Educational settings:

know

Principles of formation and functioning of supply chains;

be able to

Model business processes in supply chains;

own

Organizational and economic methods of supply chain management.

Key terms

Integrated logistics (supply chain logistics). Integrated supply chain. Supply chain management. Focus company. Direct supply chain. Extended supply chain. Maximum supply chain. Network structure of the supply chain (logistics network). Network structure configuration. Key (main) participants in the supply chain. Supporting supply chain participants. Managed business relations. Traceable business relationships. Uncontrollable economic relations. Links with entities outside the supply chain. Logistics coordination function. Business process integration. Global supply chain optimization.

Evolution of the concept of supply chain management

The development of integration processes in the economy and their expansion beyond the main economic link along the lines of interaction with business partners in the supply and sales of finished products led to the emergence of the concept integrated logistics, or supply chain logistics. Accordingly, in the management of integrated logistics, the concept of “supply chain management” has been developed.

The term "supply chain management" was proposed by a system integrator - the company i2 Technologies and the consulting company Arthur Andersen in the early 1980s. The emergence of the concept of the same name (supply chain management - SCM) is associated with the publication of the article by K. Oliver and M. Weber “Supply chain management: Logistics Catches up with Strategy” in London in 1982.

Initially, supply chain management was identified with integrated logistics. For example, D. Bowersox and J. Kloss remain in this position and consider the relevant aspects of logistics and supply chain management almost as synonyms, believing that “logistics integration transcends the framework of intra-company coordination of supply processes, logistics of production and physical distribution, extending to suppliers and consumers."

The interaction of the functional areas of business logistics and their connection with the business environment of the business is emphasized by the term “integrated supply chain”. Its content is characterized by sequentially built: supply chain, intra-production chain and enterprise supply chain. From the point of view of the systemic organization of logistics, integrated circuit supplies- this is, first of all, a set of economic entities: suppliers, producers, consumers and intermediaries, who have economic ties and are united by participation in a single reproduction cycle of a product (service).

As the concept of supply chain management develops, there is a division of conceptual and semantic categories and individual terms between logistics and SCM. But as defined by the European Logistics Association, SCM - supply chain management - is an integral approach to business that reveals the fundamental principles of management in the supply chain, such as the formation of functional strategies, organizational structure, decision-making methods, resource management, implementation of supporting functions, systems and procedures.

In the process of evolution, the conceptual apparatus of the supply chain management concept has changed significantly. In the 1980s In countries with developed economies, in many industries, a situation has arisen in which traditional methods of business management, working towards achieving savings in operating costs, have practically exhausted their resources. To maintain competitiveness, there is a need for new approaches, one of which was proposed by the concept of supply chain management. She put forward and substantiated the idea of ​​coordinating the flow of materials and finished products not only within one company, but also in a number of companies interacting in business.

The development of the concept and development of supply chain management practices are determined by the transition from business relationship management to supply chain management, in particular, from supply chain management to integrated supply chain management. This is evidenced by the fact that “economic relations are subject to the general logic of the logistics process, expressed by the sequence of stages of interaction - from searching for partners to fulfilling contractual obligations and satisfying the interests of each of them.” Foreign companies were the first to adopt the practice and realized that effective supply chain management was the next step they needed to take to increase their competitiveness.

To date, four stages have been identified in the development of the supply chain management concept (Table 8.1).

Stage I. The emergence of SCM theory (1980s) At this stage of development, the concept of “supply chain management” was rather a new fashionable term, in its content not much different from the concept of “logistics”. The concept of SCM at that time was similar to the expanded interpretation of integrated logistics and was almost entirely determined by it. D. Waters, regarding the relationship between the two concepts, noted that “this is more a matter of semantics than reality.”

Table 8.1

Evolution of the concept of supply chain management

There are no differences... both terms refer to the same function."

The logic of interpreting the concept of supply chain management at that time can be formulated as follows. Business entities form a supply chain through which an end-to-end material flow passes, which is the object of supply chain management in order to optimize the output flow parameters. To achieve a common goal, all subjects - participants in the chain act in a coordinated manner. The movement of material flow along the entire chain begins to be carried out with minimal costs due to an improvement in the parameters of the system as a whole.

Thus, supply chain management implied the use of a logistics approach to coordinate the actions of all parts of the system, i.e. in fact, the concept of logistics was in demand for organizing a business in the industrial and commercial sphere.

Stage II. Separation of SCM theory from logistics (first half of the 1990s). The concept of supply chain management emerged as an independent scientific idea in the 1990s. At this time, the theory of supply chain management became isolated, and independent theoretical research began to develop in this and related areas of knowledge. Attempts are being made to identify the essence and content of supply chain management as a science, as well as areas of use of the concept in practice. With the emergence of the SCM ideology, logistics and SCM are separated as independent terms, as well as conceptual and semantic categories. There is a need to systematize the applied concepts and definitions of logistics and supply chain management. The search begins for a reasonable organization of the basic vocabulary of logistics and SCM, which would allow us to define classes of interrelated concepts and take into account the diverse and heterogeneous set of terms used in these areas of knowledge. For a uniform interpretation of basic terms and concepts, the problem of standardization of terminology in logistics and SCM, which is dealt with by several foreign organizations, in particular the European Logistics Association ( European Logistics Association) and the Council of Supply Chain Professionals ( Council of Supply Chain Management Professionals).

