Efficiency of the logistics system- this is an indicator (or a system of indicators) that characterizes the level of quality of the functioning of the logistics system at a given level of general logistics costs. From the point of view of the consumer, who is the final link in the logistics chain, the effectiveness of the logistics system is determined by the level of quality of service for his order.

Growing interest in improving the efficiency of the entire supply chain is increased requirements and to the system of evaluation indicators, which in this case should provide an integral assessment of logistics processes.

Most often, the main criterion for such efficiency is considered minimization of logistics. expenses. Without a doubt, the focus on minimizing costs is relevant, but subject to the achievement of the required level of logistics service. Therefore, a multi-criteria assessment of the effectiveness of the functioning of the logistics system has gained popularity.

The most common are the following evaluation criteria: costs, customer satisfaction / quality, time, assets .

Expenses. The actual value of the costs associated with the implementation of certain logistics operations, to the greatest extent reflects the results of logistics activities. The amount of expenses, as a rule, express or total penny? the amount of expenses or the amount of money per unit of output (unit costs), or shares in sales. Abroad, the analysis of logistics costs is usually carried out as a percentage of GDP (for the country as a whole) or sales finished products firms (industries). The essence of logistics costs and their composition will be discussed in more detail below.

Customer Satisfaction / Quality. The next group of logistics indicators relates to customer service. These indicators characterize the company's ability to: achieve full satisfaction of the needs of its customers.

The final indicators of this group include the perfect order, customer satisfaction and product quality.

Among modern approaches to the assessment of the cumulative effectiveness of all operations aimed at satisfying consumers, the most interesting is perfect order concept. Perfect Order- this is the highest criterion for the quality of logistics operations, since "perfect order" acts as a measure of the overall effectiveness of the entire integrated activity of the company, and not of individual functions. This indicator characterizes how evenly and smoothly the execution of the order occurs at all stages, that is, how well the entire multi-stage order management process is established and there are no failures in it.

Perfect Order is an organization of work that meets the following standards:

1) full delivery of all products for all ordered items;

2) delivery within the period required by the consumer with a tolerance * And day;

3) complete and accurate documentation of orders;

4) impeccable observance of the agreed terms of delivery (quality installation, correct equipment, readiness for use and lack of orders).

Today, the best logistics organizations show an order completion rate of 55-60% of all their operations, while most others will not even reach 20%.

Customer satisfaction is assessed by his perception of the timing of the order (the length of the functional cycle), the elements of the perfect order fulfillment and the ability of the company to respond to the state of the order and requests (claims) presented. An important indicator of customer satisfaction are:

delivery before the appointed time- the proportion of orders completed on time or earlier;

warranty service costs- the level of average actual costs for warranty service in income;

Response time to consumer claims and their satisfaction: claim response time - average term between the receipt of an application from the client and his contact with the appropriate representative of the company; claim satisfaction time - the average time until the client's requirements are fully satisfied.

Product quality is characterized by: the frequency of damage to products, the cost of damaged products, the number of claims, the number of returns of goods from consumers, the cost of returned goods.

Time. Temporary indicators of the degree of a firm's ability to respond quickly to customer requests. In other words, they record the time that passes from the confirmation of the customer's intention to make a purchase until the moment when the product is at the customer's disposal.

The key indicators of lead time are:

the duration of the production cycle from the order for the supply of resources to the release of the finished product- the cumulative period of external and internal supplies required to create a ready-to-ship product if, when an order for this product was received from the consumer, there was no available stock and no order for the supply of production components was placed;

supply chain response time- the theoretical time required to identify and fix important changes in market demand, making appropriate adjustments to operational plans and an increase in production by 20%;

performance production plan - average actual frequency of full (+ 5%) compliance calendar plans product release.

Assets. The subject of asset valuation is the effectiveness of the use of capital invested in facilities and equipment, as well as working capital associated with stocks. Asset Management Score Shows How Fast Spinning current assets(including stocks) and how successfully the fixed assets pay off the investments invested in them.

The key diagnostic indicators of asset utilization are:

Forecast Accuracy - retrospective assessment based on the nearest three-month period of error-free average demand forecasts;

Inventory aging - costs due to the aging of inventories as a percentage of their average cost;

Typical indicators of the effectiveness of the use of logistics assets are also: duration of the operating cycle, inventory turnover (in turnovers and days), return on total assets, return on working capital, return on fixed capital, return on investment, etc.

The listed absolute logistic indicators are of little importance in themselves, however, they can be used for comparison:

with absolute standards - the best results that can be achieved at all;

with target standards set on the basis of goals that are realistic and achievable;

with past standards when the results obtained in the past are analyzed;

Competitor standards when examining the performance of competitors.

