Topic 3. INFORMATION LOGISTICS

Getting Started: Improving the Hospital Logistics System The first kaizen project at OHC, called the Hospital Logistics System (HLS) (Figure 8), was the hospital logistics system. Its goal was to increase

Introduction. 3

1. Brief description of EKZ Podrezkovo LLC. 4

1.1. General structure of the enterprise. 4

1.2. Characteristics of the input material flow in EKZ Podrezkovo LLC. 4

2. Theoretical foundations of supply logistics. 9

2.2 Place of supply logistics in the logistics system 14

3.1. Documents on supply and marketing operations of EKZ Podrezkovo LLC. 15

3.2 Determination of the leading nomenclature positions in the material flow using the ABC method on the example of EKZ Podrezkovo LLC. 17

3.3. Methodology for assessing the choice of suppliers for certain types of stocks on the example of OOO EKZ Podrezkovo. 21

3.4. Negotiation technology when choosing a supplier on the example of EKZ Podrezkovo LLC. 24

Conclusion. 26

List of used literature: 27

Introduction.

A manufacturing enterprise, regardless of the form of ownership, specialization and type of production, in the course of its activities consistently and constantly solves the tasks associated with the performance of its main functions:

1) buys the means of production - the supply function;

2) produces their qualitative change - production function;

3) sells goods - a sales function.

The permanent implementation of these three functions, their interconnection and interaction are subordinated to the implementation of a single goal of management and form the enterprise as an independent subject of the economy. The ideas of integration of supply, production and distribution systems, in which the functions of supply, production, storage and distribution would be carried out in the form of a single organizational and technological process, gradually transformed into an independent direction of scientific research and a form of economic activity - logistics.

The purpose of this work is to consider logistics systems in enterprise management, as well as the development of organizational and methodological documents for the supply process.

This work sets a number of tasks:

Give a description of the enterprise in question;

To reveal the supply system at the enterprise, its importance;

Establish goals, objectives and main provisions of logistics, taking into account the peculiarities of the sphere of operation of the enterprise;

Determine the leading nomenclatures of the position in the material flow using the ABC method;

Consider the development of organizational and methodological documents of the supply process.

The subject of the study is EKZ Podrezkovo LLC.

1. Brief description of EKZ Podrezkovo LLC.

1.1. General structure of the enterprise.

The enterprise OOO EKZ Podrezkovo is a limited liability company.

Kind of activity: retail.

Type of ownership: private.

Focus of activities: retail sale of ceramic tiles.

EKZ Podrezkovo LLC is a limited liability company.

The activity of the enterprise is managed by the General Director. He decides on the activities of the enterprise, acts on its behalf, has the right of first signature, manages the property of the enterprise, hires and dismisses employees.

The General Director bears material and administrative responsibility for the accuracy of the accounting and statistical reports.

In accordance with the market production orientation of the company, the General Director appoints a commercial director who deals with sales, marketing and advertising of products. The mission of the company is to meet the needs of construction companies and the population in tiled materials for finishing and facing fireplaces, saunas, bathrooms, swimming pools, fountains, etc.

1.2. Characteristics of the input material flow in EKZ Podrezkovo LLC.

EKZ Podrezkovo LLC is a small company selling ceramic tiles for fireplaces. The main area of ​​application is the improvement of residential and office premises.

The tile ceramic differs in high quality, durability, reliability in operation, it is made from environmentally friendly raw materials. The range of purchased inventory items is diverse, divided into classes. Class A accounts for 10-20% of nomenclature positions, and about 80% in terms of value. For class B - about 30-40% of nomenclature items, and 15% for cost. For class C - about 40-60% of nomenclature items, and 5% for cost. With the help of a special program, the analyst, having made calculations, can indicate the parameters of the study, based on this, the boundaries of the classification will be established and will be divided into 3 classes - ABC.

Table 1.

Nomenclature positions in the material flow according to the ABC method.

2. Theoretical foundations of supply logistics.

No enterprise, whether manufacturing, trading or related to the service sector, is self-sufficient. All organizations, to varying degrees, depend on the raw materials, materials and services that other organizations provide them with (for example, premises, heat, light, communications, office equipment, etc.). Purchasing and supply is one of the main functions in every organization. 1

Supply logistics at enterprises mainly operates on 2 of its components:

1. Supplier management.

In this case, purchases can be classified according to such criteria as:

Type of need (materials, raw materials, components);

Mode of transport (road, air, railway, pipeline, water transport)

Purchasing purpose (for production process, for sales, for inventory replacement)

Frequency of consumption (permanent, periodic, one-time, exclusive)

According to the Pareto principle - the ABC method.

The terms "purchase" and "supply" are almost interchangeable. In general terms, the term "purchase" describes the process of buying: the recognition of a need, the search and selection of a supplier, price negotiations, as well as other conditions, such as those associated with the delivery of goods. In other words, when using the concept of "purchase" mean the actual purchase. The term "supply" has a broader meaning. It may include various types of acquisitions, as well as related operations (activities): selection of suppliers, negotiation, negotiation of conditions, forwarding, monitoring of supplier performance, material handling, transportation, warehousing and acceptance of goods received from suppliers).

As a rule, the supply does not independently deal with the movement of materials, but organizes it. It informs suppliers about the need to supply certain materials, exchanges ownership of materials, i.e., is primarily associated with the processing of information 2 .

Purchasing Logistics Tasks

In general terms, the purpose of supply is to guarantee the company a reliable supply of materials. Based on this, the supply tasks are as follows:

Creation of a reliable and uninterrupted material flow to the company;

Close interaction with departments using these materials, studying their requests;

Finding suitable suppliers, working closely with them and forming profitable relationships;

Purchasing the necessary materials of acceptable quality, and the right quantity, and guaranteeing their delivery at the right time and place;

Ensuring acceptable prices and delivery conditions;

Conducting a suitable policy of reserves and investments in them;

Move materials quickly through supply chains, forward deliveries when needed, monitor current conditions, including price changes, stockouts, new products, etc.

The main purpose of procurement logistics is the profitable acquisition of goods (raw materials or material) in order to meet demand with maximum efficiency.

Due to the predominance of supply over demand, successful procurement activities are associated with the availability of complete and accurate information about the market in which purchases are made, which implies the constant collection and analysis of information about it. This will make it possible to assess the market capacity, analyze prices, quality and terms of possible deliveries, while being guided by the requests of potential consumers.

Basic requirements for the procurement process.

There are a number of requirements for the procurement process, the implementation of which will allow the enterprise to carry out its activities more efficiently:

Achieve strict purchase deadlines.

Accurately carry out the quantitative volume of purchases.

Comply with the requirements for the quality of purchased goods, while being guided by the trading strategy of the enterprise and taking into account the contingent of customers served, the price level, and the prestige of this enterprise.

The economic efficiency of the procurement process depends on the acquisition of goods of the required quality at the lowest prices and the possibility of delivering it in the shortest possible time with minimal transport costs.

Procurement milestones

In general, the list of procedures is as follows:

1. Needs analysis. The procurement process begins with the determination of the material resource requirements of the relevant departments of the company. In the event of a change in the range of manufactured products, the range of required material resources should be revised.

2. Defining and evaluating the requirements for purchased material resources. After determining intra-company consumers and the nomenclature of material resources, requirements for weight, dimensions, supply parameters, as well as other specifications for each item of purchased material resources should be established. The service level requirements of the provider must also be defined.

3. "Produce or buy." Before identifying possible suppliers, it is necessary to answer the question: is it not more profitable for the company itself to produce the necessary material resources.

4. Research of the procurement market. Procurement market research begins by identifying all possible suppliers for immediate markets, substitute markets, and new markets. This is followed by a preliminary assessment of all possible sources of purchased material resources, as well as an analysis of the risks associated with entering these markets.

5. Selection of suppliers. The collection of information about suppliers, the creation of a database of suppliers, the search for the best supplier, as well as the evaluation of the results of work with previously selected suppliers. For the final selection of the supplier, a multi-criteria assessment is used.

6. Purchasing. The procurement procedure includes the execution of contractual relations, the transfer of ownership of material resources, payment, and the organization of transportation of material resources.

7. Supply control. The effectiveness of supply management is assessed as a result of monitoring the fulfillment of the terms of contracts in terms of terms, prices, quantity, quality and other parameters of supplies and services.

8. Preparation of the procurement budget. Conducting relevant economic calculations to identify the exact costs of procedures and operations.

9. Coordination and interconnection of the supply function with other divisions of the company, as well as the establishment of close ties with suppliers, which ensures that the company is included in a single macrologistic system.

Models of organization of supply logistics in the enterprise.

At present, two fundamentally different models of supply organization can be observed in Russian companies.

1 option: Supply tasks are performed by various functional units. For example, the list and quantity of material resources are determined by the production directorate, and the tasks of choosing a supplier, concluding contracts and organizing delivery are solved by procurement service specialists. As a result, the supply management function is divided between company departments and its effective implementation is difficult.

Option 2: involves the concentration of all procedures for supplying the company with material resources in the competence of one unit. This structure allows you to more effectively organize the promotion of material flow from suppliers, as well as manage the supply process.

2.2 Place of supply logistics in the logistics system

Supply logistics is the first logistics subsystem, the main purpose of which is the management of material flows and services in the process of providing the organization with material resources and services.

In general terms, the purpose of procurement is to ensure that the organization has a reliable supply of materials of the right quality, the right amount, at the right time, from a qualified supplier, with a high level of service and at an affordable price 3 .

