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Regular version of the site
Of all publications in the section: 428
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Article
Краснощеков А. Г. Логистика и управление цепями поставок. 2017. № 4 (81).
Added: Jan 2, 2018
Article
Эльяшевич И. П. Логистика и управление цепями поставок. 2009. № 5. С. 34-39.
Added: Sep 28, 2012
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
Article
Прокофьев Д., Прокофьева Т. А., Сергеев В. И. Логистика и управление цепями поставок. 2010. № 6(41). С. 11-23.

The article contains description of principles and methodology of automated control system development and effective integrated information support of logistic centers’ performance (LC). Multimodal transportation-logistic center considered as an object within the proposed methodology. The requirements to automatization of basic production and accounting operations between agents of logistic center are defined in the article.

 

 

Added: Oct 25, 2012
Article
Прокофьев Д., Прокофьева Т. А., Сергеев В. И. Логистика и управление цепями поставок. 2010. № 6(41). С. 52-71.

The article contains description of principles and methodology of automated control system development and effective integrated information support of logistic centers’ performance (LC). Multimodal transportation-logistic center considered as an object within the proposed methodology. The requirements to automatization of basic production and accounting operations between agents of logistic center are defined in the article.

 

Added: Oct 26, 2012
Article
Дыбская В. В. Логистика и управление цепями поставок. 2007. № 1. С. 5-26.

Principles of constructing balanced system of logistic efficiency  are viewed. (BSC) Basic advantages, which allow to implement management on the base of logistic BSC are shown. Methodology of calculating logistic KPI  in trade company on the example of warehousing business-process, in particular consignment, completion and dispatch at distributing center of retail network is adduced.
It is shown, that key indices of activity of other subdivisions of logistic department: operational department, transport-forwarding department, control-auditorial group should also be included into logistic BSC  in trade company. Designed system of indices is connected with system of motivating personnel, whilst individual rewarding for positive results is tied to completion of established standards of KPI. Examples of calculating influence of logistics on return on capital basing on model of strategic profit.

Added: Dec 14, 2012
Article
Лукинский В. В., Маевский А. Г. Логистика и управление цепями поставок. 2019. № 1 (90). С. 30-39.

Stock-out – an inventory shortage, is a situation which periodically or constantly retailers, networks of retail trade (and other commercial organizations connected with replenishment and stocks expenditure) face worldwide. Numerous publications of foreign authors proposing practical solutions for such organizations is a vivid example of it. Some retail chain stores and enterprises even issue guidebooks to handle stock-out. In domestic literature, there are publications describing various stock-out forms, as well as recommendations associated with the decision-making on them. Nevertheless, the experience connected with the prevention and struggle against the stock-out consequences is uncoordinated, lacks common structure, and sequence of actions. An enterprise facing stock-out receives only fragmentary data on the nature of this phenomenon, necessary instruments of influence and the sequence of actions. To give an idea of the existing spectrum of analytical approaches and possible practical solutions, is one of the main objectives of this article. At the same time, issues related directly to determining the stock volume and other parameters of a company's inventory management system are considered. Based on the analysis of the issues described above, a possible algorithm of actions an organization can follow in the event of a stock-out, is presented. The possible development of an approach to manage the most complex stock-out case – «with a lost demand» is also considered.

Added: Mar 22, 2019
Article
Бочкарев А. А., Бочкарев П. А. Логистика и управление цепями поставок. 2014. № 1 (60). С. 37-42.

The article devoted the application mathematical pogramming to solve the problem of supplier selection and inventory lot-sizing optimization under the chainging demand.

Added: Mar 2, 2015
Article
Бродецкий Г. Л. Логистика и управление цепями поставок. 2008. № 5. С. 45-56.
Added: Mar 4, 2009
Article
Сергеев В. И. Логистика и управление цепями поставок. 2011. № 46. С. 5-14.

Problems of an estimation of quality of logistical service are considered. Influence of logistical service on efficiency of business of the company is analysed. The scheme of construction of expectations of consumers of logistical services is offered and components of measurement of quality of service are defined. The Gap-model of Zeithaml of an estimation of quality of service is adapted for logistics problems. The technique of construction of dependence of logistical service (percent of ideally executed orders) from total operational expenses is considered. The model of approximation of the fact sheet of dynamics of an expense/degree of service »for a finding of balance and construction of the budget of service of logistics is offered.

Added: Oct 8, 2012
Article
Ягудина Д. Э., Левина Т. В. Логистика и управление цепями поставок. 2013. № 3. С. 62-74.
Added: Jun 26, 2013
Article
Сергеев В. И. Логистика и управление цепями поставок. 2011. № 1. С. 12-19.

The basic concepts of ECR (Efficient Consumer Response) – «The effective response to customer requests,» which is a synthesis of integration and inter-organizational coordination of contractors in the supply chain. The concept of manufacturers and retailers work together as partners to efficiently and effectively organize the value chain, focused on customer needs. ECR include two fundamental aspects: efficient logistics and SCM-solutions and category management.

Added: Dec 14, 2012