Stage III. Formation of the classical SCM concept(i second half of the 1990s – early 2000s). At the stage of formation of the classical concept, the difference between integrated logistics and supply chain management was already clearly defined. The former coordinating role of logistics and end-to-end management of material flows in the supply chain become the prerogative of SCM; the functions of controlling and coordination in managing material flow are also assigned to the concept of “supply chain management”. Logistics is interpreted as the functionality of controlling and optimization of all types of activities related to the movement of goods, i.e. the focus is transferred to operational activities (transportation, warehousing, cargo handling, transshipment, etc.), as well as the placement of logistics and production facilities.

The rapid development of the concept required serious applied research in various industries and in different regional markets. The accumulated theoretical knowledge and practical experience formed the basis for the formation of training courses in the new discipline. At this stage, the ideology of supply chain management begins to develop both as an independent concept and as a functional area of ​​management, commerce, marketing and logistics. The main areas of research focus on integration processes and the formation of strategic partnerships, as well as the use of a process approach, studying the main functions of companies in the context of business processes. Particular attention was paid to the development of processes to ensure the synchronization of commodity flows, as well as the activation of communications between units and information coordination of actions.

Stage IV.The current stage of development of SCM theory (mid-2000s and further). There is an even more in-depth study of supply chain management both as a concept and as a functional area of ​​activity, as well as the adaptation of the concept to different markets. The SCM concept is aimed at solving the problems of integrated management of functional areas of logistics and coordination of the company’s logistics process. The accumulated practical experience is analyzed and used by companies to increase their competitiveness. Particular attention is paid to the development of information technology using engineering and technical tools based on the application of the ideology of real-time supply chain management. The practice of supply chain management focuses on intra-company planning and optimization of resources and acquires key importance in building promising relationships between the focal company and supply chain participants. All this requires further development of scientific research in areas related to SCM to create new relevant concepts.

Currently, supply chain management as a SCM concept is one of the effective ways to increase profits and market share and is being actively implemented in the economies of industrialized countries. Many large companies, including Russian ones, are mastering the principles of SCM as a new business ideology. National coordinating bodies - the European Logistics Association and the Council of Supply Chain Management Professionals - contribute to the provision and development of strategic advantages of logistics both abroad and in our country. In the Russian Federation, the role of such coordinators is currently played by: the National Logistics Association of Russia (NLA), the National Supply Chain Council.

The purpose of these organizations is to:

• develop proposals and additions to the legislative and regulatory acts of the Russian Federation in terms of logistics, since currently there is no legislation in the field of logistics in our country;
• eliminate barriers existing in the tax, customs, and transport legislation of the Russian Federation that impede the effective use of the strategic potential of logistics;
• to form integrated logistics systems covering various areas of business, to create interregional and international integrated logistics transport, trade and information systems.

National Logistics Association of Russia is a public organization whose founders were: State University - Higher School of Economics (SU-HSE), the Russian Association of Business Education and the Association of Forwarders of St. Petersburg. The mission of NLA is the establishment and strengthening of logistics in Russia as a new scientific and practical direction that contributes to the socio-economic development of business entities, economic sectors and the country as a whole, as well as improving the well-being of citizens. Among the main objectives of the organization are the following:

• analysis of foreign theoretical studies and practical experience in the field of logistics in order to adapt and implement them in Russia;
• development of proposals and additions to legislative and regulatory acts of the Russian Federation in terms of logistics;
• coordination of the activities of enterprises, organizations and institutions engaged in research in the field of design, construction and maintenance of the functioning of logistics systems; exchange of best practices in the application of logistics developments in the Russian Federation and abroad;
• organization and participation in the certification procedure for logistics specialists in accordance with Russian and international requirements and standards.

National Supply Chain Council is a public organization in the form of a non-profit partnership, open to all market participants (industrial enterprises, suppliers of products and services, including state transport and logistics companies, financial and credit organizations, insurance organizations, non-profit associations and centers, consulting firms, educational institutions ). The main goal of its activities is to promote the development of supply chain management standards in the practice of real business in the Russian Federation and the CIS countries. The mission of the Supply Chain Council is to develop, develop and disseminate the supply chain model as the basis of a nationwide cross-industry standard for supply chain management that combines best global and national practices. The supply chain model defines the general concept of supply chains, standard terminology, a system of measurements and assessments of logistics activities, summarizes best practices, is a procedural model for the implementation of logistics software, and performs an integrating function in the construction of both intra- and inter-corporate supply chains.

Growing globalization and the development of foreign economic interactions make it possible to use world experience in practice. Many foreign companies, expanding the geography of their supply chains, consider the territory of the Russian Federation as markets for finished products, as well as a base for locating production facilities for their manufacture for inclusion in their own supply chain, thus involving Russian partners in the process of global business integration.