Based on this, we can formulate the main tasks of supply logistics:

establishing a reliable and continuous material flow to ensure the smooth functioning of the organization.

maintenance of stocks of material resources in the warehouse at the normative level;

finding competent suppliers, working closely with them and forming profitable relationships.

support and improvement of the quality of purchased materials implies that the production of products or the provision of services must be carried out with a certain level of quality, otherwise the final product or > service will not meet the accepted requirements and will not be able to ensure the competitiveness of goods and services;

agreement on the lowest total cost while maintaining the proper level of quality, quantity, terms of delivery and service; Supply logistics object - the flow of material resources and services circulating in the supply functional cycle.

3. Development of organizational and methodological documents of the supply process.

3.1. Documents on supply and marketing operations of EKZ Podrezkovo LLC.

Important in the activities of organizations is the documentation of logistics and sales.

Its peculiarity lies in the fact that a large number of this group is simultaneously an integral part of other documentation systems. Well-delivered documentation of supply and sales contributes to the implementation of the commercial activities of the organization, strengthening the economic calculation.

One of the main documents for the supply of LLC "EKZ Podrezkovo" is a business contract. The contract can be concluded between organizations, individuals. The most common contracts are contracts of sale, delivery, transportation, storage, etc. The conclusion of a specific contract (commercial contract) usually begins with a proposal to conclude it - sending a draft contract.

The draft agreement contains the main terms of the proposed transaction. Acceptance of the proposal by the other party is considered acceptance.

Having considered the draft contract, the organization signs it. One copy of the contract is returned to the party that made it.

Commercial contracts include the following details:

Title of the document;

the place and date of conclusion of the contract;

the names of the parties that have concluded the contract, positions, surnames, first names, patronymics of the persons signing the contract, and an indication of their powers;

the subject of the contract (more precisely, the name, quantity and range of products to be delivered);

characteristics of quality and completeness of products;

indication of the price of products and the procedure for settlements;

terms and order of delivery of products;

additional conditions to the contract, if any;

an indication of property liability for failure to fulfill obligations by one or the other party;

A specification describing the products to be delivered is attached to the supply agreement.

Most of the cargo is transported by road transport.

When the cargo arrives at its destination, the consignee is obliged to inspect it. Upon detection of violations (cargo without documents, document without cargo, shortage, damage to the cargo), the consignee is obliged to demand the preparation of a commercial act. If the representatives of the road refuse to draw up a commercial act, the consignee draws up this document in the presence of an independent party. Commercial acts are drawn up on forms of the established form.

If one of the parties (counterparties) does not fulfill contractual obligations, claim letters are drawn up. Claim letters perform the function of settling disputes between the parties on a voluntary basis, therefore, the preparation of claims is a mandatory step before sending a claim to arbitration.

Claim letters are drawn up in accordance with the uniform requirements for these documents.

In addition to the general details of the letter, the claim must contain:

the circumstances that are the basis for drawing up a claim;

the applicant's requirements;

the amount of the claim and its calculation;

bank details of the applicant;

list of documents to be submitted.

3.2 Determination of the leading nomenclature positions in the material flow using the ABC method on the example of EKZ Podrezkovo LLC.

table 2

Determination of the leading nomenclature positions according to the ABC method, on the example of EKZ Podrezkovo LLC

According to Table. 2 shows that products of group A for 10 items out of 50 account for 20% of the quantity, and in terms of the cost of the volume of purchases, they accounted for more than 80%; products of group B are intermediate between A and C. Therefore, when purchasing, most attention is paid to products of group A as the most expensive. However, due to the specifics of individual types of products, the attitude towards each group should be the same.

The ABC method is an analysis that determines the degree of distribution of specific characteristics between the individual elements of a set. From the point of view of supply, the quantitative and cost structure of the purchased raw materials and materials is analyzed.

3.3. Methodology for assessing the choice of suppliers for certain types of stocks on the example of OOO EKZ Podrezkovo.

There are about 10 suppliers in EKZ Podrezkovo LLC. All of them have different terms of delivery, delivery times, terms of payment. Therefore, the company has developed a supplier evaluation system from various angles.

When evaluating a potential supplier, it is necessary to answer the following questions: is this supplier able to meet the needs of the customer in the short and long term, and are there any arguments that this supplier will be able to meet the needs of the customer in the short and long term.

An assessment of the financial side of the supplier is important. Among other indicators, its credit rating, capital structure, profitability, working capital, inventory status, liquidity ratio, return on investment, etc. are checked. All these indicators characterize the financial stability and competitiveness of the supplier's products.

Let's give an example of choosing a supplier for some stock items of class A.

1. Sorolla Cristal floor tile - currently it is possible to purchase it from 2 suppliers. But we need the most optimal supplier that meets all our requirements.

Table 3

Evaluation of the supplier LLC "Bauservice"

Table 4

Supplier evaluation - Artmaximum company

It can be seen from the analysis that the optimal supplier is "Artmaximum" - its coefficient is 4.7 against 4.5 of the supplier "Bauservice". Similarly, the supply department selects a supplier for all types of products.

3.4. Negotiation technology when choosing a supplier on the example of EKZ Podrezkovo LLC.

Ability to negotiate with vendors

play a key role in achieving success and building strong business relations. 4

The principle of this company is the formation of relations not on the basis of an empty exchange of pleasantries,

confrontation or "no bidding: either you deliver or you don't" position. They are built on trust. From the approach to doing business determines the degree of trust between negotiators.

The basis of the negotiation process is taking into account the interests and goals of both parties,

rather than just confirming the original positions, that is, a "Win"-"Win" type approach. This approach is called "negotiations based on the goals of both parties" and aims to achieve mutually acceptable solutions. Such a negotiation process becomes a tool with which to build strong relationships, no matter how a particular deal ends.

This approach to negotiating with retailers is the only way to build long-term mutually beneficial relationships. Despite this, some participants in the negotiation process may have the exact opposite attitude, which, of course, complicates the search for consensus.

Conclusion.

A comprehensive analysis of the logistics activities of goods, both in a theoretical aspect and at the analyzed enterprise OOO EKZ Podrezkovo, allows us to draw the following conclusions.

In the conditions of market transformations, logistical approaches are widely used. The main part of the supply chain infrastructure is warehousing.

One of the main issues of the organizational structure of management by function and product principle is to determine the need for material resources. To determine material
resources, various methods are used.

The main advantage of commercial logistics is that the use of the logistics method in supply allows you to minimize transport costs while streamlining the supply process.

Of particular interest are the methods of planning in supply and logistics: models for determining the batch of product deliveries, minimizing the cost of maintaining stocks.

When choosing a supplier when organizing the procurement of material resources, one should follow the basic principles, which is a guarantee of the reliability and efficiency of organizing the process of supplying material resources. At the same time, it is necessary to take into account the specification of supply logistics, taking into account the type of activity of the organization, i.e. the selection of requirements and parameters that will fully satisfy the organization and contribute to its growth.

Bibliography:

A.M. Gadzhinsky "Logistics": - M .: Dashkov and K, 2010. - 298s.

Volgin V.V. “Logistic traps and solutions in contracts. Entrepreneur's Handbook", 2nd ed. M.: Egos, 2010.-312s.

Magazine "Loginfo" 09.09 (29), 48 p.

Journal "Enterprise Logistics Strategy: Development and Implementation". .: Nika-Center, 2008. - 57p.

I.D. Afanasenko Supply logistics. Peter - 2010, 121s.

Sorokina E.M. Analysis of enterprise cash flows: theory and practice in the context of reforming the Russian economy. M.: Finance and statistics. 2008 156s.

1 I.D. Afanasenko Supply logistics. Peter - 2010, -67p.

2 Journal "Enterprise Logistics Strategy: Development and Implementation". .: Nika-Center, 2008. -45s.

3 I.D. Afanasenko Supply logistics. Peter - 2010, -34s

4 Volgin V.V. “Logistic traps and solutions in contracts. Entrepreneur's Handbook", 2nd ed. M.: Egos, 2010.-31s.

Lecture questions 1. 2. 3. 4. 5. 6. 7. 8. 9. The role and place of supply and procurement logistics in the logistics system of an industrial enterprise enterprise Competitive methods of commercial procurement Cooperation with suppliers Organization of supply of enterprise departments MTR Legal basis for procurement 2

No enterprise is self-sufficient All organizations depend to varying degrees on raw materials, materials and services provided by other organizations (for example, premises, heat, light, communications, office equipment, etc.). Purchasing and supply is one of the main functions in every organization. 4

The relationship between the terms "purchase" and "supply" Supply is an activity aimed at providing the enterprise with the material resources necessary to carry out the production program in the planned period with minimal costs control and regulation of these processes for the purpose of further processing, resale or consumption of these resources.

