The role of Northern Sea Way (NSW) for national economy and Russia development is shown. Importance of integration NSWin logistical system of the Russian Federation and world economic space is proved. Problems of development NSWin a cut of increase in transit of a strategic source of raw materials (in particular oil and gas) are opened. Necessity of connection to NSW railway and automobile highways, river ways of Siberia and necessity of coordination of its work with activity of air transport is shown.
The article analyzes practical aspects of master planning process organization with the usage of linear programming methods at one of the largest Russian metallurgical companies.
Planning process analysis before improvements is provided. Its key disadvantages are defined which are simplification of model, absence of scalability, and absence of optimization capabilities. The conclusion is done about necessity of formalization of planning process, development of economic-mathematical model of company’s supply chain in specialized tool with optimization capabilities.
It is highlighted that the new master planning process was based on own company’s experience and elements of Supply Chain Management concept from Global Supply Chain Forum (GSCF). Particularly elements and principles of the demand management process of GSCF were used.
The key stages of planning system implementation were analyzed. Qualitative and comprehensive items design is highlighted as very important and resource consuming task.
The technologies for master planning are defined and reasons for their usage are proved. It is highlighted that integrated approach to tactical planning with the usage of linear programming methods allows a company to form comprehensive understanding of key factors which influence the final result, find out potential appearance of undesired situations and define best alternatives in company’s business.
In conclusion the description of achieved results at the metallurgical company is provided, also economic reasons for improvement implementation is defined.
The article considers the logistics chain, consisting of a supplier and customers, as are chosen distributor and a few dealers. The goal is based on probability theory to describe the nature of the effectiveness for introduction of VMI-technology and to analyze the dependence of the efficiency from the structure of the chain.
For mining enterprises, the need for spare parts and consumables used in the repair and operation of equipment depends on a number of factors, and the degree of influence of each of them is not unambiguous and has a more probabilistic (stochastic) nature. Therefore, the recommendations of the equipment manufacturers, which are present in the technical documentation, are more general (universal) in nature. In circumstances where it is not possible to unambiguously determine the actual need for operating resources, mining companies are forced to form additional insurance stocks necessary to ensure an uninterrupted production process and maintain productivity at a given level. To reduce the negative impact of uncertainty of the environment, it is advisable to build relationships with suppliers based on VMI technology. The calculations were made taking into account the total costs associated with the organization of orders and supplies from suppliers and consumers. The proposed solutions were based on using the model of the optimal order size in the supply chain, taking into account losses, both from immobilization of financial resources diverted to inventories, and from downtime of technological equipment. The article proposed a list of items of expenses that should be taken into account when calculating the total costs associated with purchases and stocks of operating resources of mining companies. As a result of calculations in the article, it is shown that with the development of VMI relations between mining companies and their suppliers, it is possible to achieve a mutual cost reduction, while reducing inventory levels, by increasing transparency and certainty when planning the demand.
The major market for crude oil produced in the Caspian region and petroleum products produced at the southern refineries of Russia and CIS countries is the market of the countries of the south of Europe. The transport infrastructure of the countries of the south of Europe for delivery of oil products to consumers is designed for sea supply. In this work, special attention is paid to the condition and development of port terminals and transport systems connecting port tank farms with consumers of oil products. The main capacity of the oil industry in the south of Europe is concentrated in the most developed countries. The method of quantitative analysis is used to study the possibilities of transport infrastructure and the production of petroleum products in the region under study. With the help of this method it is possible to establish the correspondence of the possibilities of the transport infrastructure with the expected and existing freight flows. An analysis of the capabilities of oil refineries that consume crude oil in this region is given. The possibilities of enterprises providing reserve capacities of oil energy resources are considered. Based on the data for the last decade on oil consumption and refining in the countries of the region, the tendencies of development of supply chains for the oil industry in the south of Europe are being investigated. The main regions of crude oil consumption are outlined, the prospects for the development of oil production in the countries of southeast Europe are shown. The presented analysis makes it possible to identify the most significant areas of southern Europe for the implementation of oil supply chains in the region, to build the most efficient cargo flows for shippers.