Russia, following the rest of the countries of Eastern Europe, is gradually being drawn into the orbit of global logistics. In this it is helped by abundant capital investments from various sources. The Russian logistics market has become increasingly attractive to foreign investors in recent years: this can be judged by the large foreign investors who have come to Russia. These are, for example, British funds Fleming Family & Partners And Raven. Among other things, we take into account the fact that in Russia the average payback period for projects is 7–8 years or less.

Company Castorama part of the British group of companies Kingfi sher. This is the first in Europe and the third in the world network of hypermarkets for home goods and repairs in the DIY format - Do It Yourself. Group Kingfi sher– there are more than 770 stores in Europe and Asia. The company's main retail brands Kingfi sher – Castorama, Brico Depot, Screwfix And B&Q. Hypermarkets Castorama have gained popularity in Europe thanks to a wide range of high quality products, low prices and a service system built on the principle of professional consultation. The first European stores under the brand Castorama opened in 1969. Today Castorama– these are 98 hypermarkets in France, 27 in Italy, 37 in Poland, seven in Russia. Castorama in Russia began its work in 2005. At the moment, hypermarkets are open and successfully operating in Moscow, St. Petersburg, Samara, Rostov-on-Don, Omsk and Krasnodar. The company plans to further open about five to seven hypermarkets every year in major Russian cities. Mission Castorama– to help buyers make their homes more perfect and comfortable, transform the labor-intensive and costly process of repair and improvement into an interesting hobby accessible to everyone. Target Castorama– to become number one in the Russian DIY market.

In 2005 the company Castorama RUS established an office in Moscow with a staff of only 10 people. The company's employees were involved in the opening of the first hypermarket in Samara, actively holding negotiation sessions with suppliers and carrying out all the necessary organizational actions regarding the costart-up project in Russia.

The main task of the manager and the only employee Supply Chain Department– development of SCM strategy and project implementation. Since the company Castorama is part of a group of companies Kingfi sher, then it has the opportunity to apply its developments and experience, capacities and technologies, procedures, etc. As a basis for SCM in Castorama it was decided to use the company's experience B&Q in England. S&Q company has 320 stores, 40,000 products and 650 suppliers; the company uses eight regional centers for cargo consolidation and five distribution centers. The benefits of SCM in IN steel: centralization of management, active use of outsourcing, product distribution system, category management and information support.

For 2006–2007 company Castorama opened a total of five hypermarkets. Based on the existing concept of outsourcing business processes Castorama signed a contract with a logistics operator for the provision of safekeeping services. In addition to direct delivery of goods to stores, suppliers in Russia began to deliver goods using the “cross-docking” principle through a distribution center Castorama. Managing inventory and placing orders with suppliers is entrusted to Buying Department. However, the development of the company led to the fact that the structure of planning and formation of orders to suppliers (both imported and Russian) was changed. An Ordering Department was organized in each of the hypermarkets, whose tasks include: tracking and controlling stock in hypermarket warehouses, planning and forecasting sales, placing orders with suppliers taking into account transit time.

Since 2008, we can already talk about the implementation of a supply chain management (SCM) system in the company.

Modern science offers many different definitions of the concept of “supply chain management”. There is no consensus on its content; moreover, the range of opinions is very wide and depends on the logistics school (direction) and the position of a particular researcher.

The general point is that the emphasis in the interpretation of the concept is increasingly shifting towards an expanded understanding of SCM, given in the collection of “Standards for Logistics and Supply Chain Management”: supply chain management is the organization, planning, control and execution of the flow of goods, from design and procurement through production and distribution to the final consumer in accordance with market requirements for cost efficiency.

M. Christopher gives the following definition of supply chain management: it is “the management of relationships with upstream and downstream suppliers and customers, aimed at achieving higher customer value at lower costs throughout the supply chain as a whole.”

J. Stock and D. Lambert define supply chain management “as the integration of key business processes, starting with the end user and covering all providers of goods, services and information that add value to consumers and other stakeholders.”

The list of definitions can be continued, including in the context of comparing the concepts of logistics and supply chain management. The current situation of ambiguity is due to a number of reasons.

• 1. Historically short development time. Both logistics and supply chain management are fairly young and actively debated areas of knowledge, given that the term “supply chain management” itself was coined in the 1980s. Naturally, their conceptual apparatus is constantly being refined and changed, filled with new content.
• 2. The presence of various national schools and trends in logistics and supply chain management. Currently we can talk about the existence American school(D. Bowersoke, J. Kloss, D. Waters, J. Stock, D. Lambert, etc.), serious studies in various European countries, including Great Britain (M. Christopher, J. Mentzer, K. Oliver, M. Weber, etc.). Research is of particular interest Australian scientists having a significant impact on the development of the Asian logistics school. In particular, the works of John Gathorna, a recognized world-class specialist in the field of logistics and SCM from Australia, have been translated into Japanese and Chinese and are currently widely recognized in Asian countries. Scientific schools of logistics and supply chain management have been created and continue to develop in Russia (see paragraph 1.1).
• 3. The interdisciplinary nature of logistics and supply chain management and the combination of economic and engineering disciplines in them. Over the past few decades, supply chain management has been one of the most dynamically developing concepts at the intersection of commerce, marketing, logistics, operational and strategic management.
• 4. The presence of a large number of terms from various fields of knowledge. This is also due to the fact that leading specialists in this field of knowledge are initially professionals in other fields, including engineering and technical specialties.
• 5. The absence of some logistics terms in various languages, as well as their inaccurate understanding in different countries. The use of different terminology can be explained by the authors’ belonging to one or another logistics school, as well as the desire to focus on certain aspects of the logistics process. For example, the term “physical distribution” was used in the USA in the second half of the 20th century. as a synonym for the modern concept of logistics, and currently it denotes one of the functional areas of logistics and is synonymous with the term “distribution”.