The relationship between the terms "purchase" and "supply" In a general sense, the term "purchase" describes the process of buying: awareness of the need, search and selection of a supplier, price negotiations, other conditions, such as those associated with the delivery of goods. In other words, when using the concept of "purchase" mean the actual purchase. 6

The relationship between the terms "purchase" and "supply" The term "supply" has a broader meaning. It may include various types of acquisitions (purchasing, leasing, contract fulfillment, etc.), as well as related operations (activities): selection of suppliers, negotiation, negotiation of conditions, forwarding, monitoring of supplier performance, material handling, transportation, storage, acceptance of goods received from suppliers). 7

Supply logistics is a system for organizing and managing material and related flows in the logistics chain (network), designed to reliably, efficiently and comprehensively meet internal production needs for material and technical resources at the right time, in the right form and at a competitive price. 8

The purpose of supply logistics is to ensure the reliable supply of material resources of the required volume and quality at the right time and at a competitive price. More specifically, the goals of supply logistics for a manufacturing enterprise are to purchase goods at the best price; maintain a high inventory turnover; guarantee the delivery of goods to the enterprise; purchase goods of the best quality; interact with reliable suppliers; get the maximum benefit when making transactions (for example, due to discounts); maintain partnerships with participants in the supply chain; reduce the share of expenses for the purchase of material resources in the total logistics costs; rationalize transaction costs. 10

There are three interrelated sets of supply logistics tasks that ensure the implementation of its goals - tasks that relate to business processes in the market (they are aimed at establishing rational economic relations with suppliers of material resources); tasks related to the business process of production (determining the need for material resources, rationing of material resources, resource saving, etc.); tasks related to the process of interaction with environment(analysis of technical and technological factors characterizing the general level of development of the market, individual industries and infrastructure; the level of development of transport, cargo handling, information and telecommunication technologies, etc.). eleven

The main tasks of supply logistics in the field of regulating the proportions of commodity circulation are economic, organizational and legal regulation of the supply chain in the functional cycle "supply - production"; the formation of economic relations between the participants in the exchange in material and technical supply; organization of the movement of products from the manufacturer to the consumer (through direct channels or through storage areas); formation and regulation of inventories; organization and development of warehousing as the material base of logistics. 12

Supply logistics must answer the questions of what to buy; how much to buy; from whom to buy; under what conditions to buy. how to systematically link purchases with production and sales; how to systematically link the activities of the enterprise with suppliers. 13

Supply is an important function of logistics for two main reasons: 1) The efficiency of the production process (no defects, failures, downtime, low cost), the quality of the GP and, ultimately, the quality of customer service depend on the price and quality of MPs, the timeliness of their deliveries; 2) Procurement accounts for a significant share of the total costs of the enterprise (about 60% on average), so even small improvements in this area can bring significant benefits. 16

The subject of supply is the material and technical resources (MTR) necessary to ensure the production process of the enterprise. The subjects of supply are, on the one hand, the consumer (usually manufacturing enterprise), on the other hand, suppliers of material and technical resources (production and intermediary structures). Supply objects are consumers of material and technical resources.

The concept of "material resources" Material resources are different kinds raw materials, materials, fuel, energy, components and semi-finished products that an economic entity purchases for use in economic activities in order to produce products, provide services and perform work. This is part of the company's working capital. Rice. 2. The process of circulation of working capital

Raw materials are objects of labor that have not yet undergone industrial processing (ore, oil, wood, grain, etc.). Materials are objects of labor that have undergone industrial processing. They are divided into main and auxiliary. The main materials are the objects of labor that serve as the material basis of the products. Auxiliary materials are objects of labor that contribute to the implementation of the production process (lubricating oils, varnishes, etc.). Semi-finished products - objects of labor that have undergone industrial processing and require its continuation. Completing objects of labor, which are wholly included in the finished product during its assembly and installation (parts, bearings, engines, etc.). Fuel and energy various types of fuel, electrical and thermal energy

Procurement functions are classified by nature as proper commercial and technological, and by role as main and auxiliary.

Planning the study of internal and external environment enterprises and the market of material resources; forecasting and determination of the enterprise's need for material resources in the planning period; planning of optimal economic relations with suppliers; optimization of production stocks; planning needs and setting limits from the release of materials to workshops; supply chain management. 24

Organization of the collection of information about the required products, participation in fairs, exhibitions, auctions, tenders, etc.; analysis of all sources of meeting the needs of the enterprise in resources and the choice of the most optimal; selection of suppliers and conclusion of contracts with them for the supply of material resources; conclusion of contracts with transport organizations and delivery of material resources to the enterprise; formation of orders; organization of the delivery of resources to the enterprise; organization of warehouse facilities for storage of material resources; provision of workshops, sites and workplaces with the material resources necessary for the implementation of the production program. 25

Control over the fulfillment of contractual obligations of suppliers and transport organizations; for the expenditure of material resources at the enterprise; incoming control over the quality and completeness of incoming material resources; inventory control; making claims to suppliers and transport organizations: analysis of the work of the supply service and development of measures to improve its efficiency. 26

The task of MOU "make or buy" in supply logistics is the adoption of one of two alternative solutions: Ø Organize own production of components, raw materials and materials. Ø Purchase commodity resources from an intermediary. 28

Conditions for the profitability of external purchases or own production Profitability Factors of external purchases of own production Demand is small, stable and large enough Required capacities are not present Required personnel are not present Suppliers of initial MR for the production of components are available (range, quality, prices, etc.) are not available Transportation tariffs are low In addition qualitative analysis of these factors, it is necessary to compare the costs of purchasing and own production.

Forms of supply: Warehouse - delivery of products is carried out through intermediate and distribution warehouse complexes and terminals; Transit (direct deliveries) - delivery of products directly to the consumer from manufacturers. At the same time, direct economic relations are established between the consumer enterprise and the enterprise manufacturer of the material resource 30

The transit form of supply will be profitable for the supplier and the consumer under the following conditions, the quantity of products sold is large enough to recoup the costs of direct marketing; there are few consumers and they are located in a relatively small area; products require highly specialized service; the volume of each delivered batch is sufficient to fill one cargo unit (wagon, container); the buyer has a network of warehouses and utility rooms; there is a rapid price fluctuation that requires immediate agreement with the buyer 33

Supply infrastructure for the warehouse, transport, procurement departments. Separate enterprises may also have divisions for the processing of production and packaging waste. 34

Forms of organization of supply management There are two main ones: centralized, decentralized. Advantages of decentralized procurement: the user knows the needs of the department better than anyone else; the ability to more quickly meet the need for material resources. Disadvantages of decentralized procurement: when solving operational issues, employees may not notice changes in the planning of the organization as a whole; insufficient professionalism of employees and problems in identifying supply opportunities; no unit can be large enough to carry out functional analysis in areas such as customs, transport services, warehousing, stock management, purchasing analysis, etc. 35

The supply plan is a set of planning and settlement documents that substantiate the needs of the enterprise for material resources, fuel and energy and means of production (equipment) in the planning period and determine the sources of its satisfaction. The initial base is the strategic plan for the development of the enterprise, the achieved indicators of resource consumption of the year preceding the planned one. Compiled for a year, quarters, months, in physical and value terms. 38

It is advisable to distinguish three levels of determining the need for material resources: 1st level - determination of the prospective need based on the strategic plan for the development of the enterprise; 2nd level - determination of the need for the year for the entire range of consumed material resources at the enterprise; 3rd level - operational determination of the need for material resources in a specialized nomenclature for a quarter, month, day to organize the purchase and delivery of materials to the enterprise.

There are two forms of a supply plan - a purchase plan in an enlarged nomenclature, which allows you to determine the total need for material resources; plan in the specified nomenclature (by types, grades, standard sizes of materials). It serves to establish relationships and conclude contracts with suppliers. 40

The initial data for the development of the MTS plan are: the planned volume of output in the assortment and nomenclature - information on the conjuncture of the goods market; - progressive consumption rates of material resources; - analysis of the consumption of material resources in the reporting period; - change in the balance of work in progress at the beginning and end of the planning period; - technical and organizational development, technical re-equipment and reconstruction of the enterprise, capital construction. The MTS plan is the basis for concluding contracts with suppliers of relevant material resources.

The concept of the consumption rate The consumption rate of materials consists, as a rule, of three parts: the useful content of materials in the finished product, the waste generated during the production process, and the losses associated with the storage and transportation of materials. The specific gravity of each characterizes the structure of the norm. these parts

In the most general form, the composition of the consumption rate of basic materials can be expressed by the following formula: H = Pm + Otech-Oisp, (3) where H is the material consumption rate per unit of output; Pm - useful content of the material in the finished product; Otech - technological waste; Oisp - used part of technological waste.

