This article analyzes the development of retail chain market in Russia in the context of building an efficient logistics infrastructure in the distribution. Key market trends specific to the current stage of retail trade development and the main factors influencing the change in the retail market in Russia (the growth of competition, increase of the share of the largest network operators, active entry of world's online retailers into the Russian market and others) are analyzed. There are the following main trends of the market marked in the article: open of new stores, extension of market coverage and expansion of logistics infrastructure, in particular, development of distribution centers and other storage facilities.
It is recommended for retail operators how to design and re-engineer its own distribution network in the article. It is shown the way of interaction between departments of trading company, especially with logistics one, regarding decision of strategic tasks of effective distribution network design. Approaches how to evaluate the effectiveness of logistics distribution network reorganization are assessed.
It is proposed an algorithm of distribution network design (reengineering) which comprises three main stages: analysis and evaluation of the existing logistics distribution network; identification of key areas of logistics distribution network reorganization; the reorganization (or design) of the optimal logistics distribution network
Authors represented the new version of known international SCOR model standart, which is developed by Supply Chain Council and includes product creation, research projects and development – Design Chain Operations Reference model (DCOR, recommended model of operations in supply chain designing). As well as SCOR model, DCOR model is organised around the five basic managing processes: Plan, Research, Design, Integrate and Amend. Process categories of DCOR focus on three main areas: Product Refresh, New Product, New Technology. DCOR model can be used separately or in combination with SCOR model.
This article examines strategic aspects of managing logistics risks in large construction projects. Works of V.I. Sergeev, Т.V. Levina, D.A. Ivanov and other analytical studies conducted by the author were taken as a theoretical basis. In order to develop an economically efficient model of logistics risk management, taking into account the costs of their prevention or compensation of consequences, the author proposes a sequence of steps and a set of methods for identifying, assessing, selecting response methods and monitoring of logistic risks. Particular attention is paid to the selection of a rather limited set of risks, allowing real-time project management with a specified accuracy. The author also considers various approaches to the interpretation of the concept of risk and the factors that contribute to its emergence.
Russian companies intend to be among leaders in the international logistics world in order to attract financial investments and labor force. Being monitored on a regular basis by the World Bank the Russian Federation is compared with other countries via several logistics performance indicators which are focused mainly on the evaluation of the speed of flows movement within the supply chains of a country. Therefore, to strengthen the position of domestic companies on the international scene, there are latent opportunities in material flow management. The research extends main review inventory policies transforming main parameters of widely used models in the context of customers’ requirement satisfaction. For this purpose the methods of economic, mathematic and statistics approached are implemented. The comparison of five various environmental conditions, among which are the prohibition of stock out, the provision of items available on stock, consideration of the balance between holding and shortage costs, influence of out-of-stock event and absence of a separate item allows to find out the strictest requirements to the logistics service level.
Informational systems for supply chain planning - APS (Advanced Planning Systems) are functional extensions of the ERP (Enterprise Resource Planning) for executing integrated supply chain planning. The article surveys functional modules of such APS system as SAP APO (Advanced Planner and Optimizer).
Questions of efficiency increase in the field of spare parts (SP) delivery management within the limits of technical products’ after-sales service (ASS) are considered in the article. In these objectives the use of modern information technologies of functional modeling of process organization and their probabilistic analytical models for delivery planning automation on the basis of technical and economic criteria has been suggested. The urgency to solve the problems of the technical products’ after-sales service is proved and the basic risks arising during a performance of this process are identified. The version of functional model describing the process of automated delivery organization management is examined. The example illustrating the automated planning of the delivery maintenance is provided. Dynamics of operated technical products’ quantity variation is represented in the integrated graphic type, providing a way to predict dynamics of quantity variations of serviceable technical products in a constitution of the contractor both in the form of spare parts of the fixed nomenclature and in the form of the curve variation, describing an average factor of technical products’ serviceability. Application of the earned value method is proved to be an effective solution to the problem of cost management in the field of spare part deliveries. The example of automated cost management of spare part deliveries on the basis of the earned value method is considered. The qualitative analysis of risks of being behind the default delivery schedule is examined. Results are estimated by means of the technical product serviceability factor and index that shows deviation from the planned schedule of spare parts delivery. By means of the offered approach it is possible to create algorithms that allow not onlyto estimate both operated and uncontrollable risks, but also to find valid ways to prevent them. It will allow to provide comprehensible balance between the cost and quality that satisfies all current market requirements, as well as to minimize the financial risksconnected both with overestimation and underestimation of the prices on ASS of technicalproducts in comparison with veritable figures.
In the article current condition of Russian metals industry is analyzed, the efficiency is evaluated and the internal and external factors, which determine Russian iron and steel companies’ competitive edge at global and domestic market, are brought to light. For the purpose of finding the additional reserve of Russian iron and steel companies’ effectiveness improvement, the analysis of the companies’ logistic strategies and their realization tools was undertaken. Moreover, the internal factors which increase iron and steel companies’ supply chains sensitivity to logistic risks are reviewed. Then, the main problem areas in their functioning and potential development ways are determined.
