
Authors demonstrate that arising disbalance of supply and demand generates the set of problems for the business organisation, such as high order periods, loss of clients in case of shortage, high total costs, and low efficiency of industrial lines. Eventually, all this factors essentially influence on achievement of company’s strategic goals and undermine corporate market image. Because of developing of integration and cooperation in supply chains, increasing attention in business organisations is given to technology «joint planning of sales and operations/production» (Sales and Operations Planning – S&OP). Article’s purpose is to analyse, how implementing of S&OP technology will affect on solving of mentioned problems (on the example of «Huhtamaki C.I.S.» company). The meaning of planning of sales and operations is made out as a cycle of meetings (stages) repeating in the same sequence every month and subordinating a making decision process.
Recently the technology «Mutual planning, forecasting and stock replenishment» is attracting more and more attention of logisticians, marketing and strategic management specialists. The basic idea of CPFR consists of combining efforts of contactors within constructed supply chain for satisfying needs of clients by integrating basic marketing and logistic business processes. The aim of the article is to illustrate theoretical aspects of CPFR concept and its practical implementation within supply chain of producing company. In particular, the point of CPFR concept, variants of its appliance, basic advantages and disadvantages are specified. It is shown, that CPFR base is efficient organization of planning and procuring process in chain by optimizing data exchange, inventory positions management with unstable and hardly forecasted demand, establishing cooperation according to worked out standards for excluding bottlenecks and overcoming restraints when satisfying customer expectations. It is shown, how companies may define their goals and select necessary CPFR tools for their attaining.
The course-book can be useful for marketing department employees in operating businesses, who may have no previous professional education in this field, and also for the students of the MBA programs.
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