To measure the effectiveness of the logistics system is often used financial indicators, which are very popular, so they are still easy to calculate, look convincing, allow you to systematically approach the analyzed problems and compare the results obtained. However, they have their drawbacks, primarily due to the fact that they reflect past results rather than current ones, are slow to respond to changes, depend on a number of accounting techniques and do not take into account logistics aspects. Time financial indicators can show that something is going wrong, but do not show exactly what is going wrong or how it can be corrected.

Therefore, in recent years, a new approach to determining the effectiveness of the logistics system has attracted considerable attention - the concept of "balanced benefit diagrams". This concept is based on the accounting of key performance indicators, mostly not necessarily financial, which provide the company's management with a better means of achieving strategic goals compared to methods using traditional assessments, are largely oriented towards measurement financial indicators. At the same time, key performance indicators are determined directly strategic goals companies.

To build such a diagram, it is proposed to use a four-step process:

1) formulation of a supply chain management strategy;

2) identification of actually measurable parameters of the achieved success;

3) identification of processes that affect the final results;

4) identification of the main drivers of the efficiency of these processes.

It is suggested in the diagram that the three main manifestations of success are quality, speed and low cost. These objectives are significant in that they combine performance measures in terms of customer perceptions of quality with internal measures of resource and asset utilization.

Since "what gets measured gets managed", it is inevitable that after such measurements, the attention of managers will be directed to solving these key problems.

Another approach to evaluating the effectiveness of logistics activities and improving the functioning of the logistics chain is to understand the structure of logistics processes. This approach is to create process maps- schemes of flows that occur when an order is received from the buyer and end with the delivery of goods.

Mapping the processes that take place in the supply chain is the first step towards understanding the possibilities for improving their efficiency through reengineering. At the heart of this kind of reengineering is the idea of ​​the existence of time, "which adds value" (the time spent on performing actions still creates benefits for potential buyers), along with the existence of "what does not add value" time (the time spent doing an activity that would not reduce the benefit to the buyer if not done).

The efficiency of the supply chain according to this method can be defined as

where Ell is the efficiency of the logistics chain; CHT - time, increases value;

Chll - temporary length of the logistics chain.

This value is often less than 10%. To improve this performance indicator, first of all, it is necessary to achieve a comprehensive understanding of the analyzed logistics processes and reduce time that does not increase value.

There are various groupings of logistic indicators. First of all, logistics indicators are grouped depending on the tasks that can be solved with their help. The use of systems for evaluating the results of logistics activities is designed to solve three main tasks: monitoring of logistics operations, control over them and operational management. For this, appropriate logistic indicators should be used. Monitoring indicators allow you to track the dynamics of work logistics systems. To typical monitoring logistic indicators include the level of service and elements of the cost structure.

The indicators that are associated with the assessment of the contribution of logistics to the activities of the enterprise can be divided into the following groups:

indicators characterizing the logistics system;

indicators characterizing the work of the logistics system.

efficiency of the logistics system;

performance of the logistics system;

reliability of the logistics system;

flexibility of the logistics system.

World and domestic experience shows that the use of logistics can significantly increase the efficiency of activities industrial enterprise. The main indicators of the effectiveness of the application of logistics are:

1 Destocking in supply chains

2 Maximum use of space and volume

3 Acceleration of capital turnover.

4 Reduction of transport costs, which can be achieved due to the high consistency of sites in terms of the use of transport.

5 Reducing the costs associated with cargo handling, including the cost of manual labor.

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

This paper proposes to summarize the main performance indicators in a table in four areas: assortment management, provision of goods, formation and stimulation of demand and economic efficiency activities.

For a more detailed analysis, the following notation is introduced:

Gf - the number of groups of goods at the time of determination, units; Gn - the total number of product groups, units.

Vf - the actual number of types of goods at the time of the survey (check), units; Vn - the number of species provided for by the assortment list, supply contract, standards, etc., units.

Rf - the actual number of varieties of goods at the time of verification, units; Рн - the number of varieties provided for by the assortment list, the terms of the contract, price lists, etc., units.

Ro - the number of new varieties of goods that appeared at the time of the check, units. (Table 1.1);

Table 1.1 - List of performance indicators for assortment management

The logistics subsystem includes:

1 Structural indicators (number of suppliers, volume of purchased resources, number of complaints, logistics costs)

2 Performance indicators (reduction of delivery time, traffic intensity)

3 Economic indicators (costs, price, conservation of resources)

4 Quality indicators (reliability of supply, level of service)

When working with suppliers, it is necessary to track the costs of order fulfillment, as well as establish optimal size ordered batch. These indicators are presented in the table.

In trade, the formation of stocks is not ruled out. Indicators of the effectiveness of the use of stocks include the level of inventory (TK), the ratio and the turnover period (Table 1.2).

