LOGISTICS: THEORY AND PRACTICE Textbook Rostov-on-Don "PHOENIX" 2009 [email protected] 3 Direct-Media Moscow 2013 University library online, http://biblioclub.ru/ UDC 658.7 (075.8) BBK 65.40я73 KTK 0166 L37 Levkin G.G.<...> University library online, http://biblioclub.ru/ Introduction The textbook "Logistics: theory and practice" was developed in accordance with the state educational standard of higher professional education and takes into account the program requirements for the training of specialists in the economic profile of higher educational institutions.<...>In the second section - "Functional areas logistics enterprises and their relationship "- the classification of types logistics enterprises and their characteristics.<...>When examining functional areas logistics enterprises the classification criterion for the phase division of the material flow passing through the organization was chosen ( purchasing, production, sales and return logistics), since the main focus was on the control logistics at the micro level (level enterprises). <...> [email protected] 6 5 University library online, http://biblioclub.ru/ The appendix contains the following materials: glossary; regulations on the logistics department; act on the discrepancy of the received goods in quality; example claim and others.<...> Logistics: concept and essence Logistics Is a relatively young science.<...>The main focus development logistics in the historical aspect is military affairs.<...>The main concepts logistics Fundamental concepts v logistics are concepts O logistic chains, logistic system, logistic functions, logistic material, service, financial, information flows.<...> Logistic operations related to information and financial flows accompanying the material flow, can [email protected] 10 University library online, http://biblioclub.ru/ to collect, store, transfer information about the material flow, receive and transmit orders for information<...>

Logistics_theory_and_practice_Publication_2-e_ (study_book) .pdf

University library online, http://biblioclub.ru/ UDC 658.7 (075.8) LBC 65.40я73 KTK 0166 L37 Levkin G. G. L37 Phoenix, 2009 .-- 221, p. : ill. - (Higher education). ISBN 978-5-222-15954-5 978-5-4458-2127-4 The textbook "Logistics: theory and practice" was developed in accordance with the State Educational Standard of Higher Professional Education and takes into account the program requirements for the training of specialists in the economic profile of higher educational institutions. The textbook presents both theoretical and practical material in an accessible form, which allows you to get a comprehensive understanding of the science and discipline of "logistics". situational tasks, based solely on practical material, are adapted to the use of an Excel spreadsheet processor. Designed for university students. It can be used in secondary educational institutions, as well as in refresher courses. ISBN 978-5-222-15954-5 978-5-4458-2127-4 UDC 658.7 (075.8) ББК 65.40я73 © Levkin G. G., 2009 © Design: LLC "Phoenix", 2009 Electronic version, Publishing house "Direct -Media, 2013 [email protected] 4 Logistics: theory and practice / G.G. Levkin. - Rostov n / a: 220 p. M .: Direct-Media, 2013. - 220 p.

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University library online, http://biblioclub.ru/ Contents Introduction .................................... .......................Error! Bookmark not defined SECTION I. BASES OF MANAGEMENT IN LOGISTICS ……… ....... Topic 1. Organizational and economic foundations of logistics ……… .... 1.1 Logistics: concept and essence ……………………… ………………… 1.2. Basic concepts of logistics .................. Error! Bookmark not defined Conclusions .............................................. ...............Error! Bookmark not defined Questions for self-check ......................... Error! Bookmark not defined Bibliographic list ............................ Error! Bookmark not defined 5 8 8 8. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 10 18 19 19 Topic 2. The main problems in logistics systems Error! Tab 2.1. Classification of logistics systems .. Mistake! Bookmark not defined 2.2. A systematic approach to logistics .............. Error! Bookmark not defined 2.3. Logistic coordination .................. Error! Bookmark not defined 2.4. The main problems in logistics ........... Error! Bookmark not defined Conclusions ………………………………………………………………… ... Questions for self-control ………………………………… ……………… .. Bibliography ……………………………………………………. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 20 21 24 25 27 32 33 33 Topic 3. Theory and practice of management in logistics ………………… 34 3.1. Fundamentals of management in the logistics system ……………………… 34 3.2. The structure of firms and the organization of logistics management …………… ... 40 3.3. Logistic mission of the company ………………………………………… .. 43 Conclusions ……………………………………………………………………… .. 46 Questions for self-control …………………………………………………. 47 References ………………………………………………. 47 Topic 4. Factors and trends in the development of logistics …………………… 48 Conclusions ……………………………………………………………………… .. 55 Questions for self-control ………………………………………………. 55 Bibliography ………………………………………………. 55 [email protected] 217

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University library online, http://biblioclub.ru/ Topic 5. Logistic audit …………………………………………… .. 56 5.1. The concept of audit in logistics ……………………………………………. 56 5.2. Types of logistic audit …………………………………………… 58 5.3. The procedure for conducting a logistics audit …………………………. 59 5.4. LFA technology ………………………………………………………. 62 Conclusions …………………………………………………………………… .. 64 Questions for self-control ………………………………………… ………… 64 Bibliography …………………………………………………. 65 SECTION 2. FUNCTIONAL AREAS OF ENTERPRISE LOGISTICS AND THEIR INTERCONNECTION ………………………………………………………………… ... …………………………………………… .. 66 6.1. Tasks and functions of procurement logistics …………………………………………… 66 6.2. Procurement planning …………………………………………………………… .. 69 6.3. Supplier selection …………………………………………………………………. 72 6.4. The task “make or buy” ……………………………………………………… 75 Conclusions ……………………………………………………… …………………………………… 77 Questions for self-control …………………………………………………………… ... Bibliography ………… ……………………………………………………… .. 78 77 Topic 7. Production logistics ……………………………………………………. 79 7.1. The concept of production logistics ………………………………………………. 79 7.2. Types of production ……………………………………………………………………. 80 7.3. Traditional and logistic concepts of production organization ………… .. 82 7.4. Pushing systems of material flow management in logistics ………… 84 7.5. Pulling systems of material flow management in logistics …………… 85 7.6. Production planning management ………………………………………… .. 87 Conclusions ……………………………………………………………………… …………… .. 91 Questions for self-control ………………………………………………………………. 92 Bibliographic list ……………………………………………………………. 92 Topic 8. Sales logistics ……………………………………………………………. 94 8.1. The essence of sales logistics ……………………………………………………. 94 8.2. Sales logistics tasks ……………………………………………………… .. 95 8.3. Logistic channels and sales chains ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… .. ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… .. 95 8.4. Operational sales work …………………………………………………………. 97 8.5. Transport support of the enterprise's logistics ……………………………… ... 101 8.6. Logistic service in sales work …………………………………………… 106 Conclusions ……………………………………………………………………… ………………… 108 [email protected] 218