Indicators of the MTS plan 1. For production (for the production program). 2. To change work in progress. Can be positive (+) or negative (). 3. For maintenance and operational needs (REW). 4. On capital construction on their own. 5. On R&D. 6. For other needs. The total need for material resources (OPM) is defined as the sum of all types of needs. 44

MTS planning stages 1. Preparatory. 2. Determining the needs of the enterprise in material resources 3. Determining the sources of covering the needs of the enterprise in material resources 4. Development of the MTS balance. 45

1. Preparatory stage Initial data are generated for drawing up a procurement plan, including an analysis of the actual consumption of resources for the past period, resource consumption rates are adjusted, stock balances are determined, and resource stock rates are adjusted. 46

3. Determining the sources of covering the needs of the enterprise in material resources The sources of covering the needs include: expected balances of resource reserves at the beginning of the planning period; mobilization of internal reserves of the enterprise; purchases of material resources. 47

The expected balances of stocks of material resources are determined by the formula: OSn = OSf + POS RAS, where OSn is the expected balances of stocks at the beginning of the planning period; OSf actual balances at the time of the plan being drawn up; PIC expected receipt of materials before the start of the planning period; PAC is the expected expenditure of resources before the start of the planning period. Data on actual balances are taken from the warehouse system or accounting material resources owls. Expected receipts are determined by contracts to be fulfilled. The expected expenditure of resources is determined by the direct counting method. 48

The mobilization of internal reserves includes: saving material resources, the use of excess stocks, secondary material resources, etc. The volume of purchases (ZAK) of materials is determined based on: the total need for materials (OPM); balances at the beginning of the planning period (DOS); balances at the end of the planning period (OSc); mobilization of internal reserves (IRB): ZAK = OPM + OSk OSn MOB. 49

Development of the MTS balance The expenditure and resource part of the balance is determined. The expenditure part of the balance sheet includes all the needs of the enterprise for material resources. The resource part includes the sources of covering the needs of the enterprise in material resources. Consider internal and external sources of coverage of needs. 50

External sources are the receipt of materials from suppliers in accordance with the concluded contracts. Internal sources: reduction of waste of raw materials and materials, reduction of marriage, use of secondary raw materials, own production materials and semi-finished products, saving material resources as a result of the introduction of the achievements of scientific and technological progress. 51

Balance structure period 4. On the formation of a backlog of work in progress 4. Mobilization of internal resources. Internal resource mobilization involves the maximum use of own production waste, the recycling of material resources, the introduction of less scarce materials and cost-effective substitutes into production, the maximum use of excess stocks of materials 5. On the formation of carry-over stocks

The MTS balance for each type of materials has the form: OPM + OSk \u003d ZAK + OSn + MOB, where OPM is the total need for materials; MOB mobilization of internal reserves. The left side is the expenditure side of the balance sheet, the right side is the resource side of the balance sheet. 53

The need for consumption sets the amount of materials that the company needs to complete all the tasks assigned to it. The need for delivery shows how much the company must receive materials from external sources. Depending on the accounting of available stocks, gross and net requirements for materials are distinguished. Gross requirement is the need for the planning period, which includes materials necessary for the production of products, repair and maintenance of equipment, production of samples and experiments, safety stock. Net requirement is the need for materials for the planning period minus the available stocks in the warehouses of the enterprise and on the way.

Classification of methods for determining the need for material resources. Methods for determining the need Deterministic calculation methods Analytical method Stochastic methods Synthetic method Approximation of average values ​​Evaluation by analogs Exponential smoothing method Subjective evaluation Evaluation by intuition Regression analysis

Characteristics of the methods Analytical method - the calculation is carried out from the specification of equipment, product, total need for hierarchy levels from top to bottom. Synthetic method - the calculation is carried out for each group of MTR at separate levels of the hierarchy. Approximation of average values ​​- used in conditions where the needs for MR fluctuate over time intervals with a stable average value. Regression analysis is an extrapolation to the future period of known trends in MP consumption.

Characteristics of the methods (Continued) Exponential smoothing method - forecasting the process of changing the need for MR is based on the equations of a series of dynamics, the weights of which decrease as the given level moves away from the forecast moment: A constant smoothing coefficient “a” is introduced into the calculation; The value of “a” is chosen so as to reduce the forecast error to “min”; Forecast equation where y0 is a value characterizing some initial conditions

Stochastic method for determining the need for resources determining the development of the future based on indicators of the past period. This leads to inevitable errors, so forecasting calculations should be used as a basis for determining the need for material resources and supplemented by empirical estimates arising from observations of the state of sales and procurement markets, as well as the knowledge and experience of specialists. The order of calculations when determining the need for material resources by stochastic methods is given below. Step 1. Determining the type of consumption model - constant, proportional increase or decrease, seasonal.

Step 2. Choice of methods for stochastic determination of demand, approximation of average values, exponential smoothing, etc. Assessment of the adequacy of the model used. Step 3. Determining the forecast values ​​of the need for material resources.

Deterministic method for determining the need for resources Determining the need for material resources based on data on the planned output of products or on the physical volume of work and consumption rates of material resources. The calculation of the need for material resources for the production of products with a deterministic approach is based, as a rule, on the direct counting method. The direct counting method is used to determine the need for raw materials, basic materials, purchased semi-finished products (including components), auxiliary materials, fuel and energy. The method is based on the use of indicators of production volumes (work performed) and the consumption rates of material resources per unit of output (work). Varieties of the direct counting method are itemized and itemized methods, methods for determining needs based on analogues or typical representatives.

The itemized method is based on the use of itemized design norms for the consumption of material resources for the production of products: (4) where P is the total need for material; Ni - consumption rate per product; Pi - the program for the production of this product in the planned period, n - the number of types of products in the production of which this material is consumed.

The detailed method is based on the use of detailed calculated rates of consumption of material resources for the production of products: (5) where Hd - consumption rate per detail; Pd - the program for the production of a part in the planned period; n - the number of types of parts that are made from this material.

The analogy method provides for the use, with a certain correction, of known norms for the consumption of material resources for the production of similar products (in the absence of calculated norms for the desired type of material resources): P - the program for the production of this product; K is a coefficient that takes into account the specifics of material consumption in the production of this product in comparison with its analogue. Approximately, the coefficient is set as the ratio of the weight of a given product to the weight of the base product.

The calculation method for typical representatives provides for the use of consumption rates for the manufacture of a typical representative of the products. This method is used in conditions of a wide range of products of the same type planned for production: (7) where Нtype is the rate of consumption of materials for the manufacture of a typical representative; Ptot - the general program for the production of products of this group.

In a number of industries, products are made from several varieties of raw materials and materials according to developed recipes, which indicate the weight of each component in the total amount of raw materials. The development of recipes allows you to receive products with predetermined technical specifications and certain quality. Recipes are developed in ferrous and non-ferrous metallurgy in the manufacture of castings of ferrous and non-ferrous metals, in industry building materials, Food Industry. Calculation of the need for recipes involves determining the required amount of all materials for the planned output of products (taking into account waste and losses) with the subsequent determination of the need for each material by its specific gravity: (8) where Рot - the need for finished products; B - draft weight of one part of the product; P - program for the production of parts to fulfill the implementation plan; n - the number of items of products made from a mixture of one recipe;

(9) where Rom - the total amount of materials that should be released into production, taking into account losses in the technological process; Cob integral coefficient output of finished products, taking into account losses at all stages of the technological process; (10) where Rm - the need for each material; Kud - the specific gravity of each material in the total composition for the manufacture of the product according to the recipe.

In the chemical industry, formulas are used to calculate the need for raw materials and materials chemical reactions, molecular weights of materials and finished products, the content of pure substances in the starting material and the finished product, data on the loss of materials in the process. Based on the formulas of chemical and chemical reactions (11) where Mm is the molecular weight of the material (raw material); Mt is the molecular weight of the finished product; Km - content of pure substance in the finished product, %; Km - the content of pure substance in the source material,%; Kp - the total number of losses in the process of manufacturing finished products.

Method of dynamic coefficients ( statistical method) is based on the use of data on the actual consumption of material resources in the past period, taking into account changes in the plan (structure and volumes) of production by the enterprise, as well as resource consumption rates due to the use of new equipment and technology, improving the organization of production: (12) where Rf - actual consumption of materials for the past period; Ip - index of change in the production program; In - the index of changes in the consumption rates of materials in the planning period.

The need for materials to replenish work in progress is calculated taking into account the duration of the production cycle and the planned output: (14) where WIPpl is the volume of work in progress at the end of the planning period; NZPzh - the expected volume of work in progress at the beginning of the period (expected balance); Ni - the rate of consumption of material for the product (detail); n - the number of items (details).

If there is data on the number of individual parts and assemblies in work in progress, the need for materials for its change is determined according to detailed norms, and if the enterprise does not have such data, according to aggregated indicators of the consumption rates of this type of material resources per 1 thousand rubles. work in progress. In this case, the coefficient is used, by means of which the amount of work in progress is adjusted: (14) where NZPk, NZPn - the amount of work in progress at the end and beginning of the planning period; P - the program for the production of marketable products.

For the repair and maintenance needs of the enterprise, auxiliary materials, fuel and electricity are mainly used. For their calculation, an accounting unit is selected that best reflects the consumption of this material: - machine-hour (for the consumption of lubricants and cleaning materials); - man-shift (for the consumption of overalls, safety shoes); - unit of sold products (for the consumption of containers and packaging materials); - the volume of work of intra-production transport (for the consumption of fuel and lubricants, repair materials).

The need for lubricants for the planned period is calculated taking into account the specifics of their consumption: (15) where Pcm - the amount of lubricants required; H - consumption rate of lubricants for 1 machine-hour of operation of this equipment, kg; N - the number of operating pieces of equipment; T is the planned number of working days of the enterprise in a year; K - equipment shift factor; D - the duration of the work shift, h.

At engineering enterprises, the calculation is based on the consumption rates of materials per repair unit and the amount of repair work, expressed in units of repair complexity: (16) where is the coefficient that takes into account the consumption of materials for inspections and overhaul maintenance; Hk - consumption rates of materials per repair unit during the overhaul of equipment; R 1, R 2, R 3 the sum of the repair units of equipment subjected to capital, medium and small repairs, respectively; coefficient characterizing the ratio between the material consumption rate for medium and major repairs; - coefficient expressing the ratio between the material consumption rate for minor and major repairs.

The need for materials for the repair of buildings for the planning period in physical units is determined based on the share of material costs in the total cost of repair work and the structure of their consumption according to the following formula: (17) where Q is the volume of repair work, rub. ; Um - the share of material costs in repair work,%; Km - the share of this material in the total material costs,%; C - the planned price of a unit of material, rub. The choice of method for calculating the need for material resources is determined by the characteristics of the resources themselves, the conditions for their consumption and the availability of data necessary to perform the corresponding calculations.