Table 1.2 - List of performance indicators for procurement and inventory management

Where T 2 - turnover in the current month (period);

T 1 - turnover of the previous month (period)

O - turnover value;

St - the costs associated with delivery;

Сх - costs associated with storage.

Ce - annual operating costs;

St - annual transport costs;

K - capital investments;

T is the payback period of the option.

T days - daily turnover;

Qodn - average daily sale;

Zsr - average stock, days;

M is the share of annual storage costs in the value of the stock.

For an enterprise that sells its products without intermediaries, it is important to stimulate demand and control the level of customer service. Several indicators of this subsystem are presented in Table 1.3.

Table 1.3 - List of service performance indicators

Where NP is the number of people who entered the store per day;

NT - the number of purchases per day;

S Ext - the size of the exhibition area;

S Total - size total area shop;

A - assortment of the store;

In a market economy, the results of an enterprise's activities are analyzed using a system of indicators, the main of which are profit and profitability. Profitability is defined as the ratio of profit to one of the performance indicators of a trading enterprise.

The main goal of the enterprise is to make a profit and use it most effectively in the interests of the enterprise. In the process of analysis, the dynamics, the implementation of the profit plan from the sale of products are studied and the factors for changing its amount are determined (Table 1.4).

Table 1.4 - List of economic efficiency indicators

Where PRr - profit from the sale of goods, works, services;

ВРр - proceeds from the sale of goods, works, services;

C - cost goods sold, products, works

РР - implementation costs;

SD - administrative expenses.

P - the amount of profit (gross or net);

T - the volume of trade (excluding VAT).

D - income from sales

P - purchase and sale costs

Introduction

In today's world, the topic of evaluating the effectiveness of logistics activities is relevant because in logistics the activities of each business entity are the subject of attention of a wide range of market participants (organizations and individuals) interested in the results of its functioning. For rate financial position organizations use the evaluation of the effectiveness of logistics activities based on available information. With the help of which it is possible to objectively assess the internal and external relations of the analyzed object: to characterize its solvency, efficiency and profitability of activities, development prospects, and then, based on its results, make informed decisions.

The relevance of this topic lies in the fact that effective management in today's market conditions - necessary condition improving the efficiency of business, organization, development and implementation competitive advantage enterprises.

The purpose of this work is to study the evaluation of the effectiveness of the logistics activities of JSC "GTL". The object of study is OJSC "GTL"

The subject of the study was the theoretical and methodological issues of organizing logistics activities at the enterprise and ways to improve the efficiency of the logistics activities of the enterprise.

In the course of the work, the methods of observation and correlation, the methodology for organizing logistics activities at the enterprise were used.

The important role of assessing the performance indicators of the organization in preparing information for planning, assessing the quality and validity of planned indicators, in checking and objectively assessing the implementation of plans. Evaluation of indicators is a means of not only substantiating plans, but also monitoring their implementation. Planning begins and ends with an assessment of the performance of the enterprise. Evaluation of indicators allows you to increase the level of planning, make it accurate in detail. An important role is assigned to evaluation in the matter of determining and using reserves for increasing the efficiency of production.

The set goal determines the solution of the following tasks:

1. Consider methods for evaluating the effectiveness of logistics activities.

2. Consider methods for analyzing the effectiveness of zoning.

3. Analyze warehouse routing costs

Chapter 1. Evaluation of the effectiveness of logistics activities

Methods for evaluating the effectiveness of logistics activities.

Every company has a logistics system. Even if the company does not have its own logistics department or transport department, it carries out logistics activities. The main task of logistics activities is to ensure timely and complete satisfaction of customer needs at minimal cost.

For any company, the level of logistics costs is quite high. The efficiency of the company's logistics system will be determined by such important aspects as the timely replenishment of inventories, as well as the timely and complete satisfaction of customer needs. Some of the most common reasons for disruption of customer orders include the following:

untimely delivery of products (with a delay of 1 day or more);

delivery of an incomplete batch of goods;

delivery of goods in incomplete configuration;

delivery of the goods good quality or damage to the quality of the goods during its transportation.

Thus, the effectiveness of logistics activities should be determined not only by cost criteria. Considering the many aspects that affect the efficiency of the company's logistics activities, a number of criteria for its evaluation can be distinguished:

1. General logistics costs . These include the costs of transportation, warehousing, loading and unloading, inventory management, order management, etc. Quite often, due to inefficient logistics activities, a company may incur forced financial losses. For example, theft occurred during transportation; non-compliance with the rules for fastening bulky goods led to a significant loss of quality. Such costs should also be attributed to the costs of logistics activities, since their value negatively affects the profitability and overall results of the company.

