Design

System of interaction between production and purchasing logistics. Goals, objectives and functions of purchasing logistics

TOPIC 4. PURCHASING LOGISTICS

Plan.

1. Goals, objectives and functions of purchasing logistics

2. Organization of procurement activities

3. Stages of organizing the procurement process.

4. Determining the need for material resources

5. Selection of supplier

Goals, objectives and functions of purchasing logistics

Purchasing logistics - This is the management of material flows in the process of providing the enterprise with material resources. Any enterprise, both manufacturing and trading, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Purchasing logistics is one of the main logistics subsystems and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to enterprise warehouses.

The main goal of purchasing logistics is to meet production needs for materials with the greatest possible economic efficiency.

The appearance of the term “purchasing logistics” is not accidental. Abroad, the scope of activity to provide an enterprise (manufacturer or trading company) with the necessary types of material resources and finished products is traditionally called purchasing/procurement - procurement/procurement management (supply). This same area of production activity in domestic practice is still called material and technical supply (supply), and in wholesale trade enterprises - commodity supply. However, in recent years this area has come to be defined as procurement logistics.

The standard definition of the overall objectives of the purchasing function is that the organization must obtain the necessary raw materials in terms of quality and quantity at the right time, in the right place, from a reliable supplier who meets its obligations in a timely manner, with good service (both before and after the sale). and at a favorable price. In accordance with this we can distinguish:

1. The need to ensure a continuous flow of raw materials, supply of components and provision of services necessary for the operation of the enterprise. A shortage of raw materials and components can lead to a shutdown of production and, accordingly, to high overheads and costs - an increase in operating costs due to fixed costs and the inability to meet customer requirements for product delivery times.

2. Keep inventory investments and costs to a minimum. One of the ways to ensure a continuous flow of material resources and finished products is the creation and storage of large reserves of these resources and products. Inventories involve the use of capital that cannot be invested elsewhere. Each year the value of the current stock may be 20- 50% total asset value.

3. Maintaining and improving quality. The production of products or the provision of services must meet accepted requirements, which leads to an increase in production costs to a significant level.

4. Search for competent and reliable suppliers. The success of the purchasing function depends on the ability to identify and develop relationships with suppliers, analyze their capabilities, select the appropriate supplier, and then work with them to continuously improve the joint performance.

5. Purchasing multifunctional products whenever possible. If during the procurement process it is possible to purchase one product that will perform a function previously performed by two or three products, the enterprise will benefit from: an initial low cost resulting from a discount on the products; lower cost of investment in inventory without deterioration in service; lower cost of personnel training and costs associated with maintaining equipment during its operation, as well as increased competition among suppliers.

6. Compliance with the “price-quality” principle in the procurement process. Purchasing activities involve the use of a large volume of working capital, therefore goods and services are needed with the lowest total cost while maintaining the proper level of quality, quantity, delivery conditions and service.

7. Increased competitiveness. An organization will be competitive if it can control all procurement costs and time parameters in order to avoid unprofitable activities, or activities that require additional time, etc. This requires optimization of costs, changes in the distribution program, introduction of technological progress, etc.

8. Achieving harmonious relationships and effective cooperation with other functional departments of the enterprise. Purchasing activities cannot be effective without cooperation with other departments and employees of the organization: technical control department (QC), production department, accounting department, marketing department, design department, engineering department, etc.

9. Reduced administrative costs. If purchasing activities are not efficient, the administrative costs of the purchasing department will be too high. The composition of the goals of purchasing logistics depends on the specialization of the enterprise (industrial, trade, service), the degree of development and (or) complexity of production, the sector of the economy in which the enterprise operates, and competitiveness.

Achieving these goals in the field of procurement management (purchasing logistics) requires the implementation of various standard functions.

Determining the need for material resources;

Procurement market research;

Selection of suppliers;

Procurement;

Supply control;

Preparation of procurement budget;

Coordination and systematic relationship of procurement with production, sales, warehousing and transportation, as well as with suppliers.

Procurement is an important part of the activities of any production or distribution network. To carry out their activities, it is important for companies to timely purchase high-quality raw materials, goods, equipment and other elements that form the material and technical base. Purchasing logistics is designed to streamline the process of purchasing, accounting, storing, and issuing raw materials to production lines to optimize the activities of the enterprise and increase profit levels.

Purchasing logistics is an activity for managing the mass of goods or raw materials aimed at providing the enterprise with everything necessary as quickly as possible with a share of economic benefit.

Essentially, specialists in this field are asked the following questions:

what to buy?
In what quantity?
Who to buy from?
Under what conditions should I make a purchase?

Experts identify the location of logistics in procurement at three different structural levels:

macro - reflects the relationships between enterprises in the form of a complete “supplier-consumer” chain;
micro - regulates relations regarding resources and support within the enterprise, namely between its subjects. Acts as a division of the company working to achieve its goals and objectives;
separate system - represents the connection of individual elements included in the structure of the concept.

The main goal pursued by purchasing logistics is to establish a stable system at the enterprise. It includes a set of measures to organize the supply of material and technical assets to satisfy the interests of production or a company, searching for conditions under which maximum efficiency and economic benefit is achieved.

Specialists working in this field are responsible for solving the following tasks at the enterprise:

continuous supply of raw materials or equipment to enterprises.
processing requests received from departments regarding the purchase of materials.
working with supplier companies and concluding contracts with them.
purchase of goods.
discussion of working conditions with partners and normalization of delivery schedules.
formation of an optimal level of material and technical base of the enterprise and its maintenance.
tracking changes in the market.

Previously, the concept of “supply” was used to explain the meaning of purchasing logistics. However, it is worth noting that supply includes a larger number of activities: purchasing goods, forwarding services, warehousing and inventory management. Additionally, when supplying a company, it does not necessarily mean purchasing resources; for example, the company can rent them.

The role of purchasing logistics is to increase the efficiency of the enterprise by organizing, accounting and storing raw materials, as well as minimizing its costs by finding more profitable sources of supply.

The transition to a market economy has largely determined the importance of purchasing logistics in the production sector. This is due to the fact that market conditions have changed the areas of support and posed new tasks for specialists.

The most significant of them were:

rapid expansion of the number of different types of products.
accelerated pace of release and development of new types of products.
reduction in duration and reduction in the number of operations included in one production cycle.
increasing the level of competition between firms and companies.

These factors have led to a serious aggravation of issues related to the most effective use of MT. Experts have found that there are certain areas that are ineffective in the supply process and their implementation can help save money. There is a need to consider new approaches and streamline activities in the procurement sector, which is responsible for the growing importance of procurement logistics.