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University library online, http://biblioclub.ru/ Questions for self-control …………………………………………………………… .. 109 Bibliographic list ……………… ………………………………………………. 109 Topic 9. Logistics of returns ………………………………………………………………………………………………………………………………………………………………… 111 111 9.1. Logistics of return flows during re-processing of goods ………………. 111 9.2. Logistics of returns of firms-consumers of material flow ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………? 116 Conclusions ……………………………………………………………………………………… than 121 Questions for self-control …………………………………………………………… .. 122 References ……………………………………………… ……………… .. 122 Topic 10. Inventory management ………………………………………………………. 123 10.1. Category of inventories in logistics …………………………… 123 10.2. Inventory management system at the company …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… further 126 10.3. Main methods of inventory management ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… another 127 10.4. Additional methods of inventory management …………………………………… 130 10.5. ABC-XYZ-classification in inventory management …………………………… .. 131 Conclusions ……………………………………………………………………… ……………… 137 Questions for self-control …………………………………………………………… .. 138 References …………………………… ………………………………… .. 138 Topic 11. Information logistics ……………………………………………………. 140 11.1. Information technologies in logistics …………………………………………………………………………………………………………………………………………………… 140 11.2. Information technology in procurement ………………………. 143 11.3. Inventory management with the use of information technologies ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………. ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… .. 145 11.4. Fundamentals of warehouse automation ……………………………………………………………………………………………………………………………………………………… 147 11.5. The use of information technology in the transport industry ………… 150 11.6. The use of information technologies in organizing the sale of goods 153 Conclusions …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… ……………………………………………………… .. 155 References 155 SECTION III. PRACTICUM ……………………………………… .. 156 164 Topic 13. The task of assigning small-batch cargo in supply chain management ……………………………………………………………………………………… .. Topic 14. Inventory and procurement management …………………………………………… ... 176 Topic 15. Placement of goods in the warehouse ………………………………………… ………. 184 Conclusion ……………………………………………………………………………. 191 [email protected] 219

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University library online, http://biblioclub.ru/ Appendices ……………………………………………………………………………… 192 Series "Higher Education" Grigory Grigorievich Levkin LOGISTICS: [email protected] 220

• The word "logistics" from Greek, from the word "logistike", has two meanings:

• "Counting art"

• “The art of reasoning, calculating”.

Definition logistics

• Is the science of managing and optimizing the organization of the movement of streaming processes with integration links to achieve the goals of an enterprise

Basic concepts of logistics

• integrity,

• goal,

• logistics system,

• logistics channel,

• logistics chain,

• logistic cycle.

Basic concepts

• Logistic operation

• A separate set of actions aimed at transforming streaming processes

• Logistic cycle

• Time interval from the moment of placing the order to the moment of receiving the ordered products

• Logistic channel

• These are structural divisions of an enterprise or a set of enterprises that implement the processes of physical movement of goods (goods) from the seller to the buyer.

• Logistic chain

• linearly ordered set of enterprises or individuals carrying out logistics operations on a contractual basis in the process of physical movement of goods from seller to buyer

The objectivity of the application of the logistics concept in production and commercial activities is

• such properties as organizational, technological, economic and informational unity of streaming processes of reproduction and commodity exchange.

Integration of logistics functions into enterprise management

Variant of the structure of the logistics department of the enterprise

Streaming process

• characterized by a sequential change of states, stages of development (periods of the cycle), the ability to organize or self-organize into flows

• characteristic features of streams are:

• driving dynamics,

• direction of movement,

• the presence of cross-sectional boundaries,

• measurability,

• dimension,

• heterogeneity of objects of motion.

Types of streaming processes

• material,

• informational,

• financial.

Logistic system

• - an adaptive system with feedback, performing logistic functions and operations, consisting of several subsystems and having developed internal and external connections.

Production and commercial cycle of the enterprise.

• The boundaries of the enterprise logistics system (LSP) are determined by the content of the production and commercial cycle, the system includes the following stages of the cycle:

• financing - marketing

• purchasing - warehousing - transportation - production - warehousing - sale - delivery -

• receiving funds from the sale of products - financing.

Logistic system properties

• stability and adaptability

• stability is expressed in the ability of the system to maintain its integrity in the presence of external factors.

• adaptability is expressed in the ability of the system to change.

Logistics system connections

• Two types of links:

• internal, coordination
• external, synergistic.

Synergistic connection

• A type of connection that provides an increase in the overall effect of jointly functioning independent elements of the system to a value greater than the sum of the effects of the same elements acting independently

System-wide indicators

• delivery time - the date of receipt of the order, determined by the contract;

• the share of logistics costs - the product of the quotient from dividing the amount of logistics costs to the amount of turnover by 100%;

• stock capacity - an indicator reflecting the ratio of the amount of stocks of goods to the volume of goods sold. It is calculated as the ratio of stock at the end of the period to the net turnover for the period. An increase in the value of the indicator indicates a drop in demand for the product, a decrease in the value of the indicator indicates an increase in demand for the product.

• turnover frequency of all stocks - the value is defined as the ratio of the value of turnover to the volume of stocks

System-wide indicators

• flexibility - the readiness of the enterprise to fulfill the changes made by the client in comparison with the previously set parameters of the order;

• information readiness - the ability of an enterprise to provide the client with information about the execution of an order at all stages of work;

• readiness for delivery - the consistency of the lead time, defined as the ratio of completed orders to the total number of orders, as a percentage;

• obligatory delivery - accuracy of adherence to delivery dates;

• delivery errors - the ratio of incorrectly delivered products to the total quantity of products supplied. Delivery errors, defective products, late deliveries, incomplete delivery in terms of quantity or assortment;

Material flow definition

Pushing and pulling systems for organizing the movement of the MP

Workflow - a single workflow

• The essence of this approach is expressed in the organization of the interaction of information and material streams in the implementation of streaming processes.

• Workflow technology is based on the description and subsequent analysis of the sequence of actions or tasks that must be performed in order to achieve the goals of production and / or the provision of services aimed at meeting customer needs.

SADT (Structured Analysis and Design Technique) is a methodology for structural design and analysis. Developed by D. Ross (1969-1973)

Diagram of the logistic system in two versions of push and pull type

Material flow diagram (trade enterprise)

Information flow diagram (trade enterprise)

Procurement service work

Organizational management systems

Types of organization of support for stocks of products in the distribution network. The concept of quick response to demand.

• "Point of order" follow-up order on request
• "Quick response" subsequent order with a deadline of N days
• "Continuous replenishment" replenishment of stock is the obligation of the supplier on time
• "Automatic replenishment" replenishment of stock upon reaching the minimum stock is the responsibility of the supplier

Lean Production

• A new method for improving the quality of optimization has been developed and is being used in Japan.

production processes - Lean Production, which is based on the concept of Kaizen (kai - change, zen - improvement). The new strategy includes teamwork of employees, new management structures, new forms of work organization. The concept and strategy are based on increasing the personal responsibility of each employee of the company, a continuous improvement process and targeted grouping.

• The implementation of this approach is carried out using the information flow, providing all employees with prompt, reliable and complete information to perform their functions.

• In our country, these methods are beginning to find application, GAZ, Yegorshinskiy radio plant, Sverdlovsk region, Novosibirsk company Rossib Pharmacia, Karelsky Okatysh company, Ruspromavto concern.

• The production organization system is based on the following rules:

• Existence of a process of improvement (Kaizen);

• The group's own responsibility (the group thinks like one person);

• Immediate self-determination of errors and their elimination;

• Continuous development of production and its processes;

• Short production paths for manufacturing products (just-in-time principle);

• Activation of sub-suppliers;

• Production flexibility, despite its automation;

• Improving production facilities in small steps;

• Work according to the international standard of the ISO 9000 series.

Warehouse types classification scheme

Requirements for the arrangement of warehouses and planning of warehouses.