The following actions will help to resolve the issue of high logistics costs:

· Implementation of progressive methods of control over the movement of vehicles (GPS-navigation);

Optimal placement of products in the warehouse, further development multi-level storage racks;

· Transition to systems of address storage of goods in a warehouse;

· Training and regulation of labor in transport and warehousing;

2. The quality of the logistics service is perhaps the most difficult criterion to evaluate. It is not always possible to accurately determine whether you have provided a quality service to a client. There are also possible value judgments of the work of the company's management, which do not reflect the actual quality of services. Therefore, we can refer to this criterion:

· Product quality.

· Perfect order.

A completed order can be considered the most universal indicator of a logistics service. It determines how evenly, smoothly and in a timely manner the buyer's order was fulfilled at all stages of logistics activities. Indirect criteria for the quality of a completed order can be the complete delivery of all products for all ordered commodity items, delivery at the time required by consumers, compliance with the agreed terms of delivery, as well as high-quality documentation of the delivered batch of goods.

· Customer satisfaction. The degree of customer satisfaction, along with the above indicators (product quality and high-quality order fulfillment), is also affected by high-quality service at all stages of work.

3. The duration of the logistics cycle. The logistics cycle means total duration time for the purchase of goods, delivery to the warehouse of the supplier, sale and delivery of goods to the consumer. In a simplified representation, this duration can be called the total time for servicing the customer's order.

This criterion for evaluating logistics activities is very important for any company. In a competitive environment, the key factors of any supplier are price, quality and compliance with the delivery schedule. Moreover, if the supplier systematically breaks the contractual terms of delivery, then this threatens him not only with penalties, but with a complete break in relations. The speed of execution of the buyer's order serves to strengthen the competitiveness in the market.

4. Performance. This is an indicator of the effectiveness of logistics activities. It determines the amount of logistics services provided using the available technical means, transport and equipment. Performance can be measured using a number of indicators:

1. the number of satisfied consumer orders per unit of time;

2. the average level of loading of vehicles that deliver goods to consumers;

3. the ratio of logistics costs to the total volume of products sold;

4. the ratio of logistics costs and total investment in logistics facilities (transport, equipment, technical facilities, etc.).

5. Return on investment in logistics. The main areas of investment in the logistics of enterprises include:

6. warehousing (this includes all available warehouses for long-term and temporary storage of goods);

7. transport;

8. transport infrastructure (includes railway and automobile access roads, subdivisions for the repair and service of transport);

9. telecommunications facilities (these include GPS systems, operators and transport analysts).

The more developed the logistics system in the company, the lower the unit costs for logistics. And therein lies its effectiveness. However, if investments in transport, transport and storage infrastructure do not allow reducing logistics costs, then there is no point in investing. Therefore, it is important to assess the level of logistics costs before and after investing. If you feel the difference (in the form of lower logistics costs), then the investment is making a profit.

An important stage in the development of any logistics activity of a company is the evaluation of its effectiveness. Only by evaluating the operation of the logistics system according to all criteria (costs, quality of service, duration of the logistics cycle, as well as return on investment), you can choose the right direction for its improvement. This will allow you to get an indisputable advantage in the market in the form of efficient logistics.

General view of formulas for evaluating efficiency:

Table 1.

(3) Specific gravity purchase costs material resources in the total cost of material resources (4) The share of transport costs in the structure total costs for the purchase of material resources (5) The share of costs for the acquisition of material resources in the structure of supply costs or in the structure of total logistics costs or (6) The ratio of the growth rate of costs for the acquisition of material resources (7)

According to these formulas, it is possible to most accurately assess the effectiveness of logistics activities.

The economic system, which has high adaptive properties in the process of performing a complex of logistics functions and operations, is a logistics system that consists of several subsystems interconnected with each other and the external environment.

Industrial or trade enterprises, territorial production complexes belong to the objects of logistics systems.

The purpose of creating a logistics system is to minimize costs or keep them at a given level when delivering products (services, information) to the right place, in a certain quantity and assortment, and maximally prepared for consumption.

An integral set of various elements, united in subsystems and subsystems, which are in close relationship with each other, represents a logistics system.

Logistics systems are divided into:

1) production, transport, storage, which belong to the functional subsystems;

2) informational, legal, personnel related to supporting subsystems.

How to system queuing the logistics system has intrasystem connections and connections with the external environment. Types of logistics links can be: material, monetary, informational, while they are direct and reverse.

Intra-system communications are more developed than communications with the external environment. They, as a rule, are cyclic in nature, reflect the sequence of transfer of material and information flows between the constituent links of the logistics chain.

The system of planning, organization and control of processes and areas of activity in relation to logistics systems is built in such a way that the influence of individual internal or external factors cannot significantly change the progressive nature of the work being done.

The connections of the logistics system with the external environment can be cyclic and synergistic.