Scientists identify seven main tasks of purchasing logistics, including:

The purchase of resources is the main provision on the basis of which the correctness of the purchase and the maximum economic benefit are determined.
Delivery control includes not only tracking the supply of raw materials, but also equipment, as well as other components.
Strict adherence to deadlines - logisticians monitor suppliers’ compliance with deadlines for delivering products to the company’s base.
Determining the size of supplies - based on the material needs of the enterprise, an analysis is carried out to determine the optimal sizes of supplies.
Conformity check - all arrived goods are checked for compliance with the stated requirements (size, color, etc.).
Quality control - before being sent to production, all raw materials are checked to ensure compliance with quality standards.
Organization of storage of resources - when solving this problem, specialists find the possibility of storing a large volume of resources with minimal financial costs.

Solving problems that arise directly at the enterprise also plays an important role. These include:

establishing close interaction between all departments involved in the distribution and use of material resources (MR);
participation in the formation and discussion of supply details;
study and analysis of work with suppliers to identify optimal candidates for long-term cooperation.

The activities and entire functioning of purchasing logistics in the enterprise are fully regulated based on the chosen method. It is customary to distinguish 3 main ones:

enhancement method. This method is characterized by taking into account the level of demand for individual goods and analyzing it throughout the year. In addition, specialists determine the amount of inventory for the year.
Reduction method. On a monthly basis, they analyze the sales of unpopular products and, based on this, determine the volume of which products need to be reduced.
Direct calculation method. Using this method, the direct purchase volume for the selected period is calculated. The quantity of products sold is also determined and the average inventory is determined.

Each method has its own advantages and disadvantages, which must be taken into account to save time and reduce costs.

Where to find and how to choose a supplier for your business

One of the most important problems that purchasing logistics solves is choosing a supplier for a business. The choice is made in several stages, each of which has a special meaning:

search for potential suppliers;
analysis of applicants;
evaluation of work results.

Searching for potential partners is possible in two ways: through an intermediary, through a company agent. Finding an intermediary, as a rule, is much faster, however, his prices for similar goods may be slightly higher than those of a company representative. To attract suppliers, competitive bidding is organized or written negotiations are held between the supplier and the resource consumer.

When analyzing applicants, the following factors are taken into account:

quality of resources offered;
reliability of supply;
financial questions;
supplier location;
accompanying services.

Particular attention is paid to the image of the supplier, that is, the absence of negative reviews about him from partners.

Performance evaluation consists of analyzing the goods received, as well as monitoring compliance with deadlines and quality of deliveries. Based on this information, a conclusion is made about the possibility of further continuing work with this supplier.

Providing procurement logistics services

Purchasing logistics services are provided by special companies with a staff of specialists in this field. However, it is absolutely not necessary to turn to them for help, because the enterprise can organize its own logistics department.

Specialists working in this field provide the following range of services:

determine the product range required by the company;
evaluate production requirements, namely weight and dimensional parameters of supplies, plans and other data;
determine the preferred type of organization of medical supplies procurement;
determine the type of market and the number of likely suppliers;
analyze the position of suppliers in the market;
evaluate their level of professionalism and reliability;
determine the circle of potential suppliers (including previously unknown ones);
conduct negotiations with suppliers;
select the best offers;
analyze price levels and supply reliability;
create information support for the procurement management process and document flow.

Large enterprises cannot do without the work of experienced logisticians, and therefore every day the number of companies offering their services in this industry is rapidly increasing.

The object of logistics management is end-to-end logistics, but in certain areas its management has its own specifics. In accordance with this specificity, 5 functional areas of logistics are distinguished: purchasing (or supply logistics), production logistics, distribution, transport and warehouse. Information logistics is highlighted separately.

Purchasing logistics– this is the management of MP in the process of providing the enterprise with material resources.

Any enterprise has a division that purchases, delivers and temporarily stores initial material resources, which are then, during the production process, converted into finished products. This is the logistics department.

The logistics service is at the same time an element that ensures communications and the implementation of the goals of the macro-logistics system, an element of the micro-logistics system (one of the divisions of the enterprise) and an independent subsystem that has elements, structure and independent goals.

At the level of the macrologistics system, the main goal functioning of MTS - obtaining additional profit from the coordination of actions of all participants in the logistics chain (suppliers, the enterprise itself and consumers).

Logistics integration with suppliers and consumers is achieved through a set of measures. In Western procurement practice, a number of “general rules” or recommendations have been developed that not only significantly facilitate relations with suppliers and the banking industry, but also strengthen the company’s position and create conditions for survival in competition. This unique code characterizes the ethical standards of partnership. It can be briefly formulated as follows: the basis for the successful preparation and production of products (other things being equal) are good relationships between the entrepreneur, on the one hand, and creditors and suppliers, on the other. Particular attention should be paid to relationships with creditors, as their trust and willingness to help are especially important.

· treat suppliers in the same way as clients of the company;

· do not forget to demonstrate in practice a commonality of interests;

· familiarize the supplier with your tasks and be aware of its business operations;

· be willing to help if problems arise with the supplier;

· comply with your obligations;

· take into account the interests of the supplier in business practice;

· Maintain as stable business contacts as possible.

At the micrologistics system level The supply service must maintain high consistency in MP management between the supply service and the production and sales services, which is the task of the logistics organization of the enterprise as a whole.

The ability to implement the listed goals of the supply service at the micro and macro level largely depends on the systemic organization of the supply service itself.

So, the main goal Purchasing logistics is to meet production needs for materials with the greatest possible economic efficiency.

The sub-goals of the overall goal of purchasing logistics are:

· improving the quality of purchased raw materials, supplies and finished products;

· improving the quality of the supply process;

· search and development of long-term relationships with competent and reliable suppliers;

· increasing the level of standardization of purchased inventory items;

· reduction of overall costs of the supply process;

· development of coordination, integration and harmonization of relations with other divisions of the company;

However, achieving the goals of purchasing logistics depends on solving a number of problems. In summary, these tasks can be grouped as follows.

1. Maintaining reasonable deadlines for the purchase of raw materials and components (materials purchased earlier than the scheduled date place an additional burden on the working capital of enterprises, and delays in purchases can disrupt the production program or lead to its change).

2. Ensuring an exact correspondence between the quantity of supplies and the needs for them (excess or insufficient quantity of supplied inventory resources also negatively affects the balance of working capital and the sustainability of product output and, in addition, can cause additional costs when restoring the balance optimum).

3. Compliance with production requirements for the quality of raw materials and components.

In solving these problems, the MR procurement process can be divided into a number of main functions:

· Identification and study of sources of resources and suppliers of products;

· Making a decision on ordering or own production;

· Determining the need and calculating the quantity of ordered products;

· Establishing the quantity and timing of deliveries and monitoring them;

· Inventory Management;

· Accounting and control of the progress of fulfillment of contractual obligations;

Identification and study of resource sources and product suppliers Successful procurement requires extensive information about the markets in which it occurs. As for the tasks of procurement market research, they consist of regularly collecting and assessing detailed information in order to determine market capacity and create prerequisites for optimizing procurement. The management of many enterprises has long realized that planning relations with the supply market is as important for successful operation as planning the sales market.