• The areas and volumes of storage facilities should:

• correspond to the volume and nature of the performed technological operations, flow rate and continuity;
• ensure the possibility of using effective methods of placing and stacking products, convenient access to stored objects;
• ensure the complete safety of storage units
• to ensure the possibility of effective use of lifting and transport equipment.

Scheme of the logistics process in the warehouse

List of GOST (s)

Marking

• Marking - the term marking is used to denote the process of applying special marks to packaging or cargo and to determine the actual image and text fragments of these special marks, applied, depending on specific conditions, directly to the product, packaging (container), plate (tag) or label.

Basic regulatory and technical requirements for product labeling:

• the labeling is provided by the supplier of the goods;

• information in the labeling must be provided in a language understandable to consumers and must be unambiguously understood by those for whom it is intended;

• the composition and content of the labeling of goods must be sufficient to ensure effective and safe handling;

• the means of labeling must be safe for people and must not affect the quality of the goods and lead to negative consequences in contact with other goods and external factors at the stages of the product life cycle;

• if it is practically impossible to apply the marking directly to the product, it should be stated in the accompanying documentation available for review.

Automatic object identification

Warehouse intensity indicators

• warehouse turnover - the amount of products released from the warehouse for a certain period, expressed in value terms. The indicator reflects the total sales and sales for individual groups;

• warehouse turnover - the ratio of the weight of the stored goods to the storage time, the indicator characterizes the labor intensity of work in the warehouse;

• specific cargo turnover - the amount of cargo per 1 square meter of warehouse area;

• the load density of the warehouse - characterizes the loading of the warehouse in tons per warehouse area intended for direct storage of products;

reloading factor - the average number of operations performed with each physical ton of cargo in the process of reloading operations. The transshipment factor is calculated by dividing the amount of ton-operations (completed movement of 1 ton of cargo from transport to transport, from transport to warehouse) by the number of physical tons. The lower the overload factor, the more rationally these works are organized.

Warehouse utilization rates

• the coefficient of uneven loading is defined as the ratio of the turnover of the most busy month to the average monthly turnover of the warehouse;

• the utilization factor of the cargo volume of the warehouse characterizes the density and height of the stacking of products;

• the turnover ratio of products in the warehouse characterizes the intensity of the passage of products through a warehouse of a certain capacity;

Economic indicators of the warehouse

• the number of cases of non-safety of cargo;

• warehouse expenses - the amount of expenses for organizing the storage of goods;

• the cost of storage of goods - the average value for all warehouses, is determined by the ratio of the total costs associated with the performance of warehouse work to the number of ton-days of storage;

• the labor productivity of the warehouse staff is calculated as the ratio of the warehouse turnover to the number of all warehouse workers.

Stock types

• Current stocks are created in accordance with the production program of the enterprise for the ordered-backed production facilities.

• The stock in transit is formed to ensure an uninterrupted production process, its size is determined by the delivery time of the new ordered batch of materials.

The safety stock can be formed both for materials and for finished products. The purpose of this type of stock is to ensure production or consumption (sales) when a situation arises of an unpredictable increase in the demand for the products produced by the enterprise or for the work performed in the event that the manufacturer works on his own materials, not using the principle of “working on the customer's material”.

Object structuring methods

Definition of information flow

• Information flow - a set of data, messages circulating in the logistics system, between the system and the external environment, necessary to manage the logistics system and its interaction with other subjects of the external environment.

• The information flow of an enterprise is formed from external and internal information, which can be presented by oral messages, printed documents and in electronic form in the form of a file structure or a database.

Information flow characteristics

• direction of movement,

• heterogeneity (statistical information, dates, financial information, documentary, graphic),

• different conditions for availability.

Fundamental provisions of the formation and management of information flow

• the principle of one-time creation of information and reusable use,

• use of information in real time,

• processing large amounts of statistical information,

• forecasting,

• the adequacy of the information collected, stored, processed and provided to users to their real needs,

• a clear understanding of the information needs of participants in business processes.

Types of logistics systems

• planned,

• dispositive (or dispatching)

• executive (or operational).

Planned LIS

• Planned LIS are created at the administrative level of enterprise management and serve to make decisions of a strategic, long-term nature. The tasks of structuring logistics systems, production development, inventory management, financial strategy, etc. are being solved.

Dispositive LIS

• Dispositive LIS are created to ensure the functioning and control of individual parts of production or the direction of the enterprise, to solve particular current problems.

Performing LIS

• - these are systems for monitoring and accounting for various areas of the enterprise or production processes on-line, in real time.

Corporate information system

• KIS is an integrated complex that provides enterprise management processes and realizes the possibility of using information technology in the performance of logistics operations.

The corporate information system of the enterprise is implemented through

• complex of technical means,

• software, linguistic support (a set of documents that formalize the processing, search, input and transmission of data in the system, thesauri, rubricators, classifiers, code tables, etc.)

• and human resources

Documentum provides a means of collecting and importing large volumes of content from a variety of sources, including ERP / CRM systems, e-mail (Microsoft Exchange, Lotus Notes, etc.) and other corporate applications. The platform enables document scanning, allowing important information to be transferred from paper to electronic files and managed in the ECM system.

.

• You can combine documents of different formats with different access rights into virtual documents. The same document can be included in several virtual documents

Site Deployment Services for publishing content to the Web retrieves a Web site from a repository of content and places it on the Internet.

The lifecycle management mechanism allows you to set change rules for the content when it moves from one stage of the lifecycle to another

While repository services deal with the structure of the repository, library services manage content objects. They transform the repository into a library, controlling user access to each of its objects.

Documentum provides attributive and full-text search across a distributed repository in various languages, including support for Russian morphology and semantics.

Documentum supports loose and tight task routing that can be accessed by both external and internal users .

Enterprise Content Integration Services allows you to search all external and internal corporate resources

Site Delivery Services Site Delivery Services Their primary purpose is to publish content to a specified set of internal and external Web sites and portals.

Documentum Desktop is a Documentum Windows application that gives end users access to repositories and content management functionality

Large organizations with distributed infrastructure located in many geographically distant sites need to control access to a large number of content stores, service user requests and ensure the health of user applications.

Documentum eRoom is an application that allows you to create a project-oriented portal environment for real-time interaction

The system includes the Forms Builder, a visual design tool built on the basis of the W3C X-Forms standard. Using it, you can design complex Web user interfaces that are integrated with business processes without programming.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Introduction

1.Simulation in logistics

Practical task number 1

Practical task number 2

Used literature

Introduction

Logistics is the science of planning, control and management of transportation, warehousing, and other material and non-material operations performed in the process of bringing raw materials and materials to industrial enterprises; in-plant processing of raw materials, materials, semi-finished products; bringing finished products to the consumer in accordance with his requirements, as well as transferring, processing and storing relevant information.

Logistics (from the Greek - the art of reasoning, after - the art of supplying the army and its movement, mathematical logistics).

The global goal of logistics is to shorten the cycle, reduce inventory.

At the production stage - due to the synchronization of processes; by determining the need for material resources; what is needed? when? how?; due to self-regulation (production is in accordance with the demand for a particular product).

The main task of logistics is the use of materials, energy, information, personnel and means of production. Provide the consumer with products at a specified time of a specified quality at a specified location and for a specified price.

