For the last twenty years the problem of coordination and close cooperation with key partners has being actively discussed by both academic community and business practitioners. In this article the problem of interorganizational collaboration is considered through the prism of various scientific schools, such as economic sociology, institutional economics, supply chain management and so on. In the crisis period most businesses faced with the challenge of keeping the market position, and thus reduced total cost while supporting the level of logistics service stated in the contracts . Business process of order planning and execution includes significant reserves for optimization of operational efficiency of the company's activities in the context of improving cross-functional and the closely related interorganizational logistics coordination. The authors proposed a method to identify potential bottlenecks and deal with them. A hidden reserve to increase the operational efficiency of any business is not only the internal logistics component of each economic player of the supply chain, but also the potential of interorganizational cooperation.
Strategic tasks and functions of logistics of distribution are considered. It is shown that efficiency of implementation of these functions is directly connected with productivity of activity of the company and depends on the coordinated activity of all services, in particular purchases, marketing, sales, production and logistics. Coherence of actions on realization of logistic functions (business processes) in logistics of distribution is a basis of interfunctional logistic coordination in the company, allowing to increase efficiency and productivity of functioning of firm as a whole. Ensuring effective advance of material streams in a network of distribution demands the interorganizational logistic coordination mentioning coordination in work of all participants of integrated logistic system (or chains of deliveries). The special attention in article is given to the organization of effective interaction between logistics and marketing.
It is shown in the article, that adjustment of actions on implementing logistic functions or logistic business processes inside the company is the base for intrafunctional logistic coordination in the company, allowing to increase efficiency and fecundity of company`s operation as a whole. Logistic coordination is essential part of all functions of managerial activity: planning, motivation and control, as well as connecting them processes of communication and decision-making.
Providing efficient promotion of material flows in network of distribution requires interorganizational logistic coordination, touching adjusting in the work of all participants of integrated logistic system (or supply chain). The most efficient methods of attaining intrafunctional coordination in distributing network of trade company are viewed.
Special attention in the article is devoted to organization of effective interaction between logistics and marketing.
Recently there have published scientific works, which suggested to apply methods of reliability theory to calculating the delivery reliability in supplies. This supply system is seen as recovery system, reliability of supply are characterized by the availability function Ka, and general indicator of supply reliability is the probability of failure-free supply P(t) at a given time τ for the entire study period (t, t+τ), which is calculated on the assumption that the failure rate λ(t) obeys an exponential distribution. The results of our studies show the failure rate λ(t), are generally subject to a normal distribution, instead of an exponential distribution. And existing methods of calculating the delivery reliability in supplies do not take into account the non-stationary and discontinuity of supply disruptions. This paper proposes an improved method of calculating the delivery reliability in supplies, which allows non-stationarity as well as discontinuity of supply disruptions, therefore, more accurate data describing the reliability of suppliers is obtained.
The paper covers methodology and methodological approaches to research of controlling of logistics activities in Russian companies. Investigation stages of controlling are specified, and original sample of respondents which consists of companies of different economic areas is described. Methodology of logistic controlling research is based on system and operational analysis, methods of economic cybernetics, mathematical statistics, theory of optimal decision making, management theory. Methodology and methodological principles of the study includes three interrelated phases. One of the main objectives of the study is to test hypothesis about the correlation between business performance and logistics indicators. Examining each hypothesis serious of statistics data is considered, summarized in tables in the line of the essence of hypotheses.
An important aspect of the quality of projects for the creation of complex technical products is the degree of reflection of the requirements put forward to the product in the project documentation. The requirements to achieve a balance between the values of quality indicators and the cost of the product have a significant effect on the configuration management of both the product itself and the components of its after-sales service, including the supply of spare parts and consumables. Taking into account the interests of the producer and the customer of the products in the part of after-sales service is the subject of a compromise that must be achieved in the process of preparing the relevant contract and be fixed in it. The effectiveness of after-sales service is determined, first of all, by the quality of decisions made by the management bodies of service companies, which depends to a considerable extent on the information support of these bodies. Taking into account the mentioned circumstances, the solution of the problem of choosing a rational variant of the informative and technological basis for increasing the effectiveness of information interaction among the after-sales service participants (taking into account the volume of the invested financial resources) acquires particular urgency. The article is devoted to the system of key performance indicators strategic map of the information interaction system. The paper describes the strategic objectives of the information interaction system, as well as the corresponding key performance indicators. An example of choosing a rational option of the informative and technological basis of the information interaction system for after-sales service participants is considered on the basis of the hierarchy analysis method, taking into account the amount of invested financial resources. The need for such a choice is dictated not so much by the relevant standards as by the needs of the business itself, which does not want to lose significant financial resources on insignificant occasions.
At the particular article we provide a methodological approach to selection of companies for horizontal cooperation in procurement logistics. In context of modern logistics (globalization, high customer expectations, high transportation costs), and changes regarding Russia’s plans to join WTO, this topic is highly relevant from a practical point of view. The purpose of this article is to provide single methodological approach to selection of companies for horizontal cooperation.
In the article the actual problems and the methodology of organizational structure design by companies, which target Russian market, in terms of logistics and SCM departments formation are considered. The classification and main characteristics of organizational structures as well as comparative analysis of hierarchic and adaptive types are given.
Key features connected with logistic and supply chain management (SCM) departments design in the companies’ organizational structures are reflected. It is shown that organizational structure development by the logistics should be initiated by the strategy and key logistic business processes, while the logistics (SCM) department design is connected with the decision-making process concerning specialization, departamentalization, department size and delegation of authority by company’s top management. The model of company’s logistics department organizational structure design is given. It is demonstrated that the organizational design evolution in logistics and SCM is closely related with logistics development.
The main research methodology aspects of logistics and SCM departments organizational design with a foundation of systematic approach (analysis), economic cybernetics methods, operation research, mathematical statistics, decision theory and SCM theory are given. The investigation problem statement for logistics and SCM organizational design evolution in Russian companies is given.
Mining companies are a special type of production enterprise, being a kind of "starting point" of material flows that pass through supply chains, gradually transforming into production and technical products and consumer goods for end customers. In this connection, the purchased resources refer exclusively to an auxiliary group of materials that are used to support mining processes and administrative and economic activities.
Therefore, the use of the integrated technology Lean Six Sigma (Lean Production + Six Sigma), while providing operational resources and services, should include solutions aimed at reducing activities that do not add value to the raw materials being sold, increase the speed of the processes, a simultaneous increase in the level of logistics services.
The article shows that it is possible to solve these tasks through the centralization of material flows, receiving wholesale discounts on consolidated orders, without increasing the period for providing the demand. In addition, based on the principles of queuing theory, assigning relative priorities to different procurement applications, you can shorten the time to meet the needs of domestic consumers.
As a result of the calculations given in the article, it is shown that with a decrease in the time spent in the queue for the most important applications, the quality of the material and technical supply service improves. Also, when processing orders grouped according to the nomenclature of consumed resources, you can reduce the complexity of processing by reducing the variety of supplies and the number of offers from potential suppliers that need to be analyzed simultaneously.
Methodology of solving the problem of warehousing logistics is viewed, including the complex of problems of constructing warehousing network and optimizing warehousing economy. It is shown, that solving the problem of warehousing logistics lies in gradual consideration and mplementation of such taska as working out logistic strategy, including operating of warehousing network; forming optimal network in frame of locating warehousing capacities; projecting (reorganizing) warehousing economy; working out master plan of warehousing economy; working out optimal system of warehousing and volumetric planning decisions.
The problems of managing logistic process at the warehouse are analyzed in frame of optimizing parameters of trade flows, going through warehouse.