As follows from the analysis of current investigations in the field of logistic risks management in supply chains, supply chain event management and system approach principles the logistic risks classification in supply chains was developed. Based on it, risks identification procedures realization, risk management policies development and logistic controlling system design are proposed.
The paper considers the problems related to accounting, control and analysis of logistics costs both at the global level (country, industry) and at the level of an individual company that is of highly topicality in the context of different approaches comparison and best logistics solutions identified. The analysis of international accounting practices and classification of logistics costs in the supply chain are conducted. In particular, the article considers the unique experience of assessing logistics costs during controlling of logistics in renowned German consulting companies ZLU and Barkawi Management Consultants GmbH & CoKG. It is shown the importance of comparing the existing international system of estimating the total logistics costs, as the last metric is the main indicator of processes effectiveness in the supply chains. It is studied the principles and methodological approaches of structuring logistics costs, the requirements of information collection and the costs dynamics of non-industrial companies in Europe. A review and comparative analysis of possible approaches to the assessment of logistics costs used in the works of domestic scientists are provided. It is posed practical recommendations for monitoring and analyzing of logistics costs in Russia at macro and micro level as well as it is signified the problems of total costs components evaluation in supply chains of Russian companies.
The article discusses the analytical and expert approaches upon which to choice of suppliers; conducted a comparative evaluation of expert methods of a choice: point-rating assessment, analytic hierarchy process and the general algorithm for selecting mediators. On the basis of the calculations, conclusions were drawn about the applicability of each method.
The typical feature of the oil market of the Atlantic region, the North and Baltic Seas is significant prevalence of imported raw materials over domestic oil refining, and the oil production dynamics over the past few years does not suggest a significant production growth in the future. This circumstance determines specific features of the logistics of oil transportation to the Atlantic region, the North and Baltic Seas refineries. Availability of Druzhba's oil pipeline system enables to use the trunk pipelines for Russian oil supply to regional refineries without a marine pass, which makes the process independent on weather conditions. So oil supplies via Druzhba are crucial for the region. Marine oil transportation to the Atlantic region, the North and Baltic Seas market has a number of advantages. That is why refineries in many countries have crude oil supplied via European oil trunk pipelines that receive oil via marine port terminals. The paper describes the transport infrastructure of oil pipelines sea terminals, shows modern distribution of oil refining facilities in the European continent, and studies the procurement volume arriving to refineries of the region via the Atlantic region, the North and Baltic Seas transportation system. A considerable part of refineries in the maritime countries is located in close proximity to the oil port terminals. To develop efficient programs of crude oil supply to the Atlantic region, the North and Baltic Seas, the infrastructural opportunities provided by these economic entities are studied in the paper. The findings reveal that the port infrastructure of states in the Atlantic, North and Baltic Seas region water area is able to receive VLCC class tankers. Using the quantitative analysis method, we review the developments in oil refining facilities and oil refining volumes in the region. We singled out the main groups of countries participating in the global oil market. Despite a drastic capacity loss of the regional refineries the total volume of oil refinery in the Atlantic, North and Baltic Seas has an upward trend. Development of this process will lead to an increase in imported oil flow and will provide an additional load of the region's transport infrastructure.
In the article the logistics management and SCM organizational structures research findings that were conducted by the NRU HSE International Centre of Training in Logistics in 2014-2016 are considered. The sample of companies operating on Russian market accounted about 400 organizations. The form for the respondents of online survey was created. Each participant estimated the logistics management organizational structure (logistic and/or SCM department) individually. The assessment was conducted from the perspective of the correspondence between the organizational structure and corporate and logistics strategies, key business processes, organizational structure management efficiency, functional employees allocation and so on in the different aspects of supply chains and logistics controlling.
The report divided into 6 sections was developed using the results of completed forms, survey in the Internet and interviews with the companies’ leading managers. Sections contain: main information about the company, the organizational structure type of logistics (supply chain) management, the organizational structure place and role in the company’s controlling system and so on.
The examples of typical logistics management structures of line and staff, matrix and project oriented structures are shown. Taking into consideration the importance of the SCM best practices and innovative technologies usage, the questions are highlighted in detail and a great variety of examples in SCM departments organizational planning are given.
The present article describes a study that examines logistics performance evaluation through international rating systems as an instrument of benchmarking analysis. The primary aim of the proposed study is to find the most appropriate way to evaluate logistics performance efficiency minimizing subjunctive data impact on the result. In other words there would be regression models to explain logistics performance efficiency level according to LPI rank and macroeconomic indicators interconnection.
Models enabling to assess stability of solutions connected with the choice of the optimal production plan are presented in the article. The optimal production plan ensures the maximum profit for the company under input restraints. At the same time in the standard model supplementary variable is added which reflects inflation rate in the economy. Within the framework of current task this variable reflects external environment change. While developing models stability intervals for , production plans were defined, such as threshold levels of inflation, when the shift from one production plan to another takes place.