Deciding whether to order or produce in-house

The task of making a component product ourselves, if this is possible in principle, or buying a component from another manufacturer, is the rationale for deciding the extent to which one’s own means of production are used in the production process. Decisions are made both on the use of one’s own means of labor (transport, storage facilities, machinery, equipment...) and on the use of one’s own objects of labor, i.e. self-produced blanks, semi-finished products, components...

Independent production of blanks and semi-finished products reduces the dependence of enterprises on fluctuations in market conditions. At the same time, high quality and low cost of these products will be ensured by a manufacturer who specializes in their production. The risk of losses caused by increased dependence will be lower the higher the reliability of supplies and the more developed logistics connections in the economy.

A decision in favor of purchasing blanks and semi-finished products should be made if:

· The need for blanks and semi-finished products is small;

· There are no capacities necessary for production;

· There are no personnel with the necessary qualifications.

A decision in favor of in-house production should be made if:

· The need for components is stable and quite large;

· The component product can be manufactured using existing equipment.

“Make or buy” decisions are made when purchasing commodity resources (from a manufacturer or from an intermediary), when choosing between the services of a carrier and creating your own fleet of vehicles, when deciding to use the services of a hired warehouse.

Let us dwell in more detail on the choice of two alternative solutions:

· Independently form an assortment by purchasing commodity resources directly from the manufacturer;

· Or purchase commodity resources from an intermediary who specializes in disaggregating production batches, forming a wide range and supplying it to consumers in assembled form.

Purchasing from an intermediary may be more profitable than purchasing directly from the manufacturer for a number of reasons:

· By purchasing commodity resources from an intermediary, the company has the opportunity to purchase a wide range of products in relatively small quantities. As a result, the need for inventories and warehouses is reduced, and the volume of contractual work with manufacturers of individual assortment items is reduced.

· The price of the goods from the intermediary may be lower than from the manufacturer, since prices are different for small wholesale and large wholesale buyers, due to the need to disaggregate the batch of goods. And since the intermediary specializes in this, disaggregation costs him less.

· The manufacturer of the goods may be located geographically at a greater distance than the intermediary. In this case, additional transportation costs may be greater than the difference in prices between the manufacturer and the intermediary.

Currently, in industrialized countries, partial or complete transfer of certain business functions and even parts of a business process to third parties or organizations is widely used. This phenomenon is called outsourcing. Translated from English, it literally means receiving something from external sources. Outsourcing has become widespread for the following reasons:

· Increased intensity of competition in all market sectors and the associated need to achieve the highest efficiency of all production and economic operations. It is almost impossible, and sometimes even impractical, to achieve the maximum increase in the effectiveness of all operations on your own. You can perfect the performance of key functions, and entrust the rest of the work to those who do it better than others.

· The desire of enterprises to be “global” , i.e. present your products and services around the world. To do this, first of all, it is necessary that there is no strict “binding” to a specific territory. For example, own production facilities, a delivery service or a network of stores are not so much a serious hindrance, but rather an unnecessary luxury for a company moving from the market of one country to the market of another, at least at the initial stage.

· Increasing the role of small businesses in global business. Outsourcing makes it possible for a company to have a global presence in the markets of many countries without the need for staff growth. A relatively small company can, with the involvement of small businesses, operate around the world from a central office while maintaining control over the implementation of assigned tasks.

In the field of logistics, outsourcing can be done, first of all, by enterprises providing warehousing, transportation, customs clearance, and information support services. However, in Russia, unlike in the West, the market for such logistics operators cannot be called established and stable. Among the largest and most reputable companies are National Customs Broker LLC and Russian Logistics Service (customs, warehouse, transport services), Maersk Sealand (MSK SEALAND), P & O Nedlloyd and MSC (transport operators). These companies offer logistics services and maintain the quality of service at the world level. Unfortunately, it is precisely because of the need to maintain a high level of service quality that they set high prices for their services.

“I came to the market to do what I can do best. The rest I will buy as a service from local market experts.” This is the essence of outsourcing. The market trend today is an increase in the share of outsourcing in logistics. A service provider in logistics is called PL provider(Party Logistic Provider). It is customary to distinguish several levels of service providers:

· First-level logistics service provider – 1PL provider. This is an enterprise capable of transporting cargo from point A to point B with one type of transport. This is, for example, a telephone operator ordering vehicles (private dispatcher); road freight forwarding company; railway forwarder.

· Second-level logistics service provider – 2PL provider. Carries out multimodal transportation, organizing cargo transshipment from one type of transport to another. The tasks solved by a 2PL supplier are as follows: take the goods from the warehouse, load them into a truck, bring them to the wagon, organize the approach of the wagon and the truck (preferably at the same time) to the loading place, load the goods into the wagon, send them.

· Third level supplier - 3PL provider. Solve the problems of distribution, delivery of goods throughout the country by any means of transport with the possibility of transshipment through transit warehouses and changing the volume of consignments in accordance with the instructions of the cargo owner.

· Fourth level supplier - 4PL provider. This is the pinnacle of logistics. Such providers are rare even in Europe. Their tasks: optimization of commodity flows, selection and application of appropriate software, contract work with service providers.

Accordingly, the longest chain of relationships in logistics outsourcing looks like this: a 4PL provider orders a service from a 3PL provider, a 3PL provider orders a service from a 2PL provider, which, in turn, orders a service from a 1PL provider, and the latter engages a carrier. Of course, this is not always necessary. But when you manage a transnational corporation that produces goods in many countries around the world and your goal is to reduce the “logistics component” in price, using the services of PL suppliers can give tangible results.

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Introduction

2.1 Activities of the company "Optovik" LLC

2.2 Organization of the product procurement process at the enterprise

2.3 Enterprise inventory management

3. Ways to improve purchasing logistics processes at the OOO Optovik enterprise

3.1 Measures to optimize the delivery batch

3.2 Improving the process of automation of procurement activities of an enterprise

Conclusion

List of used literature

Applications

Introduction

Abroad, the scope of activity to provide a company (manufacturer or trading company) with the necessary types of material resources and finished products is traditionally called purchasing/procurement - procurement/purchase management (supply). This same area of production activity in domestic practice is still called material and technical supply (supply), and in wholesale trade enterprises - commodity supply. However, in recent years this area has come to be defined as procurement logistics.