The effect that occurs in the process of mutual strengthening of the links of one logistics system with another is called logistics synergy.

Moreover, such an effect can occur between the logistics system and the external environment at the level of incoming and outgoing material and information flows. Logistic synergy is positive and negative.

If all partners and counterparties fulfill their obligations to the initiative structure, positive synergy is possible.

It consists in improving the uniformity of production or sales of products, in the rhythm of the supply of goods, in improving technological and organizational discipline.

All this ultimately leads to improved product quality.

In the event of simultaneous failure by several main counterparties of their obligations, negative logistical synergy arises.

In this case, the loss of raw materials, time and money is possible on a large scale.

It should be noted that when end-to-end control of the management of material flows from resources to the release of finished products is carried out, in logistics systems with vertical integration, the possibility of negative synergy is significantly reduced.

In this regard, many companies and organizations are striving to create a group of enterprises subordinate to a single goal, a single center logistics management and united by a technological chain, the so-called logistics portfolio.

As an example, consider an intermediary trade organization, which has public warehouses, carries out transportation and forwarding services that provide consumers commercial services or services to prepare products for production.

The logistics system is characterized as a system with temporary restrictions, while the violation of one of the restrictions is the reason for the application of appropriate sanctions.

Keeping within the generally accepted concepts of the system, logistics systems consist of system-forming links that are interconnected and interdependent.

The logistics system differs from other economic systems in a number of characteristic features: the presence of controlled flow processes, system integrity and its specificity, focus on the production of management organization.

The main properties of the logistics system are optimality and adaptability.

A necessary and predetermined property is optimality.

The optimality of the application of certain systems depends on the results of control actions and the assessments being implemented. Optimization decisions made in logistics systems allow maintaining the stability of management when making subsequent management decisions, simplify the choice of alternatives and facilitate the analysis of issues on which the primary prerequisites for solving flow control problems depend.

The ability of logistics systems to adapt is difficult to overestimate in the face of environmental uncertainty. A wide choice of offered goods and services in the market conditions increases the degree of uncertainty in demand for them.

What is the reason for sharp fluctuations in quantitative and qualitative criteria of material, financial, informational and other flows moving through logistics systems. The logistics cycle indicator is the most important characteristic logistics systems.

The logistics cycle is determined by the period of time needed to place an order for the supply of a particular product, manufacture it, including the acquisition of the necessary resources for this, and directly deliver the product ordered by the consumer to a warehouse or other destination.

The logistics cycle consists of:

1) the time to place an order in a certain order;

2) time for delivery and transfer of the order to the supplier.

Using modern means communication time is spent little, when using traditional communication channels (mail), the period of time increases significantly;

3) the supplier's order fulfillment time, which includes: order waiting period, order fulfillment period. Periods are made up of:

a) the working time required for the manufacture of products;

b) the time of interoperational downtime during production, the time of acceptance of finished products, etc.

The lead time may consist of picking time and packing time if the order is made from the manufacturer's stock or reseller stocks;

4) the time of delivery of finished products to the customer.

The logistics cycle may include time to prepare products for production, time to prepare products for sale.

In practice, the most important are those elements of the logistics cycle that relate to the time of execution of the order by the supplier and the time of delivery of products to the destination. In relation to the customer, they can be managed and unmanaged. Sometimes in the economic literature there is the term "material flow cycle", which is close in meaning to the term "logistics cycle".

2. Goals and objectives of the analysis of logistics systems

One of the areas of research in logistics is connected with the relationship between logistics and production costs. An attempt to minimize the cost of any separate species activities (transport, production, warehousing) lead to an increase in the total cost of logistics.

Therefore, the theory involves an analysis of new introductions of any type of logistics activity, taking into account all the costs of the system. A comprehensive analysis of logistics can determine, develop a management policy. System analysis contributes to the operation and improvement of the efficiency of the logistics system, its result is new concepts, the introduction of new technologies and equipment.

Price analysis of logistics is often carried out to find ways to reduce costs in a particular market space; changes occurring in the system under the influence of analysis are important for marketing.

A thorough and qualitative analysis of the logistics system allows you to more clearly define the goals and objectives of distribution. From this point of view, system analysis acts as a marketing tool that allows you to maintain and define service standards.

3. Basic concepts of logistics systems

Logistics systems are one of the most important concepts in logistics and are widely used in practical activities enterprises.

Adaptive system with feedback is a logistics system that performs certain logistics functions. It has developed links with the external environment and consists of several subsystems.

Let us analyze the properties of logistics systems, taking into account the main characteristics inherent in each.