1. Modeling in logistics

Modeling, as a purposeful representation of the analyzed real or hypothetical business process, serves primarily two purposes in management.

First, it is the preservation of knowledge about the structure, laws of functioning and management of the organization in a formal form (structural modeling).

Secondly, filling the model with real data and carrying out a computer simulation (imitating the real behavior of an object over a period of time) allows you to get a factual basis for making decisions.

Conducting simulation modeling, overthrowing the postulate of "impossibility of experiment in economics", became possible due to the development of the capabilities of computer technology, the study of human decision-making processes, and the development of the discipline of reengineering.

Features of modeling in logistics are determined by the content of the logistics concept itself. Logistics presupposes a systematic approach to integrated and dynamic management of material, financial, information flows in an organization, across the functional boundaries of departments. This is largely in line with the principles of system dynamics and the concept of business processes. The behavior of an organization, in terms of system dynamics, is determined by its information-logical structure as a system, is presented in terms of flows, not functions, and is considered in development and dynamics.

A business process can be defined as a purposefully transformable and controlled flow of resources.

Thus, in search of answers to the questions: how are the costs and revenues generated along the supply chain, what are its critical parameters, development factors, bottlenecks and opportunities, what are the causes of the problem, what will be the results of the planned decisions - the logistics manager is helped by computer modeling of business processes ...

Management in logistics is characterized by taking into account a large number of parameters, functional and correlation dependences, the influence of stochastic factors. All of them are analyzed when building the model, but not all are included in it.

To make a decision, the model must reflect the essence of the problem, giving a rationale, according to A. Einstein, "... as simple as possible, but not simpler." Full reflection of all real dependencies in the model is impossible or economically unjustified.

As the founder of the total quality approach, E. Deming, said: "All models are wrong, but some models are useful." Useful models become useful when, in their construction, several methodological rules are followed in practice.

First, the modeling should be a group work. This implies not only the formation of a working group of specialists of different profiles, but also wide involvement in data collection, assessment, testing, making proposals according to the model of managers of different levels and different divisions of the company. This is how the performance of the model and the training of personnel are achieved.

Second, the modeling must be carefully documented. A good model doesn't hurt a little bureaucracy. All options, personalized offers resulting from the implementation of the first rule must be recorded. Based on the simulation results, regulatory, planning documents, job descriptions, etc. are issued.

Third, modeling is an ongoing process. Structural and simulation models serve as a means of justifying decisions, developing scenarios, training and communicating personnel. Changes in the setting of the problem, the influence of external factors, the emergence of new knowledge may require adjusting the parameters of the model.

Another practical point is the choice of modeling the business process in the “As is” or “As it should be” state. As a rule, in the methodological support of commercial analytical packages, general recommendations are given on this issue. A feature of reengineering can be considered the third, in general, controversial, form of modeling - “As will be”.

Modeling forces managers to more accurately and fully formulate a description of the causes of problems, the possible results of changes that they intuitively feel. In the process of formal construction of the model, internal contradictions and doubts in these views are revealed among different managers. Group model building requires consensus, and spreading the business process model along the supply chain improves communication, understanding the interests and roles of other departments. Thus, the interaction, which is so important in logistics, improves. The model becomes a vehicle for collective corporate psychoanalysis. The typology of models in logistics is derived from the concept of "logistics system", which, as you know, due to its enormous conceptual capacity and the variety of intermediate forms of existence in real practice has not been finally established. An amorphous idea of ​​the essence and nuances of logistics activities does not contribute to the creation of an effective methodological toolkit in the form of a model range that takes into account the specifics and phases of the existence of the logistics object. On the other hand, the underdevelopment of the modeling apparatus in logistics hinders its development as a science.

We have to borrow from other areas of knowledge (systemology, operations research, inventory management theory, etc.) various methods and methods of modeling, but this path requires a deep critical analysis of the available range of models, rethinking their potential capabilities and organic shortcomings from the point of view of logistics. Otherwise, serious difficulties arise, and sometimes even misunderstandings, both in the choice of the modeling method and in the explanation of the essence of the modeled logistic processes. Any specialist in the field of modeling without much difficulty will find in the set of models presented in the literature on logistics a lot of facts when the results of modeling related objects cannot be compared with each other even on a scale of order: structural models are presented as functional, static as dynamic, conceptual as informational and even as analytical, etc.

In order to establish an assortment range of models that satisfied at least the modest requests of researchers and practitioners in the field of logistics and helped to reduce the time spent searching for "necessary" models, it is advisable to pay more attention to the well-known classifications in the theory of modeling complex physical, economic and information systems. With this approach, according to the nature of fixing the state of the system, one should distinguish between:

Situational modeling, in which, to obtain a forecast of the vector of states of the system Z (T), the change in the states z (t) є Z over time T. in the distribution network, the state of affairs in the management of production and inventory, etc .;

Behivioral modeling that determines the output statistical characteristics y (t) єY over a time interval. Hence, behavioral models should be considered those that provide a statistical assessment of the degree of stability, reliability and adaptability of the system at a certain time interval. Models of this kind include models built on the basis of queuing theory, since they use statistical distributions of intervals between various logistic operations. With their help, it is possible to assess the level of functionality of the logistics system in relation to the previously achieved level or to the corresponding standard in the form of the average lead time and delay of an order in the system, the probability of its loss, etc.

Depending on the form of the model representation of the logistic object, the model range can be further divided into two main types: physical (material) and abstract modeling.

Physical Models in the general case, they are divided into full-scale and model. It is clear that full-scale models are better than others to provide an adequate reflection of reality. At the same time, carrying out field studies is fraught with enormous difficulties, both organizational, economic and scientific. Usually, "in nature" it is possible only to fix the existing state of the system without the possibility of variations in external and internal environmental factors.

When using different versions of model modeling, for example, in the form of semi-production tests, the experimenter's capabilities increase, but there is a high probability of distortion of the modeling results, especially in cases where it is not possible to establish the criteria for the similarity of processes in the model (model) and nature.

Abstract modeling remains so far the most acceptable means of knowledge in logistics, and most often the only possible one. According to the way of expression, abstract modeling is decomposed in four directions: conceptual, mathematical, imitation and symbolic modeling.

In turn, conceptual models can be conditionally divided into verbal models and models of system-wide structural forms. Currently, this is the most common type of models in logistics, especially in the part called theoretical. The dialectic of their widespread use in observational and descriptive fields of science has deep epistemological roots, which, apparently, should not be violated, especially where models have hard-to-define inputs and outputs. However, conceptual modeling is only a means of obtaining initial knowledge about the subject of research. The level of knowledge of sciences that use only the techniques of conceptual modeling is such that "they have most of the morphological data on the studied systems, sometimes these data are reduced only to classification. The establishment of stable regularities is a relatively rare and great success."

Mathematical models in their highest manifestation are capable of much, but it is difficult to give any specific characteristic, according to which one or another model could be attributed to the mathematical type. The range of mathematical operations is too huge: from very abstract models in symbolic variables to serious elaboration of computational aspects. Depending on the degree of achievement of the result when describing the mechanism of the course of the investigated processes through the use of mathematical methods, they can be conditionally decomposed into four groups: analytical (digital), analog, cybernetic and game. We can once again emphasize the relativity of such a gradation. For example, if analytical, analogue and cybernetic models can definitely be attributed to mathematical models, then game models can take almost zero mathematical level in so-called "business games" and become almost one hundred percent analytical when formalizing conflict situations using elements of game theory.

