The article presents a special modification of the EOQ-formula for the task of mini-mizing inventory management costs, for the model with rental storage, taking into acco-unt the specifics of the supply process. Modifications of special EOQ formulas for systems of the specified type were made directly for models important in the format of the cor-responding business. These are systems for which a special concept of effective delive-ries is introduced, when the specified delays for outgoing cash flows make it possible to pay for the order and the corresponding costs of the supply chain from the proceeds at the re-order interval. It will give managers the opportunity to find the optimal inventory management strategy if it is necessary to take into account the combined impact of a num-ber of factors affecting decision-making procedures. We are talking about the need to con-sider the following factors: 1) the time value of money when cash flows of the analyzed supply chain are modeled; 2) the time delay granted to pay for the value of the delivered order; 3) pre-negotiated allowable for the duration of possible delays in the receipt of re-venue from goods sold. The purpose of the article is to draw the attention of managers to existing (and still not used) opportunities to improve the efficiency of inventory mana-gement systems by taking into account these factors for a simulated supply chain and pro-vide the appropriate tool as part of the task. The developed approach to inventory opti-mization while minimizing the costs of the supply chain, significantly will modify the EOQ - formula format to determine the size of the order. The optimal supply volumes taking into account the indicated modification, will become significantly smaller (in comparison with the traditional recommendations of the theory), which will favorably affect the value of working capital, the amount of capital frozen in stocks of goods, and the profitability of the supply chain itself. Formed restrictions on the allowable delay in revenue will de-termine the fulfillment of the conditions for the effectiveness of supply established in this article. In addition, the application of the developed model is presented on the example of a practical situation.
For the task of managing contracts in the supply chain in terms of choosing the optimal contract model, the article for the first time presents the procedures of optimization at many criteria. The paper shows that such a format of the model allows to take into account pure risks that can be formalized as private individual criteria. In this case, they can be taken into account in a special format for presenting estimates of particular criteria. As such a format, the article discusses a method of presenting them corresponding to a generalized selection criteria. For this approach, the article presents optimization procedures for choosing the type of contract based on traditional selection methods. The article illustrates that this approach may lead to different solutions for the alternatives that expands the tools for adapting optimization procedures to the preferences of the decision maker. For the first time the paper proves that according to the format of the selection criterion for the geometric mean (and the same for the multiplication criterion), the transition to the format of generalized data does not change the best choice and ranking of alternatives. The appropriate modeling results are presented within the framework of the pure risk concept.
The author considers basic goals of supply logistics for network retailers in view of coordination and integration of different kinds of logistical activities with marketing and sales divisions to achieve corporate goals with optimal resources costs. It is shown that taking into account the conceptual view and aspects of information support, the majority of logistical problems of supply logistics arise in SRM (Supplier Relationship Management). The next step on the way of improving of optimization of supply management in trading companies has become the application of the process approach for purchasing management. This approach has initiated information systems that allow effectively support planning and controlling of supplying processes. One of such systems entering into the class of local software products of purchasing planning support of trading companies (retail networks in particular) is «Open
to Buy» – ОТВ. The author considers ОТВ’s functionality. The provided case studies of retail networks show how the basic target OTB – the optimization of commodity stocks in supply chain of a network retailer and how major divisions of a retailer cooperate: logistics, sales, marketing, finance while formation of the purchasing plan and inventory management to maximize sales profitability.
The structure of a complex of models of interaction of participants is offered at designing and operation of the logistical center (LC), and also variants of modeling of the organizational-administrative decisions defining efficiency of functioning and interaction of counterparts in LC. The algorithm of construction of organizational-administrative model LC is shown. Problems of interorganizational coordination in LC are considered and decisions which allow to eliminate the reasons of occurrence of conflicts are offered. Mechanisms of counterparts LC centralized and decentralized coordination are opened.
Leasing is one of the main financing tools that makes possible to carry out the financial activities of the industry. The work describes the dynamics of rates of gain the market of leasing services and the price of financial leasing contracts. The work considers factors of leasing business and the policy of its state support. The mechanism of leasing realization is given on concrete examples.