Appealing to existing research and summarizing their results, the scientific school of the Department of Commerce and Logistics of St. Petersburg State Economic University is guided by the following definition.

Supply Chain Management is a process of planning, organization, accounting, control, analysis, regulation aimed at achieving the strategic goals of supply chain participants. The combination of general management functions and special management functions in logistics (cost management, service quality management, etc.) forms a comprehensive controlling function, ensuring the achievement of logistics coordination in supply chains.

Supply chains are a collection of suppliers and consumers sequentially interacting with each other: each consumer becomes a supplier for the next consumers - this continues until the finished product reaches the final consumer. The supply chain has in its structure a focal company, suppliers, consumers, as well as channel intermediaries involved in the interaction. Focus company – This is a key link in the supply chain, which determines the configuration of the chain and the features of interaction between participants.

Depending on the number of links, there are three levels of supply chain complexity:

• 1) direct supply chain;
• 2) extended supply chain;
• 3) maximum supply chain.

consists of a focal (central) company (usually a manufacturing or trading company), a supplier and a buyer/consumer participating in the external and (or) internal flow of products, services, finance, and information. In this case, as a rule, the focal company determines the structure of the supply chain and management of relationships with business partners (Fig. 8.1).

Rice. 8.1.

Extended Supply Chain includes additionally second-level suppliers and consumers (Fig. 8.2).

The term SCM (Supply Chain Management) has been used in the West for more than 15 years, but to this day there is no consensus among logistics and general management experts on the definition of this concept. Most view SCM from an operational point of view, understanding SCM as material flows. Others believe that SCM is a management concept, and finally, others mean by SCM the implementation of this concept in the enterprise.

The most common definitions of SCM are:

SCM is a set of approaches that helps effectively integrate suppliers, manufacturers, distributors and sellers. SCM, taking into account the service requirements of customers, helps ensure the availability of the right product at the right time in the right place at minimal cost.

SCM is the process of organizing planning, execution and control of the flow of raw materials, materials, work in progress, finished goods, as well as providing effective and fast service by obtaining operational information about the movement of goods. With the help of SCM, the tasks of coordinating, planning and managing the processes of supply, production, warehousing and delivery of goods and services are solved.

The supply chain involves both the organization itself and all suppliers and consumers of goods. (Fig.1)

Rice. 1. Participants of “Supply Chain Management”

The supply chain consists of many links interconnected by information, money and commodity flows. The supply chain begins with the acquisition of raw materials from suppliers and ends with the sale of finished goods and services to the customer. Some units may belong entirely to one organization, others to counterparty companies (clients, suppliers and distributors). Therefore, a supply chain always involves multiple organizations. (Fig.2)

Fig.2. Supply Chain Management cycle

1.2. Supply chain management

Each company sets itself more and more new tasks due to the rapid development of the market, tougher competition, and the requirement to improve the quality of customer service. To enhance its advantages and maintain competitiveness, a modern enterprise needs to optimize all value creation processes - from the supply of raw materials to service to the end consumer. To solve these problems, company management turns to SCM solutions.

Supply Chain Management includes the following stages:

Planning (PLAN)

In this process, sources of supply are identified, consumer demand is prioritized and generalized, inventories are planned, requirements for the distribution system are identified, as well as production volumes, supplies of raw materials, materials and finished products.

The problem of producing it yourself or buying it should be resolved at this stage. Decisions related to all types of resource planning and product life cycle management are also made at this stage. These processes balance demand and supply to develop courses of action that best meet Source, Make, Deliver requirements.

Procurement (SOURCE)

In this category, the main elements of supply management are identified, the quality of supplies is checked, the assessment and selection of suppliers is carried out, and contracts with suppliers are concluded. This also includes processes related to the receipt of materials: acquisition, receipt, transportation, similar control, placement on hold (storage). It is important to note that activities to manage the supply of goods and services must correspond to planned or current demand.

Production (MAKE)

This process includes production, execution and management of structural elements, management of production facilities (equipment, buildings, etc.), production quality, production cycles, production shift scheduling, etc. Specific production procedures are also determined: quality control, actual production procedures and cycles, packaging, storage and release of products (intra-plant logistics). All components of the process of processing the initial product into finished products must correspond to planned or current demand.

Delivery (DELIVER)

This process includes managing orders, warehouse and transportation. Order management includes creating and registering orders, selecting product configurations, creating prices, as well as creating and maintaining a customer base and managing debtors and creditors. Warehouse management involves the activities of picking and picking, packing, creating special packaging, customer labeling and shipping of goods. The transportation and delivery management infrastructure is determined by the rules for managing channels and orders, regulating goods flows for delivery, and managing delivery quality.