This is due to the fact that at present the nature of the logistics of enterprises has changed: from strictly centralized, funded supply to free wholesale trade in resources. Many manufacturing enterprises have to operate in resource and commodity markets in an unstable competitive environment, which is characterized by: uneven saturation of the market with goods due to the industrial decline, repurposing of many manufacturing enterprises, a high degree of monopolization of production, traditional for certain sectors of the Russian economy; limited information about the resource and commodity market; low contractual discipline of manufacturers and suppliers of industrial goods, etc.

Purchasing logistics is also very important for wholesale trade enterprises, since without a properly structured purchasing strategy, it is quite problematic for an enterprise to gain a competitive advantage. Strengthening market positions presupposes the presence of stable demand for the wholesaler’s products, which leads to an increase in sales volume and an expansion of the circle of consumers. All other things being equal, consumers give their preferences not to similar offers from competitors, but exclusively to the product of a particular wholesaler. This becomes possible if, as a result of a strict and aggressive purchasing policy, the enterprise receives goods from the supplier on particularly favorable terms.

The topic of the thesis is relevant due to the fact that the introduction of logistics methods in trade makes it possible to accelerate the turnover of working capital, optimize distribution costs, and ensure the most complete and high-quality satisfaction of consumer demand. And also logistics at the level of an individual trading enterprise implies coordination of actions for the purchase, transportation, storage and sale of goods, therefore the coherence of the flow of these processes is important to increase the efficiency of the enterprise.

This diploma project is aimed at studying the problems of purchasing logistics at wholesale trade enterprises.

The object of the study is the wholesale trade enterprise Optovik LLC.

The subject of the study is purchasing logistics at a wholesale trade enterprise.

The goal of the diploma project is to determine the essence and content of purchasing logistics at a wholesale trade enterprise.

Based on the goal, the following tasks were solved:

– study the procurement planning methods used at the enterprise;

– analyze the effectiveness of existing inventory management practices at the enterprise;

– suggest ways to improve the procurement activities of the enterprise.

The practical significance of the diploma project lies in the fact that at a specific enterprise, an assessment was made of the effectiveness of procurement management, on which the quality of final products and services depends, and ways to improve the procurement processes at the enterprise were proposed.

The first chapter of the project examines the theoretical aspects of purchasing logistics at an enterprise.

In the second chapter, an economic analysis of the activities of the wholesale trade enterprise Optovik LLC is carried out, the organization of product purchases at this enterprise is considered and shortcomings in the activities of the purchasing department are identified.

The third chapter suggests ways to improve purchasing activities at an enterprise: optimization and automation of the purchasing activity system.

To write the diploma project, both educational literature and articles from periodicals and Internet resources were used.

1. Theoretical aspects of organizing logistics at an enterprise

1.1 The essence and purposes of logistics

In countries with market economies, the main goal of purchasing logistics is to maximally satisfy production needs for materials with the highest possible economic efficiency.

For the uninterrupted functioning of production, well-established logistics support (MTS) is necessary, which at enterprises is carried out through logistics bodies (MTS).

The main task of the enterprise supply authorities is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality.

In solving this problem, supply authorities must study and take into account the supply and demand for all material resources consumed by the enterprise, the level and changes in prices for them and for the services of intermediary organizations, choose the most economical form of product distribution, optimize inventories, reduce transportation, procurement and storage costs. Today, the enterprise's logistics system is called procurement logistics or purchasing logistics.

Purchasing logistics is the management of material flows in the process of providing an enterprise with material resources. Any enterprise, both manufacturing and trading, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Logistics support is an important link in production-commercial, flow-process activities in industrial production and/or operation of production or non-production facilities, the content of which is aimed at supplying the relevant facilities with the necessary means (materials, energy, components, spare parts, etc.). P.).

In connection with the transition to market principles of activity, the content of material and technical supply has changed: instead of the so-called “sale of allocated funds,” which is an integral part of the centralized distribution of material resources, enterprises freely purchase them from suppliers and other subjects of the commodity market. In these conditions, when purchasing material assets, enterprises must be guided by freedom of pricing, maximum initiative and entrepreneurship, equality of partners in commercial relationships, take into account economic responsibility when purchasing raw materials, take into account competition among suppliers and be able to choose an economically advantageous supplier.

The standard definition of the overall objectives of the purchasing function is that the company must obtain the necessary raw materials in terms of quality and quantity at the right time, in the right place, from a reliable supplier who meets its obligations in a timely manner, with good service (both before and after the sale). and at a favorable price.

Thus, the following goals of logistics support can be distinguished:

1. The need to ensure a continuous flow of raw materials, supplies of components and provision of services necessary for the operation of the company. Shortages of raw materials and components can lead to a halt in production and, accordingly, to high overhead costs - an increase in operating costs due to fixed costs and the inability to meet customer requirements for product delivery times.

2. Keep inventory investments and costs to a minimum. One of the ways to ensure a continuous flow of material resources and finished products is the creation and storage of large reserves of these resources and products. Inventories involve the use of capital that cannot be invested elsewhere. Each year, the value of current inventory can be 20-50% of the total value of assets.

3. Maintaining and improving quality. The production of products or the provision of services must meet accepted requirements, which leads to an increase in production costs to a significant level.

5. Purchasing multifunctional products whenever possible. If during the procurement process it is possible to purchase one product that will perform a function previously performed by two or three products, the company will benefit from: an initial low cost resulting from a discount on the products; lower cost of investment in inventory without deterioration in service; lower cost of personnel training and costs associated with maintaining equipment during its operation, as well as increased competition among suppliers.

7. The company will be competitive if it can control all procurement costs and time parameters in order to avoid unprofitable activities, or activities that require additional time, etc. This requires optimization of costs, changes in the distribution program, and introduction of technological progress.

8. Achieving harmonious relationships and effective cooperation with other functional departments of the company. Purchasing activities cannot be effective without cooperation with other departments and employees of the company: technical control (QC) department, production department, accounting, marketing, design, engineering, etc.

9. Reduced administrative costs. If purchasing activities are not efficient, the administrative costs of the purchasing department will be too high. The composition of the goals of purchasing logistics depends on the specialization of the company (industrial, trade, service), the degree of development and/or complexity of production, the sector of the economy in which the company operates, and competitiveness.

In countries with market economies, the main goal of purchasing logistics is to meet production needs for materials with the greatest possible economic efficiency.

However, its achievement depends on a number of tasks. In general terms, these tasks can be grouped as follows:

3. Compliance with production requirements for the quality of raw materials and components.

Principles of purchasing logistics (supply):

– Systematicity - delivery of products based on planned delivery schedules;

– Rhythm - delivery of products at relatively equal intervals of time, which creates optimal conditions for the operation of wholesale and retail trade enterprises, warehouses, transport and other parts of the supply chain;

– Efficiency - implementation of the process of supplying products depending on changes in demand for them;

– Cost-effectiveness—minimum costs of working time, material and monetary resources for product delivery. Achieved through the efficient use of vehicles, mechanization of loading and unloading operations, establishing an optimal link in the supply chain;

– Centralization - supplying consumers with products using the forces and means of suppliers;

– Manufacturability - the use of modern procurement and supply technologies.

