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Regular version of the site
Of all publications in the section: 448
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Article
Левина Т. В., Пчелинцев А. В. Логистика и управление цепями поставок. 2010. № 3. С. 74-86.
Added: Jul 24, 2012
Article
Солодовников В. В., Конвичка Д. Логистика и управление цепями поставок. 2014. № 6 (65).

A scope of a new order fulfilment planning methodology is provided including order promising, material allocation, production planning and scheduling. An experience of successful implementation of the planning methodology at American special steel maker is provided.

Added: Oct 28, 2015
Article
Домнина С. В. Логистика и управление цепями поставок. 2015. № № 4 (69). С. 76-83.
Added: Jan 24, 2016
Article
Сверчков П. А. Логистика и управление цепями поставок. 2012. № 3. С. 15-30.
Added: Jul 25, 2012
Article
Дыбская В. В., Сверчков П. А. Логистика и управление цепями поставок. 2015. № 1. С. 44-59.

A problem of the designing of rational distribution network for a retail industry is observed in the article. The principle of rationality of a distribution network is described as a connection between a distribution network design and goals / requirements of a corporate strategy with a breakdown by different formats, sales regions and product categories. Authors proposed five-step approach for the designing of a rational distribution network, including a classification of a retail company, identification of corporate strategy’ requirements for a distribution network, a linkage of these requirements with strategic goals in logistics for separate elements and objects in a distribution network, mathematical formalization of the joint objective function and the system of restrictions for the network modeling and optimization. 

Added: Jul 8, 2015
Article
Кузнецов М. С. Логистика и управление цепями поставок. 2010. № 2. С. 49-52.
Added: Apr 18, 2010
Article
Подольная М. М. Логистика и управление цепями поставок. 2016. № 5(76). С. 37-42.

Inventory reduction has become one of the main activities undertaken by most companies both in Russia and in the world. Companies strive to be efficient, especially in the present situation of economic recession. However, it is often the case that management does not fully understand what lies behind the dry figures of financial reports. Inventory is necessary for any company, it helps the company to function properly and meet the customers’ demand on time. Therefore, thorough planning is crucial before any project on inventory reduction comes into effect. The first step for this project should be understanding the inventory structure. Without such understanding the company runs the risk of out of stock situation which results in profit lost and customers dissatisfied.

 

There is a lot of information in both electronic and printed resources about how one can stratify one’s inventory, basing on the goods’ position in the production process, or the purpose the inventory serves, or some other criteria. We will look at the example of a global FMCG company, which divides its inventory into several categories basing on the category’s purpose or root-cause of existence (transit, block, quarantine, prebuild, safety, cycle, overstock, residual).

 

The company’s example shows how inventory can be successfully managed, taking into consideration each category’s specifics and addressing them by various means capable of influencing exactly this type of inventory, thus reducing stock on hand while not endangering service level.

 

Added: Aug 31, 2017
Article
Гобеджишвили К. А. Логистика и управление цепями поставок. 2010. № 5(40). С. 24-26.

Author describes the method of stock replenishment spare parts by automotive dealers based on queuning theory. It is presented, that increase in costs from stock deficit of spare parts and decrease in storage costs lead to greater effective stock value to be stored on dealers’ warehouse. Limits in the model are Poisson type of requestes flows and stock replenishment of spare parts by automotive dealers.

Added: Oct 25, 2012
Article
Эльяшевич И. П. Логистика и управление цепями поставок. 2009. № 3. С. 78-84.
Added: Oct 2, 2012
Article
Краснощеков А. Г. Логистика и управление цепями поставок. 2017. № 4 (81).
Added: Jan 2, 2018
Article
Корнеева О., Гаврилюк Ю., Кратко И.Г. Логистика и управление цепями поставок. 2018. № 3(86). С. 94-107.
Added: Oct 21, 2018
Article
Эльяшевич И. П. Логистика и управление цепями поставок. 2009. № 5. С. 34-39.
Added: Sep 28, 2012
Article
Корниенко П. А., Касаев Б. С. Логистика и управление цепями поставок. 2018. № 2(85). С. 30-34.
Added: Nov 10, 2019
Article
Белов Л. Б., Григорьев Л. Ю. Логистика и управление цепями поставок. 2019. № 2(91). С. 35-41.