1. Integrity and the possibility of division. The fragmentation of logistics systems into aspects can be carried out at the macro level: when the material flow moves from one enterprise to another, it is possible to consider the enterprises themselves as aspects, as well as the transport connecting them; at the micro level, the logistics system is considered as the main subsystems: procurement, which supplies the logistics system with a material flow; production planning and management, managing the procurement subsystem in the execution process technological operations and receiving material flow.

Sales is the output of the material flow from the logistics system.

The unity of purpose ensures the compatibility of the elements of the logistics system, the functioning of logistics systems is subordinated to this.

2. Connections. In micrologistics systems, their elements are connected by intra-production relations.

In macro-logistical systems, the basis of relations between elements is the contract.

3. Organization. The links between the elements of the logistics system are ordered in a certain way. This means that the logistics system has a specific organizational structure, consisting of interconnected objects and subjects of management that embody a given goal.

4. Efficiency. Ability to deliver the right product of the right quality certain time to a specific location at low cost and the ability to adapt to changing environmental conditions. The application of this property allows the logistics system to purchase materials, pass them through its production facilities and release them into external environment while achieving the intended goals. The operational properties of the logistics system are not inherent in its elements, considered outside the system.

5. Complexity. In the logistics system, it is determined by the main properties, such as the presence a large number elements, the interaction between individual elements, the complexity of the work performed by the system, the existence of complexly organized control, the influence of a large number of stochastic moments of the external environment on the system.

6. Hierarchy, which means the subordination of elements of a lower level to elements of a higher level.

Each logistics system is built from a community of elements between which there are specific working connections and relationships.

A link in the logistics system is an economic or functionally autonomous object that is not subject to further transformation within the boundaries of a specific task of analysis or construction.

The links of the logistics system can be of three main types: generating, transforming and absorbing; they correspond to the information flows passing along with them. Often there are mixed types of logistics systems in which the three listed characteristics are combined with each other.

In the links of the logistics system, material, monetary, information flows can converge, branch, split up and change their characteristics.

Enterprises and their divisions, etc., can act as links in the logistics system.

The specific characteristics of the links that the logistics system may consist of are:

1) various forms of ownership and organizational and legal forms, differences in the nature and tasks of work;

2) different power and concentration of applied technological equipment and resources used;

3) dispersal of technical means and labor resources over a large area;

4) greater mobility of vehicles;

5) the dependence of the results of activities on a large number of external factors and related links.

A large number of links in the logistics system is a combination of subjects and objects of management with their performance characteristics, which complicates management in the logistics system to a greater extent.

According to the scale of the area of ​​activity, logistics systems are divided into macro- and micro-logistics systems.

4. Models of logistics systems

When developing models of logistics systems, users must be aware of the influence of a large number of objective and subjective factors operating at a certain point in time. The main ones are the following:

1. Composition of subjects and their placement.

The system may include one or more legally dependent or independent organizations areas of production and circulation. The need for material, economic and labor resources determines the choice of a logistics system model, as well as marketing strategy in the market for goods and services.

When organizing a logistics system, forming new production facilities, the availability and location of suppliers is certainly taken into account. Most do not have the ability to effectively influence the localization of suppliers or consumers economic structures. Therefore, they locate their enterprises taking into account the reduction of transport costs.

2. The number and location of warehouses and transshipment points.

They can be installed directly at enterprises, combined into systems for storing and processing material resources received from suppliers, or into warehouse transformation centers focused on meeting consumer needs. If necessary, intermediate warehouses can be created in the immediate vicinity of consumers.

3. Transport models.

When forming logistics systems, several variants of transport models are developed. Each of them is distinguished by costs, type of transport, speed of delivery, reliability, rhythm, originality of packaging and warehousing.

The optimum is determined and implemented in the formed on this moment conditions option. When changing conditions, which entailed the transformation of calculated indicators, the subjects of logistics systems should be able to use other options for transport models.

The functional units of the logistics system at all levels are integrated not only with transport, control, but also with communication links, which form complex subsystems. The relationship between divisions and subsystems is implemented using telephone, telegraph, cable communication, computer network and other things. Each type of communication has its pros and cons.

The quick connection factor plays important role during the operation of the logistics system. It affects the level of adaptation of the system to the environment, has a direct impact on the processes of making and implementing decisions.

5. Information system.

When creating logistics systems, its presence is mandatory. Its structure depends on users, which include elements not only of a particular system, but also of the external environment.

Verification of the latter is limited. Great influence on the type information system renders the chosen approach when processing orders. Therefore, the system can be centralized and decentralized.

The degree of integration in which they differ depends on the goals set.

The process of development of logistics systems is based on logistics principles and involves the exact interaction and consistency of all the previously listed functional elements, taking into account the impact of influencing factors. The composition of the logistic system models is a characteristic organization of connections and relationships between subsystems and constituent elements of the system and the mutually agreed composition of these subsystems and elements, each of which corresponds to a specific function.