But simulation models (IM) are even more complex. And it is not surprising, since on the basis of this criterion, almost all classes, subclasses, types, groups and varieties of abstract models can be considered an imitation of reality. To confirm the correctness of this conclusion, one can refer to the classical definition of the essence of simulation, which is represented in the form of "the process of forming a model of a real system and conducting experiments on this model in order to identify the properties of the system and determine possible ways of its creation, improvement and (or) effective use" ...

The whole question is only in the establishment of such rules of imitation, under which the model will not become false. Among scientists of the "old" generation, there is a corresponding opinion, according to which "in the process of choosing a system model, one should take into account the varying degrees of their study and, if possible, avoid using models that do not have a developed mathematical apparatus." If we adhere to their opinion, then we can assume that the risk of "getting sick" by the inadequacy of the reflection of real processes in imitation modeling will be the less, the more the mathematical apparatus corresponding to a specific specificity is used. On this basis, simulation models can be conditionally divided into three more groups: analytical, cybernetic and informational.

In an attempt to draw a fine line between these groups, we will assume that a sign of analytical simulation modeling is those cases when the simulation of the structural and functional space of a modeled system is carried out on the basis of solving a system of balance equations using methods of linear, nonlinear, dynamic, statistical and other types of programming.

However, giving the palm to analytical, analogue or cybernetic models when simulating real processes in logistics, apparently, is not worth it, since numerous exceptions confirm another rule. According to him, "in difficult situations, only individual terms of the general problem lend themselves to analytical assessments, both due to the lack of the necessary dependencies so far, and this is, perhaps, the main thing, due to the impossibility in some cases to introduce a measurement scale that" makes sense. " cognition of reality forms many types of information models, which, carrying all the main features and rules for constructing simulation models based on the formal and informal apparatus of analysis, become models of a synthetic order that can ultimately acquire a higher practical value in comparison with conceptual and analytical ones. models.

But even if the information model satisfies all the requirements described above, the amount of information received from it becomes so extensive that their processing may be ineffective. Further improvement of software is required through the development of rational procedures for the formation and use of generalized information. Such systems for searching and processing the necessary data have already appeared and have become widely used on the Internet. One of them, called "ASK JEEVES" (smart search service), is rapidly conquering the world, and its founder (Steve Berkovets) has become one of the most prosperous businessmen in the United States.

It is difficult to imagine that the "smart search service" was outside the framework of interactive management with the operational definition of functional and informational links between elements of the logistics infrastructure. Otherwise, how can you quickly develop and tie the optimal control parameters to the corresponding horizons and phases of the control process? The possibility of carrying out an iterative dialogue procedure subdivides information systems into two more types: interactive and simple, i.e. with output for traditional (no feedback) analysis of tables and relationships. It should be recognized here that A. Scheer's information models of the business process, which in recent years are increasingly beginning to be used to solve logistics problems, can be attributed to the dialogue systems that have ASK JEEVES elements.

Upon closer acquaintance with such information models, one can find that their structure is largely based on the use of symbolic models, which in turn are divided into linguistic and sign (teleological) ones. Language models are based on a set of unambiguous concepts strictly fixed by a certain machine language (FORSIM, GPSS, SIMULA, SIMSCRIPT, BOSS, SOL, DYNAMO, MIMIC, etc.) set theory, etc.) a set of necessary concepts is displayed, due to which a description of a real object is given in individual symbols. We can say that all kinds of relational languages ​​and semantic networks based on the algebra of relations in conjunction with the rapidly developing apparatus of frames and slots expand the possibilities of creating and identifying means of representing elements, connections and objects of logistic activity, which ultimately contributes to the emergence and development of "ASK JEEVES "in logistics.

Almost all of the types, groups and types of models indicated above can be structured according to the so-called features of functional and hierarchical orders. In particular, on the basis of their intended purpose, the models are divided into functional, structural, organizational, management, providing, as well as data and output models. According to the methods of managing the system, sometimes in logistics, the so-called models of "pushing" and "pulling" types are used. The model can also be named from the predominant type of modeled flow: commodity, financial, management, resources, products, etc.

The gradation according to the degree of generalization of the objects of modeling forms local, corporate, regional, sectoral, republican and other types of models. Each of them can be decomposed depending on the specifics of the tasks being solved. For example, a local operating model (LOM) can be designed to study the problems of transport, finance, and resource management.

Almost all areas of logistics activities are permeated by the inventory management subsystem (UZ). Considered a relatively young branch of operations research, the theory of inventory management already has several hundred models, which are classified in detail according to several dozen features. It makes sense to give them in full only when creating a computer knowledge base on KM. Here it is enough to restrict ourselves to an enlarged classification, which distinguishes models by: the number of nomenclatures; the number of warehouses; the nature of the replenishment; the nature of the demand; a way of looking at dynamics; objective function; replenishment strategies; a way to control the level of stock; accounting for shortages; delayed deliveries

In addition, depending on the nature of the processes under study, all models can be divided into deterministic and stochastic, static and dynamic, continuous and discrete. However, in the indicated "pure" form, logistic processes, and, consequently, models, are extremely rare, especially in deterministic, static and continuous forms, which is associated mainly with a non-stationary and independent nature of demand. The typology of models in logistics is derived from the concept of "logistics system", which, as you know, due to its enormous conceptual capacity and the variety of intermediate forms of existence in real practice has not been finally established. An amorphous idea of ​​the essence and nuances of logistics activities does not contribute to the creation of an effective methodological toolkit in the form of a model range that takes into account the specifics and phases of the existence of the logistics object. On the other hand, the underdevelopment of the modeling apparatus in logistics hinders its development as a science.

Most often used in logistics andsimulation modeling. Simulation modeling - in it the laws that determine the nature of quantitative relations remain unknown, the logistic process remains a black box. For example, we press the buttons on the TV, getting the result, we do not know exactly what processes are taking place inside it.

The main processes of simulation.

1. Construction of a model of a real system.

2. Setting up experiments on this model.

Objectives: to understand the behavior of the logistics system; choose a strategy that ensures the most efficient functioning of the logistics system. Typically, simulation is carried out using computers. Basic conditions under which it is recommended to apply simulation modeling.

1. There is no complete formulation of this problem, or analytical methods for solving the formulated mathematical model have not yet been developed.

2. Analytical models are available, but the procedure is so complex and time consuming that simulation provides an easier way to solve problems.

3. Analytical solutions exist, but their implementation is not possible due to insufficient mathematical training of personnel.

The advantage of simulation is:

1. This method can be used to solve more complex problems.

2. These models make it possible to quite simply take into account random influences and other factors that create difficulties in analytical research.

3. In imitation modeling, the process of the system functioning in time is reproduced.

4. The logical structure is preserved. Disadvantages of simulation.

Disadvantages:

1. Research using this method is expensive.

2. A highly qualified programmer is required.

3. A large amount of computer time is required.

4. Models are developed for specific conditions and cannot be applied to other similar models.

5. The possibility of false imitation is great. This can happen even with minor changes in actual conditions.

The description of the simulation model can be completed with the words of R. Shannon: “The development and application of simulation models is more art than science. Consequently, success or failure largely depends not on the method, but on how it is applied. "

2. Analysis of ABC-XYZ in inventory management

An important tool for inventory management is ABC / XYZ analysis. The essence of the method lies in the distribution of stocks into three groups depending on the attractiveness (ABC) or the stability of the turnover trend (XYZ). The attractiveness of the stock and the stability of the turnover trend can be assessed according to various criteria. The solution supports three metrics: revenue, margin, and quantity.