The need for equipment the need to replace obsolete equipment; expansion of production volume; introduction of new technologies. The total need for equipment is determined based on: the scope of work in the planning period; norms of working hours of equipment per unit of production; general fund of working time. 77

The technology of conducting a business procurement process Development of a procurement plan is an integral part of planning the logistics of production. This plan is needed for the rational purchase of material resources so that production receives them as needed. To rationally purchase material resources means to acquire them of the right quality, in the right quantity, at the right time, from a reliable supplier and at an affordable price.

Procurement process stages supplier for the company sending a request to potential suppliers in accordance with the requisition for the material receiving offers from possible suppliers placing orders fulfilling payment obligations for the order monitoring compliance with the terms of the contract goods receipt posting of goods invoice control supplier management. 80

1. Market research (suppliers) of raw materials and materials regular collection and evaluation detailed information about the market; determination of market capacity: procurement optimization. The result of the study: a) price information; b) information on possible terms of deliveries; c) information on transportation costs; d) the optimal combination of costs; e) identification of specific suppliers. 81

When developing a supply strategy, it is advisable to compare the cost of own production with the supplier's price and present the results in the form of a table. Comparison of the cost of own production with the purchase price of consumed resources Name No. No. of material resources Supplier Price including delivery Cost of own production Absolute deviation

3. Drawing up and analysis of applications. Applications for the purchase of materials are prepared by the relevant employees of the functional divisions of the enterprise. Applications include information about what types and quantities of materials the enterprise needs, when they should be received and who made the application. Applications are drawn up in such a way that the quantities of materials expected to be received outstrip the actual requirements for them. 83

Analysis of applications During the analysis, answers to the following questions should be obtained. Can cheaper materials meet the needs of production? Are these needs justified? Is it possible to refuse them? Can other types of materials meet the identified needs? Is it possible to simplify the design of manufactured products? Is the supplier able to reduce the price of materials by participating with the consumer in the development of the product or by analyzing the received specifications? The supply service itself does not have the right to replace the materials specified in the applications. 84

Analysis of the price of purchased goods Types of price analysis: price analysis at all stages - from the appearance of the product to its delivery to the consumer (item-by-item calculation determine the net price, including procurement costs); analysis of the price calculated by the total cost of the work and services performed (here, the costs of control, storage and financing are additionally taken into account); price analysis based on the usefulness of the product (based on subjective evaluation criteria, it is determined how much a given product or service can cost in the market); 85

Analysis of the price of purchased goods Types of price analysis: price analysis in the time period (old and new commercial offers are compared, taking into account changes in the raw materials used, costs, market relations, etc.); price analysis by primary costs per unit of production: price analysis using moving prices (used mainly in the development of long-term contracts with spontaneous price changes); price analysis based on open data (exchange rates, exchange rates, customs statistics, etc.). 86

Analysis and minimization of transportation costs; distance of transportation; kind of transport; delivery speed; lotion cargo; the method of their packaging; overload methods in case of mixed messages. 87

4. Choosing a supplier for a company The choice of suppliers is a difficult and responsible task, since the rhythm of production largely depends on them, and ultimately the profitability and reputation of the company in front of its customers. The problem of choice is most acute for new firms or firms that change the range of products, activities or strategy. The newer the task facing the purchase, and the more complex and expensive the product, the more time it takes to find qualified suppliers. 88

- state of the art MTR market; - market structure and organization; - dynamics of change; - forecasts of market changes What you need to know: - costs - reliability - terms of payment - completeness of the range, etc. Evaluation criteria: Solutions: Selection of suppliers is the central task of procurement logistics Expanding the circle of suppliers Maintaining existing relationships and improving them Tenders (competitive bidding) Expert evaluations of the choice Written negotiations Optimization models of choice 89

Stages of supplier selection 1. Determination of requirements for suppliers (indicators of their evaluation) 2. Search for potential suppliers and information about them 3. Evaluation and analysis of potential suppliers 4. Making a decision about the supplier 90

Criteria for selecting suppliers Main quality of goods price reliability of delivery Additional remoteness of the supplier from the consumer; deadlines for the implementation of current and emergency orders; availability of spare capacities; organization of quality management at the supplier; the psychological climate of the supplier (opportunities for strikes); the ability to ensure the supply of spare parts during the entire service life of the supplied equipment; financial position of the supplier, its creditworthiness, etc. 91

Criteria groups used in the assessment of a potential supplier are technical, organizational, economic, and psychological. 92

Rules in the selection of information: 1) one should not be limited to one source of information, regardless of the volume and depth of information provided by it; 2) at least one of the sources used must be independent, i.e. not be interested in the possible consequences of using the information provided to them; 3) the final selection of the supplier is made by the decision maker. 98

Methods for evaluating suppliers Cost-coefficient Dominant characteristics Preference categories Rating evaluation of factors 99

Cost-Ratio Method This method is sometimes referred to as the "cost method" or the "mission method". The entire procurement process under study is divided into several possible options (missions) and all expenses and incomes are carefully calculated for each. As a result, data is obtained for comparison and selection of solutions (missions). For each supplier, all possible costs and incomes are calculated (taking into account logistical risks). 100

Dominant characteristics method The method consists in focusing on one selected parameter (criteria). This parameter can be: the lowest price, best quality, the delivery schedule that inspires the most confidence, etc. The advantage of this method is in simplicity, and the disadvantage is in ignoring other factors - selection criteria. 102

The method of preference categories for assessing a supplier, including the choice of how to evaluate it, depends on information flowing from many departments of the company. Engineering services give their assessment of the supplier's ability to produce high-tech products and can competently judge its quality. The control room reports on the delivery time of purchased material resources. Production departments - about the simplicity and convenience of using material resources in the production process. This method implies the availability of extensive and diverse information from many sources, which allows each factor to be considered on an equal basis with the others, while for the firm, it is possible that some factor is key, for example, the ease of use of products in the production process 103

Method of rating estimates The method of rating estimates can be considered the most common method for selecting a supplier. The main criteria for selecting a supplier are selected, then the procurement service employees or involved experts determine their significance by expert means. The rating value for each criterion is calculated by multiplying the specific weight of the criterion by its expert scoring (for example, by 10 points system) for this supplier. Next, the obtained rating values ​​are summarized for all criteria and the final rating for a particular supplier is obtained. 104

An example of a supplier's evaluation by the rating method Weight of the indicator Rating (on a 5-point scale) Product of the weight of the indicator by the evaluation Reliability of supply 80 4 320 Price 75 3 225 Quality of goods 70 5 350 Terms of payment 60 3 180 Possibility of unscheduled deliveries 50 5 250 Financial condition of the supplier 20 4 80 1405 Supplier evaluation indicator Total 105

Example of an indicator scale in points Supplier evaluation indicator 5 points 4 points 3 points 2 points 1 point more than uet average more than 10% 106

Guidelines for Selecting and Dealing with Suppliers 1. Carefully select the suppliers who are most interested in working with you and whose direction of development coincides with your own development. 2. Choose from among them one or two strategic partners. 3. Demand the maximum satisfaction of your needs. use all their strengths. 4. Don't switch suppliers if someone else has given you a better price. Negotiate prices with your suppliers if necessary - almost every one of them will be able to give you the desired foam, if it is at all achievable. 5. If a supplier is of great interest to you, it makes sense to meet him halfway in something important for him. 6. Change suppliers only in the event of an objective and understandable decrease in interest on their part and yours to work together. 107

5. Sending a request to potential suppliers in accordance with the request for material 1. Establishing or resuming correspondence with potential suppliers using the chosen means of communication (traditional mail, facsimile, e-mail, personal delivery by the customer's representative). 2. Preparation and execution of the request in accordance with the application for the material. The purchasing department prepares a request to the supplier for the supply of material, the required quantity and delivery time of which are indicated in the corresponding positions of the request form. A request prepared and properly executed is agreed with the head of the procurement department, and, if necessary, adjustments are made to it. 3. Sending a request for material. A prepared and properly executed material request is sent to potential suppliers using the selected communication medium. 4. Registration of sending requests to possible suppliers. Based on the records of sending the request (made when sending it) and information from the documents confirming its receipt, the necessary entries are made in the registration forms. 108

6. Receipt of proposals from potential suppliers Upon receipt of commercial proposals from potential suppliers, they are registered in the prescribed manner. Prices and terms of delivery of possible suppliers are fixed for each request. For registered offers, a comparative list of prices and terms of delivery can be drawn up. Based on a comparative list of prices and delivery terms for registered and agreed commercial offers from possible suppliers, the fact that they currently have or do not have long-term contractual relationships, as well as additional information about a possible supplier, the most suitable one is selected. If questions arise regarding commercial offers received from potential suppliers, the positions requiring clarification or additional information are agreed upon. 109

Methods for obtaining proposals from suppliers 1) competitive bidding; 2) written negotiations between suppliers and consumers Competitive bidding (tenders) is held if it is planned to purchase raw materials, materials and components for a large amount of money or it is planned to establish long-term relations between the supplier and the consumer. The winner of the competitive bidding is the participant who submitted the most advantageous tender proposal that meets the qualification requirements. 110

7. Placement of orders Order preparation. When preparing an order for a material, its positions must contain the identification number of the order, the date the order was sent, the identifier of the ordered material or group of materials, short description ordered material or group of materials, selected terms of delivery. Items are determined according to the material request and the selected offer. Checking for long-term contracts with the supplier. On this stage the existence of contracts for long-term cooperation with the selected suppliers is checked. In the absence of a previously concluded agreement or the expiration of its validity period, the procedure for concluding or extending is accordingly performed. Registration or extension of the contract with the supplier. At this stage, in the absence of an agreement with the supplier or the expiration of its validity, the procedure for its conclusion or extension is carried out.