1. Planning, which involves:

Study of the external and internal environment of the enterprise, as well as the market for individual goods;

Forecasting and determining the need for all types of material resources, planning optimal economic relations;

Optimization of production inventories;

Planning the need for materials and setting their limit for supply to workshops;

Operational supply planning.

2. An organization that includes:

Collecting information about required products, participating in fairs, sales exhibitions, auctions, etc.;

Analysis of all sources of satisfying the need for material resources in order to select the most optimal one;

Concluding business agreements with suppliers for the supply of products;

Receiving and organizing the delivery of real resources;

Organization of warehousing, which is part of the supply authorities;

Providing workshops, sites, workplaces with the necessary material resources;

3. Control and coordination of work, which includes:

Monitoring the fulfillment of contractual obligations of suppliers, their fulfillment of product delivery deadlines;

Control over the consumption of material resources in production;

Incoming control over the quality and completeness of incoming material resources;

Control over production inventories;

Making claims to suppliers and transport organizations;

Analysis of the effectiveness of the supply service, development of measures to coordinate supply activities and increase its efficiency.

In market conditions, enterprises have the right to choose a supplier, and therefore the right to purchase more efficient material resources. This forces the company's supply personnel to carefully study the quality characteristics of products supplied by various suppliers.

The formation of a regulatory framework, forecasting and development of plans for material and technical supply, establishment of economic relations, and coordination of the work of supply services included in the enterprise are concentrated on the basis of the supply service of the enterprise. The interaction of the divisions of the supply service of the enterprise is carried out on the basis of functional connections, and not administrative subordination.

Organization of the procurement process has certain stages:

1. Determining the need for material resources. Any purchase begins with determining the overall needs of the company and the individual needs of each of its divisions.

2. Determining the required characteristics and quantities of goods and services. It is necessary to have an accurate description of the need, article number of the product or service that is being requested. For this purpose, the purchasing department maintains a list (catalogue) of constantly purchased items, which facilitates the maintenance of correct accounting records and the procedure for storing them in the warehouse.

3. Analysis and identification of possible sources of supply. Supplier selection is an important part of the purchasing function and involves sourcing supplies and assessing the ability to deliver on time and provide required pre- and post-sales services. Among the basic information that can be stored both electronically and in accounting books, the purchasing department should include information about existing contracts with suppliers, in accordance with which orders are placed, the commodity classification of purchased products, and a register of suppliers.

4. Determination of price and terms of purchase.

5. Preparation and placement of purchase orders. Placing a purchase order involves completing an order form, unless the alternative is an agreement by the supplier to sell the goods or supply the goods under a blanket order. An important requirement of any purchase order form must be the serial number, date of completion, names and addresses of suppliers, quantity and description of goods ordered, required delivery date, shipping instructions, terms and conditions; payment and terms

6. Order fulfillment control and/or forwarding. Once a purchase order is sent to a supplier, the buyer can monitor progress and/or expedite the order. These functions are assigned to the forwarding control department. The order fulfillment control function is a standard function that monitors the supplier’s ability to fulfill its delivery obligations. Order forwarding is a kind of pressure on the supplier so that he fulfills his obligations to deliver the goods, delivers them ahead of schedule, or speeds up delivery if they are behind schedule. An incentive may be the threat of cancellation of an order or termination of future business if the supplier fails to meet the terms of the agreement.

7. Receipt and inspection of goods. An important stage is the capitalization (receipt) of material resources and finished products. The main goals of the function of obtaining and controlling material resources are: guaranteeing receipt of the order; quality checking; confirmation of receipt of the ordered quantity of material resources; sending them further to their destination (to a warehouse, quality control department, etc.); registration of necessary documentation for obtaining material resources.

8. Invoice processing and payment. An invoice for payment imposes obligations on the buyer, is usually issued in duplicate and includes the order number, cost of the product, and the total amount to be paid for each type.

9. Accounting for receipts of material resources.

After receiving the order, you must enter new information into the purchasing department's records. This operation involves maintaining document files that relate to the order and are needed by the purchasing department:

1. A purchase order journal, which keeps track of all orders by number and displays the status of each order - completed/not completed.

2. A purchase order register containing copies of all purchase orders.

3. A commodity register showing all purchases of each main type of product or product (date, supplier, quantity, price, purchase order number).

4. Register with supplier history, displaying all purchases.

Placing orders that meet the needs of the logistics system directly affects the efficiency of the entire logistics process, since the order determines the power of material flows and the features of their formation, possible methods and ways of moving along the logistics chains.

In a developed market, the main problem of the logistics supply chain is that market demand is constantly changing between the start of supply and the use of components. This results in a situation where delivery schedules may be pushed back because parts that are no longer needed come from production and suppliers while there are not enough other components to fill current customer orders. purchasing logistics wholesale enterprise

1.2 Procurement planning and evaluation of the effectiveness of procurement logistics

For the effective functioning of purchasing logistics, an enterprise needs to have information about exactly what material resources are needed to produce products.

Such information is contained in the procurement plan, the main purpose of which is to ensure consistency in the actions of all internal divisions and officials of the enterprise to solve such supply problems as determining the need and calculating the quantity of ordered material resources; determining the procurement method and concluding contracts for the supply of material resources; organizing control over quantity, quality, delivery times and organizing the placement of material resources in the warehouse, etc. The procurement planning process is preceded by research into the procurement market (raw materials).

The actual planning process begins with information obtained from the annual sales plan, production plan and overall economic plan. Sales planning determines the requirements for raw materials, products and services that will be purchased by the company's purchasing department; production planning will provide information about the source where raw materials, products and services will be purchased; economic planning will provide information useful in assessing general trends in prices, wages, and other expenses.

Most companies apply the Pareto law, which is also known as ABC analysis: when less than 20% of the goods are purchased, more than 80% of the funds are spent.

Raw material consumption is calculated monthly and quarterly. Consumption is checked in accordance with control data on the stock of material resources. These calculations are correlated with price trends and availability forecasts for the raw materials to be purchased, and a purchasing plan is then developed. If forecasts suggest a large supply of raw materials and a possible reduction in prices, then most likely the purchasing policy will be to reduce inventory to the lowest level. On the other hand, if the projected supply is low and the price is trending upward, the purchasing policy will ensure that there is an adequate amount of stock on hand in accordance with the contract.