In the solution, you can create different catalogs for the classifications ABC and XYZ. Each such catalog is focused on the use of one of the supported assessment criteria and allows you to set the percentage between groups A, B and C (for classification XYZ - between its groups). Based on these catalogs, you can form product classifications into groups ABC and XYZ. Each such classification is formed for the format (group) of enterprises, or for a separate production.

When analyzing the scoring method, decision-making situations are characterized by the need to choose from many alternatives. The fact that not all alternatives are of the same importance in terms of influencing the overall result determines the dependence of the quality of the solution on identifying the most important factors and finding opportunities to influence them. The method by which individual elements are classified and visualized according to their degree of importance to a particular problem is called ABS analysis.

Historically, the origin of the method is associated with the solution of supply problems, namely, with the need to concentrate efforts on those products that have the greatest weight in the total cost of raw materials and materials. In principle, ABS analysis has a very wide area of ​​application, since according to the studied quantities (for example, goods, customers), a variety of areas can be classified.

ABC analysis is based on the hypothesis that in reality 20% of elements often provide about 80% of the result. This hypothesis is based on the so-called Pareto principle, which was put forward by the Italian economist Pareto (1848-1923) and claims that within a given group or population, individual objects have much more importance than that which corresponds to their share in the population of this group.

An example of ABC analysis is the prioritization of management tasks. The most important tasks (A-group), which the manager deals with every day, occupy about 15% of his total working time. Their value, in terms of contribution to the achievement of goals, is within 65%. Problems of average importance (B-group) take about 20% of the time and have a share of the result also about 20%. Minor tasks, on the other hand, require about 65% of the time and provide only about 15% of the achievement of goals. Graphically, the relationship between the volume of tasks and the significance (value) of tasks with the allocation of groups A, B, C is shown in Fig.

Based on the example of using ABC analysis to study the distribution of a manager's time, the following stages can be distinguished:

a) drawing up a list of all tasks that need to be completed within a certain time (week, day);

b) ordering tasks according to their importance and importance (in decreasing order of importance);

c) assigning a number to each problem;

d) assessment of tasks according to the ABC principle: the first 15% belong to the A-group (very important, cannot be delegated, are very important for the performance of the function); the next 20% - B-group (important, significant, can be delegated); the remaining 65% - C-group (less important, insignificant, it is obligatory to delegate);

e) checking the allocation of time for compliance with the importance of tasks: 65% of the time for the A-group; 20% of the time for the B-group; 15% of the time for the C-group.

f) taking corrective actions to consistently focus on A-tasks.

g) checking B-tasks and C-tasks for delegation.

The scope of ABC analysis extends along with the setting of time priorities to many other tasks. A frequently used option is the classification of the company's customers in terms of their importance for the success of the company and the subsequent division into A-, B-, C-groups. Very often ABC-XYZ analysis is used to study the significance of individual products of an enterprise in terms of results (sales, profit). This is done to optimize the structure of the sales program and to clear the program of unprofitable products.

ABC analysis is an effective method of isolating from a multitude of influencing factors and elements those that are of particular importance for achieving the set goals and therefore should have a high priority.

The decisive advantage of ABS analysis is its ease of use. The method allows for quick conclusions that help to reduce the overload of the manager with details and provide a better overview of the problem area. With the help of ABS analysis, the possibility of consistent orientation to the Pareto principle is realized, concentrating activities on the most important aspects of the problem. The activity focuses on solving the most important tasks, as a result, it becomes possible to purposefully reduce costs in other areas.

The weak point of ABC analysis lies in the search for objective criteria for evaluating elements, criteria that are critical to achieving the result. This problem is relatively easy to solve for quantifiable factors (there are objective measures that can be used for comparison). Qualitative criteria (for example, the quality of the production program) are characterized by significantly higher requirements for acceptance.

XYZ analysis - the study of the stability of sales - is usually used in conjunction with ABC analysis, which allows you to highlight the key products for the seller.

There are two methods of organizing purchases. They are conventionally called “from sales” and “from warehouse” approaches. The first, in fact, is simply the accumulation of the experience of communicating with clients.

Management "from the warehouse" means relying not on quality information, but on data from previous periods. On their basis, forecasts for the future are made. It is under these conditions that the SIC (statistical inventory method) methods, which include ABC and XYZ analysis, work well.

The meaning of the XYZ analysis is in the study of sales stability. If ABC analysis allows you to determine the contribution of a particular product to the final result (most often to the company's total profit or to the cost of inventories), then the XYZ analysis examines deviations, jumps, and sales volatility.

Category X includes products with stable sales. If a store sells one hundred plus or minus five cartons of milk every working day, then that product falls into this category.

For group Y, more significant deviations are allowed.

In the Z category, there are goods whose sales cannot be accurately predicted, the fluctuations are too great.

The purpose of the XYZ analysis is the differentiation of goods (nomenclature) into groups depending on the uniformity of demand and the accuracy of forecasting.

There is a very simple statistical apparatus for the distribution of goods into these categories. When comparing data, the formula for calculating the coefficient of variation is used.

XYZ analysis technique

The main idea of ​​XYZ analysis is the grouping of objects according to the degree of homogeneity of the studied indicator (according to the coefficient of variation).

Note that XYZ analysis works correctly only in the case of a normal (Gaussian) data distribution. However, as the obtained statistical data increase, the distribution, subject to certain natural conditions, becomes closer and closer to Gaussian.

First step: Define the objects of analysis. Options: customer, supplier, product group / subgroup, item unit, etc.

Second step: Determine the parameter by which the object should be analyzed. Options: average inventory, rubles; sales volume, rubles; income, rubles; number of sales units, pcs; number of orders, pcs. etc.

Third step: Determine the period and the number of periods for which the analysis needs to be done. Options: week, decade, month, quarter / season, half year, year.

General recommendations: The period should be no less than the planning horizon adopted in your company. An interesting situation arises, say, when analyzing sales and inventory in firms that sell household appliances, building materials, spare parts for cars, etc. The financial plan is often drawn up for a month, but the really necessary planning horizon should be for six months. Analyzing data with a period of less than a quarter just doesn't make sense. All products fall into category Z.

Fourth step: Determine the coefficient of variation for each analyzed object. The formula for the coefficient of variation is shown above.

The fifth step: Sort the objects of analysis in ascending order of the value of the coefficient of variation; further define the groups X, Y and Z.

This coefficient shows (in percentage) the degree of deviation of the data from the mean. Its high values ​​are clearly illustrated by the old joke of statisticians: "Sitting on the stove with your head in the refrigerator, on average, is not bad." Nomenclature positions (in Western terminology, SKU - stock keeping unit) with a coefficient of variation from 0 to 10% fall into category X, from 10 to 25% - into category Y, the rest - into category Z. However, this is an approximate distribution. Plotting the XYZ curve in many cases allows you to more accurately set these intervals - by the inflection points.