All these processes, inventory management, transportation and distribution must be aligned with planned or current demand.

Return (RETURN)

This process defines the structural elements of product returns (defective, surplus, requiring repair) both from made to source (make to source) and from delivery (deliver): determining the condition of the product, its placement, request for return authorization, scheduling of returns , direction for destruction and processing.

SCM processes can also be divided into two large groups: Supply Chain Planning (SCP) and Supply Chain Execution (SCE). SCP includes strategic planning of the supply chain or business processes in its individual links. SCE involves the implementation of plans and operational management of parts of the supply chain, such as transport or warehousing.

Optimizing supply chain management can solve the following problems:

Reducing the planning cycle and increasing the planning horizon by obtaining reliable and timely information;

Cost optimization due to the ability to identify strategic counterparties, the optimal selection of purchased products, as well as their suppliers, and support interaction with them in real time;

Reducing production costs through optimization of product flows and prompt organization of information exchange between contractors. Real-time communication between various supply chain participants helps prevent bottlenecks in the production process;

Reducing warehouse costs by aligning production volumes with demand. This task corresponds to the concept of supply management Just-In-Time (“just in time”);

Improving the quality of customer service is achieved through the efficiency and flexibility of the delivery process.

Objectives and strategic elements of supply chain management

The goal of SCM is to maximize the total value created by the supply chain. This value is defined as the difference between what the customer is willing to pay for the product and the costs that collectively arise in the CPU. For most CPUs, this metric can be called "CPU profitability", defined as the difference between the revenue received from the customer and the total costs in the CPU.

All SCM methods and tools for increasing company profits are aimed at achieving two main effects:

increasing income from product sales by increasing the level of service, accuracy of deliveries and forecasting demand;

reducing costs by reducing inventory levels, reducing overhead and transaction costs in purchasing, warehousing and distribution, and improving the utilization of production and logistics capacity.

The main economic effects of SCM are presented in Table 2.1.

The introduction of the concept of supply chain management is associated with the development of new organizational and functional schemes for interaction between enterprises. Implemented projects to implement supply chain management have shown the possibility of reducing inventory levels by up to 60%, reducing production time by coordinating process chains by up to 50%, increasing profits by optimizing the value creation process and reducing transaction costs by up to 30%, and improving product quality by up to 30%. , increasing turnover and market share by increasing flexibility and speed of response and changing customer relationships by up to 55%. Figure 2.2 shows the main indicators (key indicators) for assessing the effectiveness of supply chain management.

Table 2.1.

Supply Chain Management Effectiveness

Rice. 2.2. Main indicators (key indicators) for assessing the effectiveness of supply chain management.

Supply chain management can be seen as a strategic balancing act between customer focus and profitable growth. In the supply chain, as well as in the participating enterprises, the organization of processes is purposefully structured with a focus on customer needs. Thus, a network of creation and sale of material goods and values ​​arises, in which intra-organizational and inter-organizational connections are expressed in the “Client-Supplier” relationship. If we take into account the interests associated with customer focus and achieving effective growth, then two main aspects can be distinguished:

1) supply chain formation as a set of connections of flows of materials, goods, services and information from suppliers to clients;

2) optimal use of resources and cost reduction (since the goal of supply chain management is to increase profits).

An essential factor for success in a supply chain is to approach the process from a integral management, combining regulatory, strategic and operational indicators. From the point of view of the process of integration and coordination of the supply chain from the supplier to the final consumer, the main thing is to consider the total chain for the creation of material goods and values. Using the process orientation principle, it is necessary to determine how effectively processes throughout the supply chain are coordinated to create value for customers while increasing the profitability of each element in the supply chain.

Successful implementations of the supply chain management concept (from the point of view of economic growth) allow us to identify specific behavior patterns. To achieve the best level of performance and process management in the supply chain, the following principles must be considered:

Principle 1. Segmentation is implemented taking into account the focus on customers according to their service needs, including specific groups of customers.

Principle 2. Adapting the wealth chain takes into account the service and profitability requirements of all segments.

Principle 3. Requirements are planned throughout the supply chain to ensure optimal resource allocation.

Principle 4. Product differentiation occurs as it gets closer to customers.

Principle 5. Strategic sourcing management aims to reduce the total costs of materials and services.

Principle 6. Developing a technology implementation strategy targets the entire supply chain to enable multi-step decision making with a clear view of the flow of materials, goods, services and information.

Principle 7. Determining changing indicators in the supply chain is aimed at ensuring effective and high-quality service to end consumers.

As first important principle Successful supply chain management involves segmenting customers based on their service needs and targeting the chain at those segments to achieve benefits.

The second principle is an individual adaptation of the chain of creation of material goods and values ​​in the context of service requirements, taking into account the profitability of the segment.

Third principle refers to needs planning. The implementation of this principle should be carried out throughout the supply chain, where forecasts are created and resources are allocated within the chain.