In recent years, new logistics systems have been developed that are focused on planning resource needs, of which the following can be distinguished:

The JIT system (just-in-time delivery) sets the main goal of maximizing the integration of all logistics functions of the enterprise to minimize the level of inventories of material resources in the integrated logistics system, ensuring high reliability and the level of quality of products and services to maximize customer satisfaction. Just-in-time delivery of goods allows you to halve the time it takes to complete a consumer order, reduce inventory levels by 50% and reduce the order fulfillment time at the manufacturing plant by 50-70%.

The KANBAN system ensures that all production sites are supplied strictly on schedule with exactly the amount of material resources that is actually necessary to produce only the planned amount of products.

The KANBAN system begins to produce a specific product sample only when there is a specific customer (consumer) for it. This system is based on the following principles:

– enhanced quality control

– delivery of products to the customer exactly on time

– adjustment of equipment, eliminating defects

– reduction in the number of component suppliers

– maximum proximity of subcontractors to the main (usually assembly) plant.

The main objective of just-in-time (JIT) systems is to reduce the organization's inventory levels to zero. Such systems are called systems without warehouse, zero inventory systems. Each such system is based on the principle that suppliers deliver materials exactly when they are needed, resulting in their inventories being reduced to zero. In addition, work in progress is also kept to a minimum level, since the corresponding products are produced only as needed to service the next stage of production. Inventories of finished goods are minimized until they exactly match trade orders.

The just-in-time concept involves a simple, well-coordinated production system (see Figure 1.1) in which products go through certain processing steps only as planned.

Figure 1.1 - Just-in-time and make-and-deliver systems

The TV system is also called a “ask and receive” system, since each production site performs the necessary operations only after confirming that their colleagues are ready to accept additional resources. This concept is the antithesis of the traditional "make a batch and pass it on" system, where parts are produced in large, supposedly volume-efficient batches and passed on to the next operation according to a rigid schedule. In a make-and-transfer system, each production area works at a constant intensity, regardless of the actual needs of colleagues. The use of the "ask-get" system allows you to reduce inventory, improve quality and increase responsibility, but it requires perfect coordination of the operations of all production areas.

It is necessary to recall the Japanese analogy of reserves as waters hiding dangerous rocks. Reducing inventory levels to zero means that all management and coordination problems come to the surface. Scheduling must be meticulously accurate and logistics strictly coordinated.

The just-in-time system places high demands on the coordination and motivation of employees. Employees are expected to perform their duties to the best of their ability because they are given the responsibility and authority to ensure the zero stock system operates. If necessary, they must immediately come to the aid of colleagues and have skills that allow them to perform various work tasks.

The just-in-time system has enormous advantages. A low level of inventories allows the use of productive capital in other areas. Thus, the introduction of a production system with zero inventories at Omark Industries Corporation (sales volume - $300 million) made it possible to reduce the cost of maintaining inventory by approximately $7 million over the course of a year. The use of a just-in-time system (since 1980). ) resulted in a reduction in the costs associated with maintaining inventories for General Motors from $8 billion to $2 billion. An impressive example was demonstrated by Polycom Huntsman, whose state-of-the-art plant is located just 500 meters from Harrison Radiator, a subsidiary of General Motors (New York State). The two production facilities are connected by a pneumatic conveyor system. When GM production needs plastic products, the computer-controlled system automatically initiates material shipments from Polycom.

An analysis of the activities of more than 80 German companies showed that when using the KANBAN logistics system, inventories are reduced by 50%, finished products by 80%, and labor productivity increases by 20-50%.

The MRP-1 system is one of the most popular in the world, based on the logistics concept of “requirements/resource planning”. This system operates with materials, components, semi-finished products and their parts, the demand for which depends on the demand for specific finished products. The main goals of this system are to meet the need for material resources for planning production and delivery to consumers, maintaining a low level of inventories of material resources, work in progress, finished goods, planning production operations, delivery schedules, and purchasing operations.

The MRP-II system, a second generation demand/resource planning system, is an integrated micro-logistics system that combines financial planning and logistics operations. This system is an effective planning tool for realizing the strategic goals of the enterprise in logistics, marketing, production, finance, planning and management of organizational resources of the enterprise in order to achieve a minimum level of inventory while controlling all stages of the production process.

The SDP system, an advanced just-in-time system, is a materials requirements planning system for streamlining the organization of materials and forecasting their quantities.

The LP (flat/lean production) system is essentially also an extension of the just-in-time concept and includes elements of KANBAN and demand/resource planning. The essence of this system: it requires much less resources than mass production (less inventory, time to produce a unit of product), causes less losses from defects, etc.

The DDT (demand response) system is a modification of the demand/resource planning concept. The four most well-known variants of the concept are: “point of order (reorder)”, “quick response”, “continuous replenishment of stocks” and “automatic replenishment of stocks”.

The basis for the economic efficiency of purchasing logistics is the search and purchase of the necessary material resources of satisfactory quality at minimum prices. In the study of the procurement market, which is carried out by the relevant departments of companies, the issue of prices is the main one.

The effectiveness of procurement logistics primarily depends on the efficiency of logistics. The latter is a complex economic category that reflects the quality of functioning of the procurement system and its components operating at the enterprise. The efficiency of logistics at the stage of logistics is characterized by a number of interrelated indicators that numerically express the results of the activities of all divisions of the procurement system in relation to the costs or resources of their production potential.

The most common indicators calculated when analyzing the efficiency of material and technical support are: generalizing indicators of the efficiency of using costs (resources) of living and material labor associated with the process of circulation of means of production; labor productivity; capital productivity; material consumption; speed of circulation of goods and working capital; profitability.

These and other indicators are usually considered in dynamics over comparable periods. The most common criteria for assessing the effectiveness of logistics at the procurement stage are: the degree of provision of the enterprise with products for industrial and technical purposes.

The cost indicator of purchasing logistics, which reflects the results of human labor at the stage of supporting the production process and economic activity of the enterprise, is the net product of logistics. It does not have a natural material form. This indicator is calculated by excluding material costs from the gross output and can be considered as additional at the stage of preparing material resources for the production process.

1.3 Organization of purchasing logistics in wholesale trade

Logistics in a wholesale trading system performs operations related to the following functions of product distribution: ordering, purchasing, delivery, information support, storage, sorting and release of goods.

The main direction of use of logistics in wholesale trade can occur in two directions, the first of which involves the development of wholesale trade in conjunction with technical, technological and organizational improvement of the entire product distribution system. The second direction involves improving in-warehouse cargo processing systems.

Wholesalers directly include companies that have ownership of the product and are engaged in its sale. These wholesalers have different areas of their activity, which can be classified as a wholesale company, distribution company, trading house, etc.

The main direction of wholesale enterprises in the process of selling goods is logistics service, i.e. work related to the performance of functions for storing goods, transportation, freight forwarding, packaging, processing, sorting, packaging of goods, labeling of goods with machine-readable codes, etc.