7. Placement of orders. Making an order. The completed order is agreed upon and, in case of detection of inaccuracies, it is prepared and issued again. Sending an order to the selected supplier. Once prepared, processed and approved accordingly, the order is sent to the selected supplier via the preferred communication channel. Order dispatch registration. When sending the order to the supplier, a mark is made in the corresponding registration book. An order is documented through the conclusion of a contract between the supplier and the consumer of the material.

8. Fulfillment of obligations to pay for the order. Receipt of an invoice or invoice (when importing). In accordance with the sent order, an invoice (invoice) must be received from the supplier, which defines the conditions for the implementation of the procurement procedure. The following data must be indicated in the document positions: the identification number of the invoice (invoice), the date of its dispatch, the identifier of the ordered material or group of materials, the quantity of the material, the terms of payment according to the contract with the indication of payment details, the identifier of the settlement currency. Coordination of the received invoice (invoice). In case of questions on the received invoice (invoice), they are agreed with the supplier, and if necessary, order positions can be changed and a request is made to send a second invoice (invoice). Fulfillment of payment obligations. At this stage, the obligations to pay for the order are fulfilled in accordance with the invoice (invoice) and the terms of the contract. 113

8. Fulfillment of obligations to pay for the order Sending a notification of the fulfillment of obligations to pay. As soon as the payment obligations are fulfilled, the customer informs the supplier using the chosen means of communication by sending a notice of the fulfillment of the payment obligations according to the contract. Receive notification of the timing of readiness for shipment. The supplier, upon receipt of a notice of the fulfillment by the customer of payment obligations, according to the contract, sends a notice indicating the terms in which he is ready to ship (supply the material) in accordance with the terms of delivery under the contract, upon confirmation of the fulfillment of payment obligations on his part. 114

9. Monitoring the fulfillment of the terms of the contract Tracking the location of the cargo (material) in the process of delivery. At this stage, the contractor from the purchasing department of the customer's company controls the location and condition of the cargo (material) in the process of its delivery up to the final destination according to the contract. Control begins to be carried out after the customer receives notification that the material has been shipped from the supplier's warehouse. The contractor records all deviations from the control dates under the contract and all the facts of violation of its clauses and conditions. At the same time, it is possible to adjust the schedules for the supply of materials and the corresponding refinement of schedules for the release of products. Registration of deviation from key dates under the terms of delivery according to the contract. Deviations from the control dates, according to the contract, and the facts of violation of its clauses and conditions, noted by the contractor from the purchasing department of the customer's company, are accordingly recorded in order to serve as material for possible further claims to the supplier.

10. Receipt of goods designated place. In accordance with the terms of delivery under the contract, the customer company accepts the cargo (material) as it arrives at the place specified by the contract. The actually received cargo is controlled. Comparison of the characteristics of the received material with those declared by the supplier. After receiving the material, the specialists of the functional department of the customer's company check the conformity of the characteristics, quality and completeness of the received material with those declared by the supplier, and the detected deviations are recorded. Filing claims on the fact of deviation from the terms of the contract. If the supplier fails to comply with certain conditions and clauses of the contract or deviates from them, resulting in losses or other damage to the customer, according to the contract, a claim procedure is carried out in accordance with the registered non-fulfillment of the terms of the contract or deviations from them.

11. Posting of material At this stage, the goods are placed in the warehouses of the customer, the following data is entered into a specially created material card: material identifier, date of delivery and identification number of the contract under which the purchase was made, quantity, a brief description of the material, the purpose of the purchase (internal or external consumption). 117

12. Control of accounts At this stage, the correctness of the movement of financial flows in the process of fulfilling the contract is checked (fulfillment of tax obligations, calculation of customs duties and other costs incurred as part of this business process).

13. Supplier management An organization should develop effective and efficient processes for determining the capability and ability of suppliers to supply the required product in order to ensure the efficiency and effectiveness of the overall procurement process 119

Examples of inputs for the supplier management process assessment of relevant experience; performance of suppliers in comparison with the performance of competitors: analysis of the quality of purchased products, prices, delivery and response to problems; audits of the management system of suppliers and assessment of their potential ability to provide customers with the necessary products efficiently, effectively and in accordance with the schedule; control of information and available data of the supplier on customer satisfaction; financial assessment of ensuring the viability of suppliers during the proposed period of supply and cooperation; 120

Examples of inputs for the supplier management process supplier response to inquiries, quotations and participation in tenders; service, installation and support capabilities from suppliers and a history of performance in accordance with requirements; supplier awareness and compliance with applicable legal and regulatory requirements: supplier logistical capabilities, including location and resources; the position and role of the supplier in the community, as well as its perception by society. 121

OPERATIONAL PURCHASE MANAGEMENT After the conclusion of the supply contract, it is necessary to organize the delivery of material resources from the supplier to the buyer (consumer). This work relates to the functions of procurement logistics. 122

Operational work on the delivery of material resources to the enterprise is reflected in the performance of the following logistics functions; development of operational plans for the delivery of material resources from suppliers; determination of the need for transport, preparation and submission of applications for specific vehicles; conclusion of contracts with forwarding organizations for the delivery of materials to the enterprise; choice of transport and delivery route; 123

Operational work on the delivery of material resources to the enterprise is reflected in the performance of the following logistics functions; cargo insurance; customs clearance of goods crossing the customs border; organization of the delivery of material resources to the enterprise (by own transport with economic feasibility); organizing the export of material resources from railway stations, ports and airports received from suppliers; control over loading and unloading operations and cargo transportation processes; 124

Operational work on the delivery of material resources to the enterprise is reflected in the performance of the following logistics functions; control over loading and unloading operations and cargo transportation processes; resolving issues of timely payment of invoices with suppliers together with the financial service of the enterprise; operational accounting of received materials and analysis of the implementation of operational procurement plans; monitoring the fulfillment of obligations by suppliers, identifying possible violations and resolving disputes and claims in the course of delivery; identification of the actual provision of production with material resources, control and regulation of the availability of inventories. 125

Organization of delivery of material resources to the enterprise Pickup. The enterprise uses its own vehicles or uses the services of transport forwarding companies and specialized transport organizations of carriers. Use of supplier's vehicles Outsourcing - transportation by transport companies 126

The maximum efficiency of procurement activities can be achieved using competitive procurement of tenders, requests for quotations, competitive negotiations 128

A request for quotation includes a request for price lists from several firms in order to: compare their offers; ensuring the competitiveness of the process of fighting for the contract; price reduction; granting benefits or better conditions. This is a relatively quick procedure that does not require special expenses for its organization and implementation. The final price is usually higher than the one received as a result of the auction. 129

Competitive negotiations are held after receiving proposals from suppliers. When preparing for negotiations, it is necessary to: determine the purpose of the negotiations; determine the interests of the parties; develop acceptable areas of agreement; argue the position; develop options for mutual concessions. During the negotiations, the details of the proposal that are of interest to the buyer are specified. 130

When conducting negotiations, it is necessary to take into account: 1) the primary positions of the parties, and their interests, which must be considered taking into account the entire range of possible positions; 2) before the start of negotiations it is necessary to formulate the principles. on the basis of which the acceptability of a particular version of the treaty will be assessed. In the process of negotiation, a cooperation strategy is preferable, which allows you to jointly find a solution to the problem. Otherwise, the negotiations may come down to positional bargaining or escalate into a "war" between the parties. At the end of the negotiations, the suppliers make their final offers, from which the buyer chooses the best one. This procedure makes it possible to take into account all the wishes of the buyer and clarify the proposals. The final price will not always be below the market average. 131

Tender (competition) Tender is a method of concluding a contract for the supply of goods (performance of work or provision of services) on the conditions announced in the tender documentation, on the principles of competitiveness and fairness. The contract is concluded with the participant who has submitted a proposal that meets the requirements of the tender documentation, is valid and contains best conditions. 132

Procurement plan development includes: definition of needs; study of market offers; formulation of the subject of procurement, requirements for volume, quality, delivery time; splitting orders into lots and determining the procurement procedures used; preparation of the necessary documentation. 133

Competitive bidding Tender committee customer Subject of bidding. Types of works and services for which auctions are held auction organizer Tender documentation - a set of documents with information on the technical, commercial, organizational, etc. characteristics of the object and subject of auction, conditions and procedure Bidder Offer Proposal to conclude a contract in relation to the subject of auction on the terms, specified in the tender documentation by the bidder Alternative proposal - submitted simultaneously with the offer, but containing conditions different from the offer 134

Tender Committee The main purpose of the Tender Committee is to organize and conduct contract tenders to determine the winner for the supply. The main tasks of the Tender Committee are: preparation and holding of tenders; development, coordination with the customer of tender documentation and its distribution to tender participants; accepting applications and ensuring document flow with bidders; ensuring interaction with bidders, including advising bidders on procedural issues; examination of applications submitted for tenders; determination of the winner of the tender. 135