Subject fourth principle is to identify the client connection point, i.e. determining the place in the supply chain from which the distribution of orders from certain customers begins. The customer connection point should be as close to the customer as possible to shorten the time to differentiate the product based on the type of market. This makes it possible to smooth out fluctuations in demand, as well as avoid the costs of creating excess inventories. Additionally, reducing lead times throughout the supply chain improves demand response.

Fifth principle means an increase in the level of capital binding within the chain. The principle of “our supplier's costs are essentially our costs” shows that high costs from suppliers are indirectly passed on to the next link in the chain. Strategic supplier management aims to minimize these costs.

The importance of information technology in supply chain management is stated in sixth principle, which means information support in operational and strategic management, for example, in production planning and further development of the chain of creation of material values ​​and benefits.

Finally, the control of activities in the supply chain is reflected in seventh principle. To identify achieved goals, it is important to create a unified measurement tool within the supply chain.

The goal of the SCM concept is to achieve the best results throughout the chain, optimizing the interests of all its participants. Thus, the system of goals includes, on the one hand, maximizing benefits for the client, and on the other, minimizing costs, which determines the competitiveness of the entire supply chain and its constant development.

The concept of supply chain management reflects an integrated approach in which supply chain management objectives are linked to a coherent concept of behavior. In the context of supply chain management, a shift in focus is required to collaboration across enterprise boundaries while respecting the autonomy of chain participants. Accordingly, the relative framework of integrated management operates in the supply chain to target both the enterprise level and the chain level as a total system.

Within SCM, it is important to distinguish between the goals, objectives and indicators of regulatory, strategic and operational management.

Regulatory management associated with the overall supply chain objectives, principles and norms aimed at ensuring its viability and efficiency. The need to ensure the viability of the supply chain in a competitive environment is intertwined with the desire for further development of participating enterprises. From this point of view, political actions and processes related to the supply chain constitute the essential content of normative management. Regulatory management forms supply chain policies aimed at developing effective capabilities based on groups of requirements.

Operational management is to transform normative and strategic values ​​into operational actions that are aimed at the effective and efficient execution of current, day-to-day processes associated with the movement of materials, information and funds.

Strategic management stems from the mission of normative management in supply chain policy. At the center of strategic management, along with programs, is the fundamental justification of structures and systems, as well as behavior in solving problems of participating enterprises. If normative management justifies activities, then strategic management directs it. Strategic management is necessary to create, secure and use successful positions, because... expresses a single market position of the entire supply chain. Successful positions represent the combined experience of participating enterprises, as well as the entire supply chain in the market in the field of technology, process management, culture of relationships, etc. Existing views reflect the place of the supply chain in the formation of market relations, and new ones are formed from the development of conditions conducive to achieving future benefits from competitive advantages.

The effectiveness of supply chain management can be summarized as market, intra-company and supplier effects.

Market effect. Supply chain management allows you to achieve long-term competitive advantages that arise from, for example, the ability of enterprises participating in the chain to concentrate on core activities, reducing market risks through effective coordination in the chain and a constant flow of information. Consistently focusing processes on customers and their desires makes it possible to increase the level of service and customer satisfaction. Integrated coordination in the supply chain makes it possible to reduce order fulfillment and delivery times and increase the level of trust and loyalty from consumers.

In addition, supply chain management promotes close cooperation between participating enterprises, accelerating innovation processes and developing new markets.

Intra-firm effect. Thanks to optimized forecasts of needs, supported by an information technology base, as well as the constant exchange of information about capacity and emerging bottlenecks, the supply chain management system creates transparency in information about the amount of inventory, sales volumes, lead times, etc. This makes it possible to significantly reduce inventory, increase productivity and infrastructure efficiency, optimize batch sizes, improve service levels and, finally, manage flows throughout the supply chain.

Benefits for suppliers. As part of customer-focused supply chain management, the use of information technology allows for the development of new markets, which enables suppliers to expand existing market boundaries.

Effective coordination of intra- and inter-organizational processes, with the potential benefits described above, is an important factor in significantly reducing process costs throughout the supply chain.

At the core of any organization are the operations during which products are created and delivered to consumers.

A logistics operation is a set of actions to manage or transform material flow.

To carry out these operations, various initial components are required, which are then converted into the desired ones.

Inputs include raw materials, components, employees, information, money and other resources. Operations include production, etc. The main products are goods and services.

original components, converted desired combinations

The operations performed are usually divided into a number of interconnected areas (departments and workshops in the enterprise). Therefore, logistics also deals with the movement of material resources through different departments within the organization itself, picking them up from internal suppliers and delivering them to internal customers.

The movement of materials into an organization from suppliers is called inbound logistics, the movement of materials to customers and consumers is called outbound logistics, and the movement of materials within the organization itself is called material management.

Organizations do not operate in isolation from each other. In fact, each of them acts as a customer when it buys materials from its suppliers, and then becomes a supplier itself when it delivers its products to its own customers. Most types of products pass through multiple organizations during their creation, moving from entry-level suppliers to end users.

Various names are used for all these actions:

• - if the emphasis is on operations, they talk about the process;
• - if marketing is emphasized - logistics channel;
• - if added value is put in 1st place - the value chain;
• - when analyzing the satisfaction of consumer demand - the demand chain.