The logistics cycle in wholesale trade is the time interval between placing a purchase order and delivering the ordered products to the consumer. This interval is determined by the time spent on formulating the order and completing it in the prescribed manner; transfer of the order to the supplier; fulfillment of an order by the supplier, taking into account the waiting time for placing an order for execution and the time consisting of technological time, inter-operational downtime time and picking time, if the order is fulfilled from cash stocks; as well as delivery of the order to the consumer.

It should be noted that, in accordance with the rules of logistics, wholesale trade is designed to provide the required service to consumers at acceptable logistics costs. The maximum level of such service depends largely on the ability of the wholesaler to resist complete dependence on stockpiling as the only way to provide the required degree of ethical service, which, in particular, is characterized by availability, functionality and reliability. Imperfect transport support, one of the indicators of which is the uncertainty of transportation time, can lead to the fact that a wholesale trade enterprise will be forced to maintain inventories that exceed the level determined by physical distribution targets. This problem, in turn, entails a decrease in inventory turnover and an increase in storage costs. The central point in ensuring the conditions for proper logistics services in wholesale trade is monitoring the consistency of the functioning of logistics functional cycles in the field of material support for a wholesale trade enterprise, carrying out trade and technological operations and distribution. Typically, these areas always involve vehicles to some extent. The assessment of the inconsistency of these logistics cycles is carried out on the basis of: the degree of organizational unity of flow processes; the degree of technological unity of flow processes; the degree of economic unity of flow processes and the degree of information unity of flow processes.

The global reason for the divergence of functional logistics cycles at a wholesale trade enterprise is interfunctional logistics conflicts, the subject of which are: the size of the purchased batch (conflict between the purchasing department and the warehouse; conflict between the purchasing department and the sales department); frequency of procurement (conflict between the purchasing department and the warehouse); packaging (conflict between the purchasing department and the warehouse; conflict between the purchasing department and the transport department); assortment of a cargo unit (conflict between the purchasing department and the warehouse).

In the context of logistics services, the economic category “perfect order” is widely used. Its execution meets the following logistics standards: complete delivery of all goods for all ordered product items; delivery within the time required by the consumer with a permissible deviation of ±1 day; complete and accurate maintenance of shipping documentation for the order, including receipts, invoices, invoices; flawless fulfillment of the agreed delivery conditions (high-quality installation, correct packaging, ready for use and absence of damage).

The strategy for reducing the duration of the logistics functional cycle involves the following steps:

Description of the current ordering process;

Drawing up a process flow diagram describing the current ordering process;

Description of each private logistics process;

Drawing up a list of indicators used to assess the effectiveness of the logistics process;

Description of the terms of supply of goods;

Justification of inventory levels;

Justification of the feasibility of executing private logistics processes on the principles of outsourcing, in particular in relation to transport support;

Formation of proposals to reduce the duration of the logistics cycle, etc.

The strategy for reducing transport costs involves focusing on the factors that led to the deterioration of the logistics services provided at the wholesale trade enterprise. Indicators of such a situation, in particular, are deviations of actual transportation costs from standard costs and management judgment. The advantage of this strategy is that the total number of significant indicators is reduced and all attention is focused only on the “bottlenecks” of transport support for wholesale trade.

In practice, another strategy for reducing transport costs is often used, which consists of a comprehensive study of the dynamics of logistics indicators of wholesale trade. The complexity of the analysis consists in identifying those states of the logistics system of a wholesale trade enterprise that are not identified during an autonomous consideration of individual indicators, since the values of the latter satisfy acceptable standards. The areas of application of this strategy are determined by the internal and external functional boundaries of the logistics system of a wholesale trade enterprise.

Thus, solutions to the problem of increasing the efficiency of transport support for wholesale trade lie in the area of improving the logistics coordination of its functional order execution cycles.

As for the completeness of the assortment of goods of a wholesale company, this service is very profitable for retail enterprises, since it forms the necessary assortment of goods in one place, thereby relieving them of additional work and saving money by delivering goods at lower costs. Many wholesale organizations work with their regular customers on the terms of providing goods on credit.

In search of their buyer, wholesale organizations are expanding the range of goods offered and have sufficient quantities to carry out immediate delivery. The negative aspect of this policy is the additional costs associated with the cost of storing large inventories. The way out of this situation is to form an assortment of goods consisting of the most popular goods or focus on large buyers, forming the necessary assortment of goods for them.

Increasing competition in the Russian market forces entrepreneurs to use various methods to maintain company profitability by reducing costs. The main direction to reduce costs is the consolidation of participants in the distribution of goods.

The use of a unified technological system for working with goods and information, associated technology, timely receipt and processing of orders, coordinated planning - this is exactly what allows the goods to be delivered to the buyer in a timely manner at minimal cost, avoiding damage and losses.

The use of logistics systems requires the presence of stable economic ties between participants in the distribution of goods. Only regular business partners have the need to use the transparency of cost accounting systems, and it becomes possible to develop and apply coordinated technologies for processing cargo and information.

The rapid use of modern technological methods leads to the integration of economic activities of various trading structures. There are external (in relation to trade) and internal factors of integration in the industry.

External trade factors include indicators that stimulate the development of integration processes in the industry:

Market unpredictability;

Reasons influencing the decrease in demand;

Exacerbation of the problem of sales of goods;

Numerous obstacles to the movement of goods to consumers caused by the underdevelopment of the trading infrastructure.

An internal factor of integration in trade, i.e. The main intra-industry motive is increased competition.

Experts identify several ways to concentrate resources, among them: horizontal and vertical integration, as well as diversification.

During horizontal integration, several stores are united within one company in order to carry out consolidated purchases of goods from suppliers and a balanced pricing policy (Fig. 1.2).

The logical consequence of horizontal integration is vertical integration, since the increase in total gross trade turnover required the creation of a distribution center (DC) and a single management link. Thus, a modern management structure of a large network company emerges.

1. Control center

2. Main link and DC

3. Retail chain

More complex and diverse is the next stage of concentration of trading capital, which consists in the fact that the owners decide to diversify capital, both on an intra-industry and inter-industry basis.

At this stage, production branches may be created within the trading company, or capital investments may occur in related or related businesses.

The economic incentive for integration is the so-called synergy effect, the essence of which is that the assets of the integrated company are valued more expensive than the total assets of each of the firms before their merger.

This effect is described by the formula of Yu. Maslechenkov:

Сn = (PN + PA + EE) - (I + T + IN) (1.1)

where: Cn - synergistic effect in the period n after the merger;

PN - additional profit from expanding the scale of activity;

PA - additional profit from risk reduction due to diversification of the holding’s activities;

EE - savings in current production costs;

I - additional investments for the reconstruction and expansion of the holding;

T - increase (savings) of tax payments;

IN - investments at the initial moment of integration.