It is best to use XYZ analysis in conjunction with ABC analysis (although this alone will provide the logistics department with significant information). At the same time, the entire product range is divided into nine categories of goods.

Experts emphasize that integrated ABC (XYZ) analysis is only a means to support decision making. The construction of the matrix will not divide the goods into “bad” and “good”, and will not identify the goods that are subject to immediate withdrawal from the list of sold. Additional analysis is always needed. In the CZ category, there are often related products such as workwear or cleaning products for the mechanisms sold. They generate little revenue and are not regularly purchased by customers. Bread, salt and matches will fall into the CX category at discount stores. These products must be in stock - not finding them, the buyer may no longer come to the store.

Still, the benefits of integrated analysis are undeniable. It serves as the basis for inventory management, allows you to define the "point of order". For category AX, given its financial relevance and predictability, strict standards must be set and compliance with which must be given special attention. For this group of goods, it is recommended to check the balances on a daily basis by setting a clear calendar (date) or statistical (according to the amount of stock remaining in the warehouse) point of ordering new lots.

An integrated analysis matrix can even be used to allocate administrative resources. The AX category must be served by the most experienced and qualified employees, and the group of products that have fallen into the CZ cage can be entrusted to beginners. It will not be difficult for them to work with a category where orders are less frequent, tolerances for deviations are higher, and only the amount spent on a given item for a certain period is strictly limited.

The visibility of the results of the ABC (XYZ) -analysis allows you to use it as an argument in communicating with managers in order to push them to take certain actions.

When using XYZ analysis, there are several significant limitations to keep in mind. First of all, the requirement for the amount of data used. The more there are, the more reliable the results will be. The number of study periods must be at least three.

It will not be possible to apply statistical methods in the case of a dynamically changing situation, for example, when launching a new product on the market (which the company has not yet traded with analogues) or a one-time purchase of some commodity items. When the number of sales of a new item grows weekly, XYZ analysis will give nothing, the product will inevitably fall into the “unstable” group Z, XYZ is meaningless and for enterprises or companies working on order, they simply do not need such forecasts.

The frequency of analysis is a purely individual matter for each company.

Seasonality can seriously affect the results of calculations. Here's a typical case. The company is informed about the increase in seasonal demand, the necessary stock of goods has been purchased or produced. But due to surges in sales, the product is slipping into the "unpredictable" category Z In addition, there are entire market segments where the use of XYZ analysis will be completely useless.

Practical task number 1

Make or Buy

The firm produces and markets three components. The head of the supply department was given the task of learning the prices on the world market. Such price and cost indicators have been learned (tab. 1)

To solve the problem, we calculate the coefficient of option k by the formula

Table 1. Initial information for making a management decision “make or buy”

Indicators	Component
Production volume, units
Fixed assets costs, UAH
The cost of paying for the work of the main production workers (per unit of products), UAH
Direct vitrates per unit of production, UAH
Fixed costs per unit of production, UAH

2. Determine the amount of profit in case of own production of all components

When developing recommendations regarding the possibility of purchasing a component, it is necessary to take into account only the relevant costs of income, the amount of which directly depends on the decision to be made. The costs of both alternatives - purchase or own production - are presented in Table 2.

Table 2.Comparative analysis of two alternatives (procurement or own production)

Relevant costs	Component
	virobusiness	purchasing	virobusiness	purchasing	virobusiness	purchasing
Cost of basic materials per unit of production, UAH
Labor costs of the main production workers (per unit of production), UAH
Direct costs per unit of production, UAH
Import purchase price, UAH
Together, the relevant costs per unit of production, UAH.

The results of calculations based only on costs indicate that the firm should purchase component X.

Let's calculate the amount of profit in the case of our own production of all components (Table 3)

Table 3. Calculation of the amount of profit in the case of own production of all components

	Indicators	Component
	production volume, units
	Consumption of basic materials per unit of production, UAH
	Unit sales price, UAH
	Profit from one unit of production, UAH
	Profit for the entire production volume, UAH
	Total profit, UAH

Let's calculate the amount of profit, taking into account the recommendations given in table. 2

Table 4. Calculation of the amount of profit for the combined option (purchase or own production)

	Indicators	Component
	Production volume, units
	Consumption of basic materials per unit of production, UAH
	Labor costs of the main production workers (per unit of production), UAH
	Direct costs per unit of production, UAH
	Fixed costs per unit of production, UAH
	Import purchase price, UAH
	Cost of one product unit, UAH
	Selling price per unit of production, UAH
	Profit from one unit of production, UAH
	Profit for the entire production volume, UAH
	Total profit, UAH

Thus, the calculations showed that when using the combined option, the company will be able to make a profit in the amount of UAH 60384 thousand, which is UAH 1243.2 thousand. more self-production of all components.

Practical task number 2

The problem of locating distribution centers

There are 8 stores on the territory of the district that sell food products, their coordinates (in a rectangular coordinate system), as well as monthly freight turnover are shown in Table 5. Based on the initial data, find the coordinates of the point (X warehouse, Usklad), in which it is recommended to organize work of a distribution nature , as well as build points where stores and a warehouse were located on the same graph.

Table 5. Freight turnover and coordinates of shops that are served

Shop No.	X coordinate, km.	Y coordinate, km.	Trade turnover t / month

Let us determine the coordinates of the center of weight of freight flows (X warehouse, warehouse), that is, the points at which a distribution warehouse can be located according to the formulas:

De В і - cargo turnover of the і-th consumer, X і, Y і - coordinates of the і-th consumer, n - the number of consumers

Answer: coordinates of warehouse X warehouse, = 73.65, Y warehouse = 35.16.

References

1. Virobnycha Logistics, Navch. Vidannya pid ed. Tankova K.M., Tridid ​​O.M., and Kolodizeva T.O., “Inzhek”, 2004r.

2. Logistics, lecture notes ed. Tridid ​​OM, Kolodizeva T.O., Golofaeva I.P., KhNEU, 2004r.

3. Bowersox D.D. Logistics: integrated purpose of supplies., M.-2001, 640s.

4. Mirotin LB Transport Logistics: uch. Benefit, M. 1996, 212s.

5. Nerush Yu.M. Logistics 2006

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Logistic analysis is based on the use of a logistic function, with the help of which the laws of growth inherent in many forms and standards of living, as well as in the sphere of material production and the processes of saturation of consumer demand, are described. For example, the demand for color televisions: at first a slow, but accelerating growth in the proportion of families with a television, which is turning into a steady growth; then the growth in the proportion of households with a TV slows down as this indicator approaches 100%.

The logistic function graph has the shape of the Latin letter "S" laid on its side. Therefore, it is also called an S-shaped curve. This curve has two inflection points and is characterized by a transition from accelerating growth to uniform growth (concavity) and from uniform growth to decelerating growth (convexity).

In general, the logistic law reflects the dynamics of many processes in space and time, for example, the birth of a new organism or population, their withering away, various transitional states, etc.). Logistic regularities have the property of reflecting changes in the increasing acceleration of the process to a decelerating one, or, conversely, with the inverse shape of the curve. This important feature makes it possible to statistically determine various critical, optimal and other practically valuable points.