Obligations of the Tender Committee: to ensure the confidentiality and safety of the documents sent to the contract auction until they are officially considered; in case of incomplete, untimely submission of documentation by the participant, provision of false information or establishment of the fact of committing dishonest actions by the participant, reject the application of the participant and notify him with an indication of the reason for the rejection; respond in writing and orally to requests from bidders regarding tender documentation received no later than 3 days before the deadline for opening envelopes with bids; draw up a protocol of discussion with the tenderer of requests for clarification of the tender documentation; consider the applications of tender participants and determine the winner of the competitive bidding; sign and send to the participants and the customer the protocol on the result of the tender. 136

Classification of competitive bidding Open bidding Closed bidding Invitation to participate With prequalification of bidders Without prequalification of bidders Primary bidding Secondary bidding Public bidding Secret bidding No bid winners identified without public opening of bids, announcement of the list of 137 participants and the results of tenders

Classification of competitive bidding Two-stage bidding is held in cases where the customer does not have the opportunity to draw up detailed technical specifications of goods or works. It is necessary to determine the characteristics of services and to study the proposals of potential suppliers in advance. and sometimes hold preliminary negotiations with them. At the first stage, the bidders submit bids without specifying the price. The customer can negotiate with any participant. As a result of the first stage, changes and additions may be made to the tender documentation. At the second stage, participants submit proposals modified in accordance with the updated tender documentation, including the price part. 138

Stages of competitive bidding 1. Preparation of tender documentation. 2. Invitation to bid (or prequalify). 3. Preliminary qualification selection (carried out at the request of the customer). 4. Receipt of bids. 5. Evaluation of competitive proposals. 6. Confirmation of the qualification of the winner. 7. Award of the contract. 8. Signing the contract. 140

The tender documentation must contain: instructions on preparing applications for participation in an open tender; requirements for participants in an open tender; requirements for applications for participation in an open tender established by the organizer of an open tender; conditions of the contract (description of goods, works and services); information on the quantity of goods, delivery times goods, estimates for the performance of work or the provision of services, etc.) requirements for the composition of the technical documentation for the goods (works, services) supplied, as well as for the description by the participants of the open tender of the goods (works, services) supplied, the criteria on the basis of which the organizer of the open tender will evaluate applications for participation in an open tender methods for clarifying the provisions of the tender documentation validity periods for applications for participation in an open tender information about the place, date and time of opening envelopes with applications for participation in an open tender information on the procedure for opening envelopes and considering applications for participation in an open tender other established organizer of an open call for claims. 142

The invitation to participate in the competition contains information: on the name and address of the organizer of the open competition; about the time and place of the open competition; about the terms of the contract; on the timing of the supply of goods (works, services); on the requirements for participants in an open tender established by the organizer of an open tender; on the procedure and place for obtaining tender documentation; on the amount of the fee charged by the organizer of the open tender for the tender documentation, if such fee is established; on the procedure, place and deadlines for filing applications for participation in an open tender; about the term of the contract. The absence of this information may be one of the grounds for protesting the competition. 143

Preparation and submission of the tender proposal 1. It is necessary to carefully study all the requirements of the tender documentation, first of all - the technical specifications. 2. All the specified criteria for selecting the winner should be taken into account: minimum offer fee: operating costs, Maintenance and repair of products; delivery time of goods; functional characteristics of products; schedules of deliveries and payments, etc. 3. The proposal is drawn up in full accordance with the requirements of the tender documentation, signed by the person who has the right to sign (and this right must be confirmed by the relevant document), sealed in the required places with a seal. 4. Violations in the design, for example, the absence of a signature on some documents, may serve as a formal reason for rejecting the proposal. 5. It is also unacceptable to make any changes to the forms contained in the tender documentation, for example, to the form of a bank guarantee. 144

Submission and opening of bids 1. In the invitation to participate in competitive bidding, as well as in the bidding documentation, the place of submission and opening of bids, the corresponding date and time shall be indicated. 2. Representatives of all companies that have submitted bids have the right to attend the opening procedure. If the organizers of the auction impede the exercise of this right, the holding of the tender may be challenged. 3. Participants of the competition who failed to attend the autopsy procedure have the right to receive an excerpt from the protocol containing the information disclosed during the autopsy. 4. After opening offers, information about suppliers, prices offered by them, as well as other information is announced. which the auction organizer deems necessary to bring to the attention of those present and enter into the minutes. 145

Evaluation of bids 1. Compliance with the formal requirements set out in the tender documentation is checked: compliance of the proposal design with the requirements of the tender documentation: availability and validity required documents(certificates, bank guarantee, etc.); powers of the person who signed the proposal: completeness and integrity of the proposal; the presence of errors in the calculations. 146

Evaluation of bids 2. Detailed consideration of bids for compliance with the requirements in essence: compliance of products with technical requirements; adherence to delivery schedules; compliance with after-sales service requirements. spare parts, etc.: analysis of the offer price and its components. 3. Ranging of proposals and determination of the winner based on it. 147

When evaluating bids, it is recommended to take into account: the price of the application, the timing of payments: the validity period of the price declared for the tender; price adjustment conditions; operating, maintenance and repair costs; terms of delivery of goods; functional characteristics of the supplied goods; forms, order of payments: conditions for granting guarantees for goods; ensuring security requirements. 148

Awarding the contract 1. The decision of the commission to determine the winner is drawn up in the form of a protocol. In practice, there are usually three of them - an autopsy protocol, an assessment protocol and a protocol on the results of the competition. 2. The organizer of the competition must send the winner a written notice within three days. 3. The obligations of the parties are additionally formalized in the form of a contract. The future contract is based on the project presented in the tender documentation and supplemented by conditions. set out in the winning bid. 4. After signing the contract, all participants in the competition are informed about its results and the security is returned to them. 5. If the winner refuses to sign the contract, the security of his bid (usually a bank guarantee) is retained in favor of the customer and the selection procedure is repeated for the second most profitable offer. 149

The organization of relations with suppliers occurs in three stages 1. Optimization of suppliers. All suppliers are subject to a thorough review. The optimal number of suppliers is determined, which is achieved by refusing to work with some and attracting other suppliers to cooperate. 2. Development of the production spectrum (new types of services) for suppliers. Suppliers are qualified to ensure they can deliver more complex and higher volume services. 3. Integration of suppliers. Selected suppliers are integrated into new product development and logistics processes so that the enterprise can free up its own creative and innovation resources. 151

Buyer-Supplier Relationships + Mutual P Progress O L Mutual U Improvement C E N New Volume, O Favorable Price E P Loyalty R E Only I Selling MORE E Additional C Costs T with Poor Quality, Delivery, Price, Quantity – Exceptional supplier (ally or partner) Preferred supplier Applicable supplier Focus on products in the short term Good supplier Focus on products and services Focus on progress or system Focus on continuous improvement REQUIRED INVESTMENT IN RELATIONSHIPS 152

Buyer-Supplier Relationships Exceptional suppliers are rare and building excellent relationships between such a supplier requires significant investment. As a result, such phenomena as partnerships between suppliers and buyers and strategic alliances have appeared in world practice. All this natural evolution on the path to optimizing the procurement process. 153

Supplier relationships are defined by partnership or opportunism orientation. Partnership means that the company seeks intensive cooperation with suppliers and intends to plan and implement joint activities. You can't partner with many suppliers because building and maintaining supplier relationships requires a lot of resources. Opportunism is based on meeting the immediate interests of the enterprise and is an alternative to partnership, especially when it comes to purchasing standard services. The opportunistic approach justifies itself even when they are not going to create long-term partnerships. 154

Advantages of partnerships Thorough acquaintance with the structures and systems of the supplier; the possibility of organizing the transfer of the know-how of suppliers to the departments of development and design of a new product. Suppliers are more open to work with supply and are not afraid to be "beaten"; departments of development and design of a new product get the opportunity to work taking into account the technological and logistics processes available from suppliers; departments of development and design of a new product can use in their work information about the life cycles of individual components, and therefore develop an optimal product; it is possible to create joint cost reduction programs with suppliers throughout life cycle product; the ability to more quickly overcome crises caused by the human factor. 155

Benefits of an effective supplier partnership 1. Reducing supplier costs, which reduces the price paid by the buyer. 2. Implementation of quality improvement programs. 3. Establishing stable long-term relationships. 4. The seller ensures the accuracy of counting containers with parts. 5. Ensuring product quality, reducing the volume of rejected and returned materials to the supplier. 156

The work on supplying shops with materials includes the following steps: Determining the needs of shops for materials by periods: month, decade, day, shift, etc.; Determination of limits for the release of materials to workshops; Preparation of materials for production consumption; Release and delivery of materials to workshops; Accounting and control of consumption of materials. 158

At the same time, the supply service solves the following tasks: providing resources for all departments on the basis of reasonable calculations (in terms of assortment, volumes and terms); ensuring compliance of the quality of materials with technical and technological standards; rational use of vehicles for the delivery of materials to workshops; control of the release of materials into production. These tasks relate to production logistics. 159

Enterprises carry out three forms of organizing the movement of material flows: Cumulative. Here, as part of the workshops, warehouses of work in progress are provided, materials are moved as processing is completed and applications are received. Stocks of work in progress are created in warehouses. Transport and storage. It combines a certain number of jobs or sites. At the same time, the processes of processing and warehousing of materials are carried out using a single transport and storage system of the workshop. Zero stock. It proposes minimizing inventories at each process step. Warehouses are provided only for those materials that cannot be manufactured and delivered "just in time". This form is used in Kanban systems. 160