In the article, in order to optimize logistics activities, is developed the architectural approach to the design of the operating model of the business system in the context of its main stages – the identification of strategic requirements, the construction of a system of top-level processes (value chains) and models of functional systems. The model is based on a conceptual map of logistics activities. A review of the materials on the state of the organization of logistics activities in Russia is carried out, showing that at most enterprises the logistics service is not endowed with integrating functions of flow management. A universal normative template for building activity systems is proposed, on the basis of which (on the example of a particular enterprise) the procedure of architectural modeling of the logistics system is given. Functional logistics systems are considered as a complex of competence Centers, which allows us to further consider the owner of the functional system of "logistics management", while giving him the appropriate authority as a Manager, ensuring the integrative nature of all components of the logistics system of the enterprise. Thus, the architectural model creates a platform for the integration of logistics activities of the organization, which leads to a systemic effect (due to the growth of coherence of all elements). This, in turn, gives a sharp increase in business efficiency, and also serves as the basis for designing the optimal organizational structure and digital transformation of this area of activity.

Added: May 26, 2019
Article
Морозов А. Н. Логистика и управление цепями поставок. 2016. № 6.
Added: Sep 28, 2016
Article
Кузин Д. А., Немцева Е. А. Логистика и управление цепями поставок. 2016. № 4(75). С. 95-100.

The article describes the results of the application the "Lean Production" concept at the structural division of the telecommunications company «Vimpelcom», in order to increase the efficiency of procurement business processes. The relevance of the topic is specified by the needs of the local companies that are forced into difficult economic conditions to improve the efficiency of their activities not at the expense of investment, but a result of the organizational improvement. The concept of "Lean Production" is one of the currently available ways to reach this goal. The article elaborated Lean - measures aimed at improving the efficiency of the purchasing department and carried out assessment of the economic efficiency of their implementation. As a result, the value stream analysis suggested a simplified diagram of the procurement for special corporate credit cards for payments with the approved suppliers and a simplified speed control circuit, when the complexity of the procurement approval process is determined by the sum of the payment. The methodology for the rating of complex assessment of supplier performance is described according to the "Lean Production" concept. The method and results of calculating economic efficiency of the four alternative options are given for the use of the resources dismissed as a result of Lean - reforms; in particular it is proved that the best alternative is the employment of the released purchasing department employees after retraining. A special reporting tool for lean production - Box Score, which allows considering not only the financial results, but calculating the degree of resources utilization (productive and nonproductive time e.g.), is applied for the first time in domestic practice.

Added: Sep 9, 2016
Article
Сергеев В. И., Гришуткина Д. Логистика и управление цепями поставок. 2007. № 3. С. 10-28.

It is shown, that recently  among technologies of integration of contractors at supply chains «Vendor managed inventory» concept has been growing in popularity (VMI). Basic definitions within the framework of this concept/technology are analysed. VMI technology is viewed within the confines of development of logistics and supply chain management, and are estimated those benefits, which can be derived (on the example of distributing system). Basic aspects are distinguished and analyzed, which are necessary to be defined while taking decision of implementing VMI programme. These key elements are: inventory emplacement, level of inventory monitoring and information transparency, stock replenishment system and property rights on inventory. Comparing characteristic of VMI and consignment is given. Advantages and disadvantages of technology  for supplier and consumer are given. Practical aspects of introducing VMI into the company – distributor of spare parts to constructive road equipment are viewed.

Added: Dec 14, 2012
Article
Уваров С. А., Зайцев Е. И. Логистика и управление цепями поставок. 2012. № 4. С. 16-22.
Added: Mar 21, 2013
Article
Кузнецов В. О. Логистика и управление цепями поставок. 2018. № 1 (84). С. 32-39.

On the one hand, the relevance of this research is determined by an attempt of solving the problem of optimal inventory allocation, which can open the possibilities for increase in stock turnover. On the other hand, there was an attempt to extend the list of problems which can be solved by operations research methods. The potential of application of operations research methods (transport model as a specific case of linear programming, in particular) is underestimated. According to Taha [2011], a transport model is a problem of finding optimal allocation of homogeneous objects from accumulators (a i ) to receivers (b i ) with minimizations of costs on displacement or movement. In our opinion, the canonical form of a transport model represents accumulators as points of departures, receivers as clients and cost on displacement as transport costs. The paradigm of using this model is constrained by using the latter in transport logistics only. In fact we can apply this model in much more problems (micro, meso or macro level). This study shows that objects and variables from the canonical transport model can be represented as objects from different fields (beyond logistics) thus helping to find an optimal solution to a certain problem. Our study represents accumulators as nominal cells where work-in-process (WIP) product is in the warehouse, receivers - as production lines and costs on displacements as mileage of loaders. Thus, the cost function Z that we want to optimize is the function of mileage of loaders. Minimizing function Z will enable us to find the optimal allocation of WIP products to production lines (next production stage)

Added: Nov 29, 2018