Logistics systems are characterized by polystructurality, which is expressed in the interpenetration of different subsystems that form several structures.

A feature of logistics systems is their relationship to systems with a variable structure. They are not static and are organized in relation to the working conditions, have the property of rapid restructuring.

A special form of experiment is logistic modeling, it consists in the study of an object according to its model.

The theory of logistics and the current practical experience make it possible to reduce the variety of features of the movement of material, monetary and other resources, as well as information in enterprises to a certain number of standard models.

This approach reduces time and saves money on the formation of individual programs. In this regard, logistics entities are classified according to various criteria.

1. According to the type of production, organizations are divided into: single, serial and mass.

2. By the nature of technological processes - into: continuous and discrete.

Special signs are used, according to which the classification of logistics entities takes place.

3. According to the structure of the supplier, according to the average distance of suppliers, according to the level of interaction with other enterprises.

A large number of features characterizing the features of the enterprise, used to form models, makes the latter closer to real conditions, and therefore, calculation programs make it possible to make fewer errors and malfunctions.

The essence of modeling is based on the determination of the similarity of the systems or processes under study, which can be complete or partial. On this basis, all models of economic systems are divided into isomorphic and homomorphic.

Isomorphic models include the characteristics of a real subject, and their correspondence is complete.

Homomorphic models are based on incomplete similarity of the chosen model, in other words, the similarity is partial.

When modeling logistics systems, complete similarity simply cannot be.

The most important characteristic of logistic models is their materiality.

On this basis, they are divided into two classes: material and abstract.

Material models reproduce the basic geometric, physical and functional characteristics the subject or processes being studied.

Often in logistics the only way modeling is abstract modeling, it can be symbolic and mathematical in the way of expression.

Symbolic models are divided into two types.

1. Linguistic, which are based on a certain set of words that are understood unambiguously.

2. Iconic models, the essence of which is that separate concepts certain symbols are assigned, i.e. signs.

The most effective in logistics is mathematical modeling.

The most common in logistics are two types of mathematical modeling: analytical and simulation.

Analytical modeling is a kind of mathematical approach in the process of studying logistics systems. Its goal is to obtain the most accurate solutions. The process of analytical modeling itself is divided into three stages.

At the first stage, mathematical laws and dependencies are formulated that connect individual objects of the system.

At the second stage, the equations are solved and theoretical results are obtained.

At the third stage, the obtained results are compared with reality, and the adequacy is checked.

The advantages of analytical modeling are great generalization potential and reusability.

Simulation modeling is used in cases where there are no analytical methods for studying a particular logistic model or their search is costly.

Simulation modeling is used for both analysis and optimization of the operation of logistics systems and is the main method for studying flow processes. Simulation modeling is divided into two stages: the first is to design a model of a real logistics system, the second is to conduct experiments on this model.

Using simulation modeling two major disadvantages must be taken into account.

First, it's high cost. this method research.

Secondly, there is a high probability of false imitation, since not only streaming, but also other processes in logistics systems are approximate.

A typical logistics system consists of a specific number of elements and certain relationships. Logistic modeling allows you to match not only possible links in the context of development existing market, but also heuristic relationships in the predicted market. This nature of modeling the management of logistics systems takes place both at the macro and micro levels.

The modeling of logistics systems is greatly influenced by differences in the operating conditions of enterprises and even similar departments.

5. Micrologistics systems

Micrologistics management systems include intra-production logistics sphere of one or a group of enterprises united among themselves on a corporate basis.

Technologically related industries, united by one infrastructure and working for one economic result, include micrologistic functions.

The main complex functions of these economic systems are as follows.

1. In accordance with the need of production, focused on the fulfillment of customer orders, procurement and implementation of the supply plan.

2. Based on the optimization of streaming processes, the organization of management of transport and moving operations in the field of production.

3. Creation of the required conditions for the transportation and delivery of marketed products, ensuring compliance with its orders, implementation and control of the marketing plan.

4. Impact on some logistics processes in the external environment.

Micrologistics systems have several levels of control. The object of management for the first level is an enterprise, or a group of enterprises in a corporate association.

The object of management of the second level is the scope of the enterprise.

The object of control for the third level is the divisions of the enterprise, and for the last, lower level, the object of control is the individual processes occurring in the division.

In the economic literature, one can sometimes find the opinion that micrologistics systems are separate links of macrologistics systems. However, this is not required.

There are internal, external and integrated micrologistics systems.

Optimize the management of material flows within the technological cycle of production of products in-house logistics systems.