The term supply chain is used to refer to the movement of materials.

A supply chain consists of a series of activities and organizations through which materials pass as they move from entry-level suppliers to final consumers.

In general, the logistics chain looks like this: supplier - procurement - warehouse - production - warehouse - sales - consumer. Some logistics systems may lack a number of links (warehouse/production). Movement from one link in the chain to another is carried out using transportation, managed and controlled by an information flow in speech, paper and/or electronic forms.

Each product has its own supply chain, some of which can be very long and complex (starting with cocoa beans grown on plantations, ending with the delivery of chocolate bars to consumers). Along this route, materials can pass through raw material suppliers, manufacturers, logistics centers, warehouses, intermediary operators, transport companies, wholesalers, etc. Sometimes the supply chain does not end at the end consumer, but additionally includes the recycling and reuse of materials.

The simplest way to think about a supply chain is to show how a product moves through a number of organizations, each of which adds additional value to it. If we consider the flow of product movement from the point of view of some organization, then the activities performed before it, i.e. the movement of materials into this organization is called previous, and those that occur after the materials leave the organization are called subsequent.

In practice, most organizations source materials from many different suppliers and distribute their products to a wide variety of customers. Therefore, having passed through different levels of suppliers and along different supply chains, various inputs “meet” each other in the organization, pass through it, and the outputs are products, which then, moving through different levels of customers, diverge again.

Each product has its own supply chain, so the total number of different chain configurations is enormous. Some of them are very short and simple.

Supply chains are so complex that sometimes you wonder if you can do without them. This is sometimes possible when products move directly from the manufacturer to the final consumer.

So, logistics is responsible for moving and storing materials as they move through the supply chain, which includes the following activities:

• 1. Supply (purchases). The purchasing department selects a suitable supplier, negotiates terms of delivery, arranges delivery, handles insurance and payments, and does everything necessary to ensure that materials reach the organization on time.
• 2. Incoming traffic flows or freight traffic. This type of activity involves the movement of material flow from the supplier to the receiving area. It is necessary to select the most appropriate type of transport, a suitable transport company, draw up a route, check that all legal requirements are met, ensure safety, and ensure timely delivery.
• 3. Acceptance. The process during which the compliance of received materials with the order is established, confirmation of their receipt is sent, the vehicle is unloaded, the materials are checked for safety and their subsequent sorting.
• 4. Warehousing. Sending materials into storage and caring for them until they are needed. Many materials require special conditions (frozen food, drugs, chemicals).
• 5. Inventory control. This type of activity takes into account the nature of the materials in storage, total investment, level of customer service, volume and lead time of orders.
• 6. Order picking. Operations involve selecting materials in storage and combining them into orders that are prepared for shipment to customers.
• 7. Materials handling. The movement of resources during operations performed in an organization. In this process, materials are moved from one operation to another. The goal is to ensure efficient movement along short routes in the warehouse, using the most suitable equipment with minimal damage to products, and, if necessary, special packaging.
• 8. External transportation. Receipt of products in the dispatch area and delivery to the consumer.
• 9. Physical distribution management. Types of activities during which finished products are delivered to consumers. Often linked to marketing.
• 10. Recycling, product return, waste disposal. Activities during which materials are returned to the organization are called reverse flow logistics (reverse distribution). For example, damaged materials are returned; not the same quantity and type that were ordered; materials for reuse - delivery boxes, reels; materials for processing.
• 11. Selection of placements. Logistics must find the best locations for specific operations (eg storage), determine their number and size. These decisions affect the overall structure of the supply chain.
• 12. Communication. The flow of information connects all parts of the supply chain, conveying data about products, requests, materials, timing, volume, problems, etc.

Depending on the circumstances, logistics may include many other types of activities (sales forecasting, production scheduling, communications with external partners, etc.). It is important not only to draw boundaries between functions, but also to take into account that they all must be performed together to ensure efficient material flow.

The links of the logistics system, when ordered in a certain way, constitute a logistics chain or supply chain. In foreign terminological dictionaries ANNEX and APICS, a supply chain is defined as an interconnected sequence of pairs of links (divisions of the company and/or its logistics partners) - “supplier-consumer”, through which a product or service is delivered to the final consumer, organized in order to achieve the planned goal. At the same time, no obligations are imposed on the linear ordering of the links in the supply chain. In turn, A.N. Rodnikov in his terminological dictionary emphasizes the linear ordering of the supply chain, namely: the logistics chain is a linearly ordered set of individuals and/or legal entities (suppliers, intermediaries, carriers and others) directly involved in bringing a specific batch to the consumer.