КЛЮЧЕВЫЕ СЛОВА: лизинг, финансовые инструменты, рынок лизинговых услуг, государственное регулирование
KEY WORDS: leasing, finansial instruments, leasing market, government regulation
The article shows that in the context of severe competition and an increasing expansion of Western firms issues of an effective collaboration of Logistics and Marketing become more and more important for most Russian companies. It is demonstrated that organization of Marketing and Logistics collaboration has changed significantly in many companies lately – from the traditional scheme of functional division of a firm’s fields of activity to general costs optimization and finding the balance of “logistics service costs/quality” in distribution. The author systematically examines spheres of Marketing and Logistics collaboration and provides a detailed characteristics of marketing channels formation strategies with regard to Logistics requirements. Main trends of Logistics activities in the context of realization of a company’s marketing channels formation strategies are explored.
In 2012, gross retail sales volumes finally reached and exceeded the pre-crisis period of 2008. The industry is fully recovered from the recession, and majors set new milestones for business growth. Therefore the important task for logisticians in retail companies is to analyze main stages and projections for industry development, strengths and weaknesses of chosen market strategies, its impact to decision making process within distribution network designing. The article presents the periodization of the development of retail trade in Russia, market performance and description of market leaders in the industry at the current stage, key market trends and major strategic concerns. All these aspects are considered by the author in linkage with logistics management, structure and configuration of distribution network for retail companies.
The article discusses specifics of storage and material handling processes of e-tailers’ goods at the 3PL’s warehouse considering in the first place fashion retail. The authors outline major steps of the processes in question as well as requirements for their fulfillment. Possible methods of order picking and packing operations, that constitute the most complicated part of material handling process, have been reviewed along with the comparative analysis of their benefits and disadvantages. The article features essential requirements for a 3PL’s logistics infrastructure when it comes to providing services to e-tailers. In addition the authors examine specifics of warehouse services tariffication in case of internet retailers.
In modern world, organizations, both in business and in the humanitarian sphere, have to look for the ways to improve their efficiency. As a result logistics has become a crucial factor for the competitiveness of commercial companies. Now it is getting more importance for humanitarian organizations as well. The article is dedicated to the specifics of logistics in humanitarian sphere. The authors study the disaster cycle and define its main stages: ramp-up, maturity and ramp-down. For each of the stages they highlight goal of logistics, typical problems as well as specifics of the logistics processes organization. The results of the comparative analysis have shown major distinctions between humanitarian logistics and the commercial one. Criteria for the comparison included such factors as the primary objective, types of stakeholders, presence of clear division of functions and responsibilities between supply chain participants, structure of logistics activity, type of promotional strategy, specifics of the new product development, requirements for production/operations, peculiarities of inventory management, etc. The study is based on case analysis and review of the foreign bibliography. The research has revealed potential areas for exchange of experience and best practices between commercial entities and humanitarian organizations. Thus, companies might take advantage of the humanitarian supply chains strengths including flexibility, swift reaction, ability to form partnerships and alliances, making use of local suppliers in order to reduce lead times, open information exchange between all the parties involved. The authors show that strategic partnership proved to be one of the most effective organizational forms for mutual training of commercial and humanitarian supply chains participants.
This article focuses on the mandatory marking issues of footwear. The author describes the advantages of marking goods, including ensuring traceability in the supply chain. The legal framework for marking footwear and the stages of its implementation are considered. The author paid special attention to the marking process of commodity stocks. The author analyzes and classifies the options for marking commodity stocks highlighting their advantages and disadvantages. The need for the operations to stop, the feasibility of separating commodity stocks into marked and unmarked, etc. are the factors to be considered for marking goods. The proposed classification will allow a more flexible approach to the process of marking commodity stocks in the warehouse. Also, the article considers the impact of marking goods at other stages of product processing in the warehouse; highlights and analyses cost items caused by the introduction of goods marking.