The logistic function is based on the pattern expressed by the Verhulst equation:

, (1)

where Y is the value of the function;

A is the distance between the upper and lower asymptotes;

C is the lower asymptote, that is, the limit from which the growth of the function begins;

a, b - parameters that determine the slope, bend and inflection points of the graph of the logistic function (Fig. 2.1).

To solve the equation of the logistic function, it is first necessary to determine the upper and lower asymptotes. This can be done with sufficient accuracy using the empirical series by simply viewing it. The value of the upper asymptote can be checked analytically using the formula:

,

where
- three empirical values ​​of the function, taken at equal intervals of the argument.

NS

Rice. 2.1. Logistic function schedule

Then the equation of the logistic function is expressed in the following logarithmic form:

Denoting the left-hand side of this equation by lg Z, we obtain a first-order parabola:

To determine the parameters of this equation, the following system of normal equations is used, solved by the least squares method:

If we find the parameters a and b from these equations, then we can compose a series of quantities (a + bx) equal to the theoretical values
... Determining the quantities
, it is easy to compose a series of theoretical values ​​of the function y x. If C = O, and the upper asymptote = 100%, or 1, then the equation of the logistic function is simplified to the form:
.

An example of completing an assignment for logistic analysis

As an example of a logistic analysis, let us consider the definition of a logistic pattern describing the conversion of the US automobile industry to the production of military products during the Second World War. The main types of military equipment produced by the US automobile industry during the Second World War were: aircraft, aircraft engines and their parts, military vehicles, sneakers and units for them, ship equipment, guns, ammunition, etc. The following data on the volume of military production is known by years (Table 2.2).

Table 2.2

Dynamics of the volume of military production

The dynamics of the volume of production of military products manufactured by the US automobile industry is shown in Fig. 2.2.

The following periods can be distinguished on the chart:

PeriodD- K... The increase in the output of military products during 1941 was ensured by an increase in the production of "pre-mobilization" products at military factories and was associated with the transition to three-shift work with a 7-day working week and with the launch of the mothballed backup factories.

Period K-L. In the first half of 1942, the growth in the output of automobile firms was determined mainly by the conversion of civilian industry to the output of military products. During the second half of 1942, the conversion continued, but the restructuring of civil industry and new construction played a decisive role.

PeriodL- M... The growth in the output of military products during 1943 was characterized by the restructuring of civilian industry and the commissioning of newly created facilities.

Let us find the equation for this pattern, taking A = 10, C = O, n = 5. To compile a system of normal equations, we preliminarily calculate the values



(Table 2.3).

0NS

1941 1942 1943 1944

Rice. 2.2. Dynamics of the volume of military products manufactured by the US automotive industry: along the axis abscissa - time (in years), ordinate - output (in billions of dollars)

Table 2.3

Calculation of data for a system of normal equations

		x	A/	A/ - 1 = Z	Z

Substituting into the Verhulst equation instead of a and b their values, as well as the value A = 10, we have:

Using this equation, we calculate the expected values ​​of the function y. The calculation is shown in table. 2.4.

Based on the results of table 2.3, we compose a system of normal equations:

15

Table 2.4

Calculation of values

The textbook "Logistics: theory and practice" was developed in accordance with the State Educational Standard of Higher Professional Education and takes into account the program requirements for the training of specialists in the economic profile of higher educational institutions.
The textbook presents both theoretical and practical material in an accessible form, which allows you to get a comprehensive understanding of the science and discipline of "logistics". situational tasks, based solely on practical material, are adapted to the use of an Excel spreadsheet processor.
Designed for university students. It can be used in secondary educational institutions, as well as in refresher courses.

Logistics: concept and essence.
Logistics is a relatively young science. It developed especially rapidly during the Second World War, when it was used to solve the problem of clear interaction between the defense industry, rear and supply bases and transport in order to provide the army with weapons and food in a timely manner. Subsequently, the concepts and methods of logistics were transferred to other areas of activity and found application both in the sphere of circulation - control of the movement of material flows - and in production.

At the same time, the term "logistics" has an ancient origin. In ancient Greece, the word "logistics" meant "counting art" or "the art of reasoning, calculation." In the Roman Empire, logistics were understood as the rules for the distribution of food. During the time of the Byzantine Emperor Leo VI (866-912), logistics was defined as the art of supplying an army and managing its movements.

Content
Introduction
SECTION I. FUNDAMENTALS OF MANAGEMENT IN LOGISTICS
Topic 1. Organizational and economic foundations of logistics
1.1. Logistics: concept and essence
1.2. Basic concepts of logistics
conclusions
Questions for self-control
Bibliographic list
Topic 2. The main problems in logistics systems
2.1. Classification of logistics systems
2.2. Systematic approach to logistics
2.3. Logistic coordination
2.4. The main problems in logistics
conclusions
Questions for self-control
Bibliographic list
Topic 3. Theory and practice of management in logistics
3.1. Fundamentals of management in a logistics system
3.2. The structure of firms and the organization of logistics management
3.3. Logistic mission of the company
conclusions
Questions for self-control
Bibliographic list
Topic 4. Factors and trends in the development of logistics
conclusions
Questions for self-control
Bibliographic list
Topic 5. Logistics audit
5.1. The concept of audit in logistics
5.2. Types of logistic audit
5.3. The procedure for conducting a logistics audit
5.4. LFA technology
conclusions
Questions for self-control
Bibliographic list
SECTION 2. FUNCTIONAL AREAS OF ENTERPRISE LOGISTICS AND THEIR RELATIONSHIP
Topic 6. Purchase logistics
6.1. Tasks and functions of procurement logistics
6.2. Procurement planning
6.3. Supplier selection
6.4. The task "make or buy"
conclusions
Questions for self-control
Bibliographic list
Topic 7. Production logistics
7.1. Manufacturing logistics concept
7.2. Production types
7.3. Traditional and logistic concepts of production organization
7.4. Push systems for materials management in logistics
7.5. Pulling material management systems in logistics
7.6. Production planning management
conclusions
Questions for self-control
Bibliographic list
Topic 8. Sales logistics
8.1. The essence of sales logistics
8.2. Sales logistics tasks
8.3. Logistic channels and distribution chains
8.4. Operational sales work
8.5. Transport support of enterprise logistics
8.6. Logistic service in sales work
conclusions
Questions for self-control
Bibliographic list
Topic 9. Return logistics
9.1. Logistics of return flows during the reprocessing of goods
9.2. Logistics of returns of firms-consumers of material flow
conclusions
Questions for self-control
Bibliographic list
Topic 10. Inventory management
10.1. Logistics Inventory Category
10.2. Inventory management system in the company
10.3. Basic Inventory Management Techniques
10.4. Additional Inventory Management Techniques
10.5. ABC-XYZ Classification in Inventory Management
conclusions
Questions for self-control
Bibliographic list
Topic 11. Information logistics
11.1. Information technology in logistics
11.2. Information technology in procurement
11.3. Inventory management using information technology
11.4. Warehouse automation basics
11.5. The use of information technology in the transport industry
11.6. The use of information technology in organizing the sale of goods
conclusions
Questions for self-control
Bibliographic list
SECTION III. PRACTICE
Topic 12. Inventory management using ABC classification
Topic 13. The task of assigning small-batch cargo in supply chain management
Topic 14. Inventory and procurement management
Topic 15. Placement of goods in the warehouse
Conclusion.

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