Методология принятия решений по выбору поставщиков операционных ресурсов и логистических услуг при реализации технологии "Lean Six Sigma" в снабжении
Mining companies are a special type of production enterprise, being a kind of "starting point" of material flows that pass through supply chains, gradually transforming into production and technical products and consumer goods for end customers. In this connection, the purchased resources refer exclusively to an auxiliary group of materials that are used to support mining processes and administrative and economic activities.
Therefore, the use of the integrated technology Lean Six Sigma (Lean Production + Six Sigma), while providing operational resources and services, should include solutions aimed at reducing activities that do not add value to the raw materials being sold, increase the speed of the processes, a simultaneous increase in the level of logistics services.
The article shows that it is possible to solve these tasks through the centralization of material flows, receiving wholesale discounts on consolidated orders, without increasing the period for providing the demand. In addition, based on the principles of queuing theory, assigning relative priorities to different procurement applications, you can shorten the time to meet the needs of domestic consumers.
As a result of the calculations given in the article, it is shown that with a decrease in the time spent in the queue for the most important applications, the quality of the material and technical supply service improves. Also, when processing orders grouped according to the nomenclature of consumed resources, you can reduce the complexity of processing by reducing the variety of supplies and the number of offers from potential suppliers that need to be analyzed simultaneously.