The oil industry forms the basis of the Russian economy, however, in recent years there has been a paradoxical situation in which the export of crude oil was the main source of filling the budget, while the oil refining industry was subsidized. The reason for this situation, along with the technological backwardness of Russian refineries, can largely be attributed to logistics due to the significant remoteness of refineries from markets, as well as the Russian tax system, in which this problem is not properly taken into account. This paper studies the world experience of taxation of the oil industry and on the basis of analysis with the effects of logistics formulates recommendations for improving the Russian fiscal regime, aimed at solving the problem of balancing between the replenishment of the budget and the government's desire to modernize the Russian oil industry.
The situation with logistics and the supply chain management (SCM) in the Russian companies is considered. It is shown that the logistics for the majority of the domestic enterprises is at operational level. The reasons of lag of management level with logistics and personnel preparations on logistics and of the Russian enterprises from the western companies are opened. The hierarchical structure of preparation and personnel retraining on logistics in Russia is offered. The best practices of realization of a wide range of programs of training on logistics and SCM offered by the International center of training in the field of logistics of National research university «Higher school of economy» are considered.
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.
The article is devoted to the consideration of a number of organizational and methodological issues of creating a digital platform for the transport complex, concerning the problems of analysis and accounting for risks that arise when integrating competencies for the formation of information and logistics services. The questions that the authors explore in this article are very relevant when creating digital services on the transport platform based on the integration of several technological products belonging to different owners. Detailing possible risks is necessary for their subsequent mitigation by the organizational and technological infrastructure of the digital platform.
The authors consider the relationships that arise between the fundamental elements of the digital platform: the basic product of the platform, digital services and their sales processes. We analyze various categories of the basic product - an intangible asset, without which a complex of digital services cannot be built within the digital platform. The study examines the dependence of an intangible asset on the assets of tangible and human carriers of this asset, as well as the risks that arise in this case.
The research is based on the methodology of conceptual analysis of designing complex socio-economic forms and organizational structures, which was successfully tested when creating the aerograd information and logistics center at Sheremetyevo international airport.
The use of the methodological approach outlined by the authors allows minimizing the risks that arise during the development of digital services by developing appropriate contractual forms and technologies that make up the digital platform repository, as well as selecting appropriate organizational and legal mechanisms for creating functional components of the transport platform. For effective practical integration of competencies, a recommendation is given for creating an innovative center of the digital platform in the organizational and legal form of a non-commercial partnership.
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.