Authors demonstrate that arising disbalance of supply and demand generates the set of problems for the business organisation, such as high order periods, loss of clients in case of shortage, high total costs, and low efficiency of industrial lines. Eventually, all this factors essentially influence on achievement of company’s strategic goals and undermine corporate market image. Because of developing of integration and cooperation in supply chains, increasing attention in business organisations is given to technology «joint planning of sales and operations/production» (Sales and Operations Planning – S&OP). Article’s purpose is to analyse, how implementing of S&OP technology will affect on solving of mentioned problems (on the example of «Huhtamaki C.I.S.» company). The meaning of planning of sales and operations is made out as a cycle of meetings (stages) repeating in the same sequence every month and subordinating a making decision process.
Changing market conditions led to a significant transformation of the supply chain management system of leading metal companies. The paper contains the results of the study conducted by the author on the systematization and formalization of specialized approaches to managing supply chains of leading metal companies and their relationships, comparing these processes with the standard supply chain management models SCOR + CCOR + DCOR and GSCF. The analysis formalized the main directions of development of the methodology of supply chain planning in terms of adapting to the specific of metals including: the reorganization of relations of existing planning processes in accordance with best practices in the industry planning; consolidation of models CCOR, SCOR and DCOR in a single system of supply chain planning processes; refinement steps of the planning process, and the introduction of additional, if necessary; formalization of methods and planning models; definition of requirements for information technology support. It was noted that the requirements for systematization and development of the planning methodology are defined by the needs of its application to ensure the competitiveness of Russian metal companies in a tough fight in the global market.
Within the framework of the digital economy development in Russia, one of important areas is «digital logistics/ supply chain». In the market of freight and passenger traffic the use of digital technologies gives a competitive advantage, therefore their implementation is becoming inevitable for the entire logistics industry. This article considers trends, advantages, prospects and barriers to the implementation of digital technologies in the Russian Federation; the main types of these technologies and their influence on logistics business processes efficiency. A scheme for digital technologies (Big Data, IoT (Internet of Things), Blockchain, Cloud Services, 3D Printing) using in the supply chain are also presented. This paper provides the analysis of digital technologies use impact and a methodology for assessing the relationship with the components of the model of total logistics costs (TLC) in supply chains. It should be noted that proposed TLC model does not only include logistics operations costs, but also the costs associated with complete customer satisfaction.The use of digital technologies in logistics makes it possible to increase efficiency,precision and speed of logistics operations, however it requires significant financial investments, personnel training, accounting long-term physical movement over long distances, problems of customs clearance and terminal handling of goods.
The article deals with some aspects of systematization and classification of various inventory management models with an account for stock-out. The model with «loss of requisition» most rarely encountered in the theory of inventory management, but indisputably relevant because of its practical value, is discussed. The urgency of the stock-out problem in the modern world economy is accounted for by the information given in the article about the losses caused by the stockout. Applying analytical approach when solving the stock-out problem can serve as a tool that will help solve long-standing problems of stock-out costs reduction. In this paper the calculation examples for key variants of stock-out models are given, and, the model with «lost demand» and its connection with a static problem is of particular interest. Calculation results comparison revealed the fundamental difference in models, which allowed to avoid mixing models that is often encountered in the literature. The result obtained during the research is the expansion of the approach to classification, and consequently, the opportunity to attract additional tools of the stock management theory to solve the stock-out problem, which ultimately aims at optimizing total logistics costs.
The analysis of scientific works devoted to the formation of Key Performance Indicators (KPI) of transport services shows that the long-term path includes the consolidation of a number of basic (key) indicators, the definition of auxiliary indicators, as well as the definition of the company's place among competitors. It is possible to form the appropriate set of models for the calculation of following basic indicators. Productivity (for example, hourly productivity); time parameters (transport time, time for paperwork, time for loading and unloading, etc.); transportation costs (cost of transportation, loading and unloading, storage costs, return flow, etc.); reliability (probability of failure, sustainability of the process and time parameters). We are proposing the original two-level structure of a transport company performance indicators and the model for calculating KPI for assessment of various transport types, that can be used as a basis for development of software contributing to digitalization of transport services.
This article presents an approach on the organization of spare parts inventory management for maintenance support using the Deming-Shuhart - PDCA principle, supplemented with Lean Methodology tools: SMART objectives, continuous improvement, “5 Why?” method, Ishikawa diagram. The approach includes the consistent alignment of the strategic spare parts management goal, coordinated with the overall maintenance strategy, spare parts inventory management system by database creation, spare parts inventory model development, delivery schedule agreement, business processes and KPIs development, plans implementation, results monitoring and follow-up actions adjustment. The information system is a basis for the effective spare parts management operation. Continuous improvement is provided by the possibility of constant movement through the PDCA cycle.