Influence of Order Payment Delays on the Efficiency of Multinomenclature Reserve Control Models
For the multinomenclature EOQ reserve control model with renting storage space and delayed payment for the orders, we propose an approach to optimization that accounts for the temporal value of money. We estimate the influence of these delays both on the parameters of the optimal control strategy and on the efficiency of using floating capital. The study has been done for situations when the said delays let one pay for orders from the revenue on repeat order intervals. We establish a necessary and sufficient condition imposed on the duration of delays that guarantees that this order payment from the revenue is possible. We illustrate characteristic features of optimization procedures with numerical computations.
In what way and why does the manager should consider temporary value of money in modern inventory models? In the article it is shown that during the optimization of such multinomenclature models accounting of attributes of cashflows due to the concept of their temporary value, allows the manager to use the available synergetic effect for increasing the index of return on current assets which can be invested in the work of supply chains. Such possibility is unlikely to leave doubts concerning the format of optimization procedures taking into account specificity of cashflows in real supply chains at inventory management.
For the multiproduct EOQ-models the analysis of several vehicles deliveries feasibility factoring in vehicle capacity is conducted. It is proved that such deliveries with an increase in the number of vehicles that simultaneously used for a single delivery cannot be effective, if a discount is not given for the cost of such a delivery. The necessary and sufficient condition that sets the threshold level of the discount, at which the deliveries by several vehicles are able to compete with the traditional solutions, is established. The cases of numerical calculations are presented in the article.
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