There are other definitions of the supply chain, for example: a logistics chain is a set of links in the logistics system, ordered by the main and/or related flow in accordance with the parameters of the end consumer order within the functional area of ​​logistics or logistics channel. Thus, the supply chain is usually designed within the independent functional area of ​​logistics. The initial parameter for forming a supply chain is the consumer order. The formation of a supply chain can be carried out purposefully through legal mergers and acquisitions of companies, as well as through voluntary cooperation of various services, divisions and companies with appropriate legal and organizational registration. The supply chain can be carried out on the basis of a modular principle in management, while taking into account two mutually exclusive principles: corporation and cooperation on the one hand, and competition on the other. This formation of the supply chain allows the use of free resources of participants in the supply chain in order to smooth out fluctuations in the external environment. The flexibility of such a chain through special one-time deliveries through the created network of distribution and transportation channels makes it possible to level out consumption peaks, while the inevitable risks are noticeably reduced. Connections between individual elements of the supply chain today are implemented using the latest information technologies. The construction and study of chains formed by information and financial flows is of extremely important practical importance, since the movement of material resources and finished products does not coincide with the information and cash flows associated with them. Problems arising from asynchronous threads significantly complicate the adoption of effective management decisions.

Thus, the supply chain is a set of links in the logistics system, ordered by the main and/or related flow in accordance with the parameters of the end consumer order within the functional area of ​​logistics or logistics channel.

Supply Chain Management Systems

The term "Supply Chain Management" was proposed by American consultants in the early 1980s. and subsequently gained great popularity. Since 1989 Scientists from different countries are trying to structure this concept. Many researchers in the US and EU contrast SCM with logistics itself. The general position is that logistics is part of a broader business concept - SCM. In 1998 The Logistics Management Council (USA) revised the definition of logistics in 1985: “Logistics is part of the supply chain management process and is the planning, execution and control of the effectiveness of the flow and inventory of products, services and related information from the point of origin to the point of consumption in accordance with customer requirements.” .

Supply chain management systems (SCM) are designed to automate and manage all stages of an enterprise’s supply and to control the entire flow of goods within an enterprise. The SCM system allows you to significantly better satisfy the demand for the company's products and significantly reduce logistics and purchasing costs. SCM covers the entire cycle of procurement of raw materials, production and distribution of goods. Researchers generally identify six main areas on which supply chain management focuses: production, supply, location, inventory, transportation, and information.

The SCM system can be divided into two subsystems:

SCP -- (English: Supply Chain Planning) -- supply chain planning. SCP is based on systems for advanced planning and scheduling. SCP also includes systems for collaborative forecast development. In addition to solving operational management problems, SCP systems allow for strategic planning of the supply chain structure: developing supply network plans, simulating various situations, assessing the level of execution of operations, comparing planned and current indicators. SCE -- (Supply Chain Execution) -- execution supply chains in real time.

Supply Chain Management (SCM) is the process of planning, executing and controlling from the point of view of reducing the costs of the flow of raw materials, materials, work in progress, finished goods, services and related information from the point of origin of the application to the point of consumption (including import, export , internal and external movements), i.e. until customer requirements are fully satisfied. Supply chain management is a business strategy that effectively manages material, financial and information flows to ensure their synchronization across distributed organizational structures.

In most foreign sources, the definition of “supply chain” is more common than “supply chain management”. Some scientists and specialists define the CPU as a number of companies that send materials and services. Typically, several independent firms are involved in the production and delivery of goods to the end consumer in the CPU: suppliers (manufacturers) of raw materials, materials and components, manufacturers of finished products, wholesale and retail companies, carriers, forwarders, etc. - they are all parts of the CPU. Others talk about the CPU as a formed alliance of firms delivering goods or services to the market. It should be noted that almost all definitions include the end user as part of the CPU. One of the common definitions states that a CPU is a network of organizations participating through external and internal relationships in various processes that generate profit in the form of goods and services supplied to the end consumer. In other words, the CPU consists of several firms, both external (supply of goods, services) and internal (own divisions of the central company), as well as end consumers.

A synthetic definition of a supply chain, based on a generalization of the opinions of the majority of foreign scientists and specialists, is as follows: “A supply chain is three or more economic units (organizations or individuals) directly involved in external and internal flows of products, services, finance and/ or information from source to consumer."

Based on this definition, it can be concluded that there are three levels of CPU complexity: "straight CPU", "advanced CPU" and "maximum CPU". The direct CPU consists of a central company (industrial or trading), a supplier and a buyer participating in the external and/or internal flow of products, services, finance and/or information Fig. 1:

The extended CPU includes second-level suppliers and consumers, i.e. suppliers of the supplier of the central company. An example of an extended CPU is shown in Fig. 2:

Figure 2 Extended Supply Chain

Continuing these considerations, we can arrive at a maximum CPU, which includes, to the left of the central company (industrial enterprise), all contractors necessary for the manufacture of certain products, right down to suppliers - the enterprise for the extraction of initial natural raw materials. To the right of the central company, the CPU expands to the final (individual) consumer and further to the enterprise that closes the functional life cycle of the product, for example in the sense of its disposal. An example of a maximum supply chain is shown in Fig. 3:

Figure 3 Maximum Supply Chain

From this example, it can be seen that a financial intermediary can, by accepting some risk, provide credit and financial advice to members of the chain, a logistics intermediary carries out related transactions between the companies of the central enterprise, and a market research firm provides information about the end consumer to the central company, thereby supporting the most competitive CPU. This diagram briefly illustrates some of the many functions that a CPU can successfully perform.

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