When planning the supply of workshops with materials, it is necessary to determine the needs of the workshops for materials; determine the standards of their reserves; calculate the expected balance of materials in the shops at the beginning and end of the planning period; determine the limits for the release of materials to workshops. The needs of the workshops for materials are determined by the method of direct counting. The stock standard is determined by the stock standardization method. An important task is to determine the limit for the issue of materials to the workshops. The limit is the planned restriction of the release of materials into production in the planning period in accordance with reasonable needs. The vacation limit is determined for a specific planning period (year, quarter, month, decade, shift). 161

Preparation of materials for production consumption Preparatory operations include: paperwork, sorting, picking, drying, sawing, etc. Preparation of materials is usually carried out at procurement sites, warehouses or procurement workshops. 162

Delivery of materials to workshops can be decentralized or centralized. In a decentralized way, workshops themselves receive and export materials by their own transport from warehouses and procurement sites, which leads to an increase in transportation costs. With the centralized method, procurement shops and sections, according to a predetermined schedule, organize the delivery of materials to the shops themselves. This method allows more efficient use of the internal transport of the enterprise and more efficient organization of accounting and control of material consumption. 163

Depending on the conditions of production, the release of materials to the workshops can be issued according to One-time requirements applied at enterprises in case of one-time requests for certain materials (auxiliary materials, stationery, etc.). Limit cards Picking lists Picking lists 164

Limit cards Limit cards are used in repetitive production, when materials enter the shop continuously during the planning period. Using a limit card, a workshop representative can receive the required amount of material within the limit without special permission from the MTS service. The issuance of materials is terminated if the limit is exhausted or the limit card has expired. Over the limit, vacation is made only with the permission of the head of the MTS service. If possible, one material can be replaced by another, which is in stock. For this, an act of replacement of material 165 is drawn up.

Picking lists are used in the selection for the production of not single materials, but their groups. The statements indicate in which set materials should be released to the workshop within the limit. The issuance of materials is carried out in the same way as for limit cards. Intake sheets (maps) are introduced when limiting the consumption of auxiliary materials, in cases where the need for them is uneven and there are no consumption rates. The release of materials on the intake cards is regulated in advance deadlines(month, quarter). The intake card indicates the amount of material that the workshop can consume, and the timing of its receipt. 166

Conditions for the supply of material resources To secure economic ties, agreements on rates and contracts of sale are used. Purchase sale differs from delivery in that, firstly, the goods are handed over to the buyer immediately upon conclusion of the contract, and in the case of delivery after a certain period. Secondly, the fact that the subject of purchase and sale is a certain product that exists and belongs to the seller's enterprise at the time of the conclusion of the contract, while the subject of delivery can be a product determined at the time of the conclusion of the contract only by quantity and quality, or not yet manufactured at all. A supply contract is defined as a contract under which a supplier/seller carrying out commercial activities undertakes to transfer, within a specified period of time, goods produced or purchased by him to the buyer for use in entrepreneurial activity or for other purposes not related to personal, family and other similar use.

Functions of the agreement: Legally fixes the relationship between partners; Establishes the procedure and methods for fulfilling obligations; Provides ways to protect the security of obligations. Aspects of economic relations not reflected in the contract are regulated by the basics of civil law and the Civil Code of the Russian Federation.

The main elements of the contract: 1. Offer and acceptance of the offer. A contract is drawn up if one party offers a certain batch of goods at a specified price, and the other party accepts this offer. 2. Financial conditions. A contract must have a value, i.e. it becomes a contract in the legal sense only when financial terms are stipulated in it. 3. The right to enter into contracts. Only certain officials (director, CEO) authorized by the enterprise and acting on its behalf. 4. Legality. The contract must be legal, i.e., fully comply with the legal norms of the country.

Agreement on standard terms If one or both parties use standard terms when entering into a contract, then the general provisions about the conclusion of the contract. Standard terms are provisions prepared by one party in advance for common and repeated use and actually applied without negotiation with the other party. A term included in standard terms that is of such a nature that the other party could not reasonably have expected it is void unless the term has been expressly accepted by that party. In the event of a conflict between standard condition and condition. which is not standard, the latter takes precedence. 171

The supply agreement usually includes the following details: the name of the document; serial number of the document; order date; the name and address of the ordering company; responsibility for the order (contact information is indicated for the supplier to clarify all issues related to the MR order); details of the MR supplier; Name of product; quantity and quality of goods; specification of the requested MR; the price of the ordered goods; terms and conditions of delivery; conditions of payment; characteristics of containers and packaging; delivery acceptance procedure; settlement accounts of the parties to the agreement. 172

The contract comes into force from the moment of its conclusion; is valid until the moment specified in it of the end of the fulfillment of the obligations by the parties: the expiration of the term of the contract does not entail the termination of contractual obligations, except in cases where this is expressly indicated in the law or the contract. 173

Scope of the supply contract. Under the supply contract, the supplier (seller engaged in business activities for the purchase or production of goods) undertakes to transfer these goods to the buyer within a specified period or periods in order to use the latter in business activities. 174

liability for violation of the supply contract: for non-delivery or short delivery of goods; for the supply of goods not in stock; for the supply of goods that do not meet quality standards, other regulatory and technical documentation, samples (standards) or other terms of the contract, as well as for the supply of incomplete goods. 175

Terms of delivery 1. Main obligations of the supplier and the buyer. The main obligations of the supplier include: supply of products on the terms of the contract; timely informing the buyer about the readiness of material resources for shipment; ensuring the quality control of the supplied products; packaging of products at their own expense (except for cases when it is customary to deliver goods without packaging); bearing commercial risk and transportation costs to the place of transfer of products to the buyer. The main obligations of the buyer: to accept the products in the place and at the time specified in the contract; pay the price of the goods stipulated by the contract; bear all costs and risks that the products may incur after the transfer of ownership to the buyer. 2. The moment of transfer of ownership from the seller to the buyer.

3. The price of the supplied products. The price of material resources is determined by the agreement of the partners and is indicated either in the contract or in the specification; it is possible to agree on the price in the protocol, which is part of the contract. When setting the price, delivery features are taken into account. If the delivery of material resources to the buyer's warehouse is expected, then the price of the contract should include transportation costs and cargo insurance costs. When the delivery of products from the seller's warehouse is envisaged, the price of the contract takes into account only its cost.

3. The price of the supplied products. The price in the contract can be firm (fixed) and sliding, i.e. with subsequent fixation. With a specified fixed price, a specific figure is determined in the contract, which is not subject to change when paid by the buyer. It is well known that a fixed price in inflationary conditions is beneficial only to the buyer. As a rule, the supplier, in order to protect himself from losses, requires the conclusion of an agreement on the terms of 100% prepayment. If at the time of the conclusion of the contract it is difficult to determine a specific price, then the parties may provide for fixing the initial price, which during the execution of the contract may change according to the method agreed by the partners. Such a price is called a moving price, i.e. this price is, in essence, the market price at the time the contract is executed. A sliding price with subsequent fixation is not reflected in the contract. In this case, in the section Special conditions contract” specifies the exact methods for determining the moving price.

The sliding price formula that takes into account inflationary processes: C 1 unit price at the time of delivery; And the share in the price of products of purchased material resources; The share of wages in the price of products; C other elements of the price of products; Z 1 the average price of a unit of material resources at the time of delivery of products; Z 0 the average price of material resources at the time of the conclusion of the contract; W 1 medium wage at the supplier at the time of delivery of products; Z 0 the average salary of the supplier at the time of the conclusion of the contract.

4. Packaging and labeling. When packaging and labeling is necessary for the delivery of products, a special section should be provided in the contract, which specifies the type and nature of the packaging, its quality, size and method of payment, as well as marking on the packaging. There are general and special requirements for packaging. In accordance with general requirements packaging should ensure the safety of the cargo during the chosen method of transportation. The contract provides for the responsibility of the supplier for the supply of products in packaging that does not comply with the terms of delivery. Upon receipt of material resources in damaged packaging, the buyer draws up a commercial act, according to which the supplier must compensate the buyer for losses. In some cases, damage to the packaging is tantamount to a violation of the quality of the goods.

4. Packaging and labeling. Methods of payment for packaging are established in the contract: the cost of packaging can either be included in the price of the product, or set separately. It is the responsibility of the supplier to label the products. In commercial activities, product labeling should: be a source of shipping information (buyer's details, contract number, place number, number of places in a batch, etc.); tell transport organizations how to handle the cargo; warn about the dangers contained in the specifics of the transported cargo in case of improper handling. The content of the marking is agreed with the partners and indicated in the contract.

5. Loading on vehicles and delivery to the carrier. 6. Transportation insurance. The obligations of counterparties during loading, unloading, transportation and insurance of goods during transportation, as well as the distribution of risks between the supplier and the buyer, are provided for in the international trade rules Incoterms (International Rules for the Interpretation of Commercial Terms). These rules can become an integral part of the contract only with the consent of both partners of the commercial relationship.

7. Unloading and acceptance of products. The contract should also provide for the acceptance of products in terms of quantity and quality, both preliminary and final. Preliminary acceptance is intended to establish the conformity of the goods with the terms of the contract. Final acceptance means the actual fulfillment of the contract in terms of quantity and quality. 8. Settlement of disputes during the supply of goods can be carried out in two ways: judicial or arbitration. Methods for resolving disputes should be reflected in the contract.