Integration processes require a developed distribution infrastructure and warehouse terminals with high commodity capacity.

As a result of urban processes, business life is concentrated in large cities, and here issues of orderliness and regulation of retail and warehouse areas and terminals arise.

In this regard, the following standards have been developed (Table 1.1).

Table 1.1 Standards for retail and warehouse space

From an organizational and economic point of view, the development of various forms of integration of trade enterprises will allow:

Reduce overhead costs through the introduction of centralized management services, centralization of supply, transport and accounting functions;

Make purchases in large quantities on favorable terms of payment and delivery, which ultimately affects the price level and interest of buyers;

Timely delivery of perishable and scarce goods;

Use the latest information technologies to manage the network and create information data banks on the range of products sold;

Support domestic manufacturers by giving them priority in supplies.

The total effect from the use of logistics, as a rule, exceeds the sum of the effects from improving the listed indicators. This is explained by the emergence of logistically organized systems with a market-valuable ability to ensure the delivery of the right cargo, the required quality, in the right quantity, at the right time, to the right place at minimal cost.

In the sphere of circulation, as part of logistics schemes, the problems of determining consumer demand and organizing its satisfaction, accumulating, processing and placing inventory and providing services to consumers, choosing rational forms of product distribution and organizing trade are solved.

The main components of the overall effect from the use of logistics in wholesale trade are presented in Table 1.2.

Table 1.2 Components of economic efficiency of the logistics system in wholesale trade

Types of streams	Components of the process of effect formation in the logistics system
	Procurement logistics	Supply logistics	Transport and warehouse logistics	Distribution (sales) logistics
Material flow	Savings due to optimal organization of procurement processing	Savings due to reduced warehouse costs. Savings by reducing warehouse space Savings by reducing the volume of loading and unloading operations and associated costs.
	Savings from accelerating the movement of material flows: · reduction in inventory levels · reduction of current costs for maintaining inventories · reduction of losses of material resources depending on the time spent in the logistics system
Financial flow	Savings by reducing the amount of capital invested in inventories. Reducing the amount of working capital by accelerating cash flow. Reducing costs due to violation of supply conditions.
Information flow	Reduction of operating costs due to the rhythmic organization of the supply process
Service flow	Savings through improved service

The table shows that logistics management of wholesale trade in the interaction of subsystems: procurement, supply, transport and warehouse operations, sales can bring a synergistic effect in the form of reducing costs for the creation, maintenance of inventory and their supply to consumers.

Flow management processes in the logistics system are based on appropriate indicators that measure the effect at the place of its formation. In other words, making management decisions on organizing and regulating commodity, financial and other flows in wholesale trade should be based on specific, reliable and timely information that allows you to plan the effect, track and eliminate losses, and achieve the greatest profit. In a modern innovative system of economic management, this is achieved through the use of controlling methodology.

There are three main functions in controlling:

The information function of controlling is provided with the help of a planning and accounting system aimed at achieving a high final result of activities.

The management function is implemented on the basis of analysis data, which allows making tactical (operational) and strategic decisions in regulating trade and financial relations in order to ensure the maximum final effect.

The third function, which consists in monitoring the performance of departments of a trading enterprise, ensures the identification of points of profit growth and their maximum activation.

Controlling differs from the traditional system of accounting, analysis, management of economics and financial results in our economy, primarily in that it is focused not on identifying omissions and identifying those responsible in the past, but on ensuring a stable present and future of a trading enterprise. Controlling acts as a signaling system that notifies managers about opportunities and points of negative deviations from planned plans, and this allows timely and early adjustment of management tactics and the adoption of appropriate preventive measures.

Controlling allows you to accumulate and analyze internal and external information in various situations, reflecting the effectiveness of responsibility centers in the logistics system of the activities of wholesale trade organizations.

Based on the results of the situation analysis, it is possible to set priorities in the selection of goods, suppliers and consumers and allocate resources for the development of effective vectors of wholesale activity.

The introduction of modern management technologies based on logistics, marketing, and controlling into the practice of trade management will significantly rationalize the management of goods flows, ensure uninterrupted supply of goods to consumers, and at the same time help stabilize and strengthen the financial position of wholesale organizations.

2. Analysis of the logistics system of the enterprise LLC "Optovik"

2.1 Activities of the company "Optovik" LLC

LLC "Optovik" is an Elabuga chain of food hypermarkets Essen (“Essen”), founded by entrepreneurs Leonid Anatolyevich Baryshev and Vadim Evgenievich Makheev.

Leonid Baryshev brought the idea of the store from Spain when he visited the Carrefour hypermarket during his vacation. Having studied the experience of others and resolved all organizational issues, the partners began creating a network. On May 15, 2003, the first hypermarket called “100 Best Products” was opened in Yelabuga. Later, it was decided to open new stores in other cities of the republic, offering customers high quality goods at an affordable price.

But not only this approach is important for the company’s management; comfort and convenience are also given great importance. Newly opened stores are equipped with improved shelving and refrigeration equipment, modern cash registers, ventilation and lighting systems. The second store was opened a year later in Almetyevsk, under the same name. Before the opening of the next shopping center in Naberezhnye Chelny, the hypermarkets were renamed ESSEN. (Essen means food from German). The hypermarket in Naberezhnye Chelny was opened in 2005. This year was a breakthrough year for the company - 4 hypermarkets were opened in 4 cities of the Republic of Tatarstan. Due to the rapid expansion of the network, the management of Essen decided to invite specialists who trained in the Spanish network Carrefour. With their help, in 2006, a shopping center was built in Nizhnekamsk, at that time the largest store in the Essen chain.

System of interaction between production and purchasing logistics. Goals, objectives and functions of purchasing logistics

Where to find and how to choose a supplier for your business

Providing procurement logistics services

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This diploma project is aimed at studying the problems of purchasing logistics at wholesale trade enterprises.

The object of the study is the wholesale trade enterprise Optovik LLC.

The subject of the study is purchasing logistics at a wholesale trade enterprise.

The goal of the diploma project is to determine the essence and content of purchasing logistics at a wholesale trade enterprise.

Based on the goal, the following tasks were solved:

– study the procurement planning methods used at the enterprise;

– analyze the effectiveness of existing inventory management practices at the enterprise;

Table 1.2 Components of economic efficiency of the logistics system in wholesale trade

2. Analysis of the logistics system of the enterprise LLC "Optovik"

2.1 Activities of the company "Optovik" LLC

LLC "Optovik" is an Elabuga chain of food hypermarkets Essen (“Essen”), founded by entrepreneurs Leonid Anatolyevich Baryshev and Vadim Evgenievich Makheev.

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