Efficient use and reduction of inventories of material resources and work in progress, accelerating the turnover of the firm's working capital, reducing the length of the working period, managing the degree of stocks of actual resources, work in progress and finished goods in the manufacturer's warehouse system, improving the operation of industrial transport are the main tasks of the intra-production logistics system , if the program for the production of finished products is given. Usually, the criteria for optimizing the work of intra-production logistics systems are the minimum cost of production and the minimum duration of the production period while achieving the desired degree of quality of the finished product.

Micrologistics intra-production systems can be detailed to the production unit of the enterprise.

Solve problems related to managing and improving the efficiency of material and related flows, from the initial to the final destination outside the production technological process external logistics systems. Elements of supply and distribution networks that perform certain logistics functions to ensure the movement of flows from suppliers of material raw materials to production units are links in the logistics system.

The characteristic tasks of external logistics systems are the optimal organization of the movement of material resources and finished products in commodity distribution networks, the rationalization of costs associated with the logistics of individual elements of the logistics system and total costs, reducing the delivery time of resources and finished goods and the time for fulfilling consumer orders, resource inventory management and finished products, achieving a high level of service.

It is partly or completely a sales system for the supplier's products, a system for supplying the manufacturer with material resources.

The place of transfer of ownership of the goods from the supplier to the consumer is a matter of principle. Usually, the contract fixes the supply of material resources, the conditions for the transfer of ownership. Some conflict situations that arise in this case are associated with differences in logistics strategies and tasks of suppliers and consumers. This often results in the manufacturer creating its own purchasing structure, which is different from that of the suppliers.

Logistic systems consisting of links, similar, performing various operations and functions for transportation, warehousing, cargo processing, taking into account the distribution network of suppliers, constitute an external system, which is often called a logistics supply system. In such a system, one of the main tasks is to coordinate logistics operations and agree on goals with suppliers and intermediaries.

The definition of the main logistics operations entailed the emergence of external logistics systems for the actual distribution, supply, etc.

But the theory of business logistics in the modern sense was fully embodied with the advent of integrated logistics systems.

In an integrated logistics system, logistics management is such a management approach to organizing the functioning of an enterprise and its logistics partners, which allows you to keep the most complete account of temporal and spatial factors in the course of optimizing the management of material, cash and information flows to achieve the strategic goals of the enterprise in the market.

Theories of minimizing all logistics costs and quality management at all stages of the production and distribution cycle are decisive for the formation of integrated logistics systems.

Sometimes considered as subsystems of an integrated logistics system, in-house and external logistics systems.

Depending on the goals and optimization criteria set for the logistics system, the main logistics functions are implemented by creating a special organizational and functional structure.

The created structure includes the highest logistics management, which performs coordination and integrated management of actual flows, and many elements of the logistics system. Elements of the logistics system can be both internal divisions of enterprises (transport, warehouse, etc.), and involved enterprises that perform certain logistics operations and functions.

A system whose purpose is not to generate profit or achieve any other corporate goals of a business organization is considered a macro-logistics system.

This system is created at the level of a territorial or administrative-territorial entity to solve socio-economic, environmental and other problems of this kind.

Macrologistic systems are classified according to several criteria.

On an administrative-territorial basis, logistics systems are of the following types: district, inter-district, city, regional, regional, inter-regional, republican and inter-republican.

On an object-functional basis, macrologistics systems are allocated for a group of enterprises of one or more industries, interdepartmental, military, trade, etc.

The criteria for building micrologistics systems may differ significantly from the goals of creating macrologistics systems.

As performance optimization indicators in market system business and, accordingly, the formation logistics organization and management for the company, indicators such as the least total logistics costs, the maximum level of sales of finished products, the conquest of the maximum market segment, the stabilization of positions in the sales market, etc. can be applied.

The most complete satisfaction of consumer requests in relation to product quality, terms of order fulfillment, the degree of logistics service is a prerequisite.

When building macro-logistics systems, in most cases, the criterion of minimum total logistics costs is used. The formation of macrologistic systems is determined by political, military, environmental goals. For example, in order to improve the ecological situation in the region, it is possible to create a macrologistic system for optimizing traffic flows, which solves the problems of route efficiency, regulation of traffic flows, namely, switching traffic from one mode of transport to another.

In macrologistic systems, tasks can be solved, the essence of which is: the formation of intersectoral material balances, the choice of forms and types of supply and marketing of products aimed at specific groups of consumers and producers, the placement of public warehouse complexes in a certain area, the choice of transport, the organization of transportation, etc. . P.

On the basis of interstate programs, macrologistics systems involve the creation of a single economic space, where obstacles to the movement of capital, goods, information, and labor resources are minimized.

6. Design of logistics systems

Practical use logistics in a market economy acts as the most important factor in the development of entrepreneurship.

The organization of logistics systems at the first stages at the level of macroeconomics was carried out spontaneously, by trial and error. To facilitate this process in the future, on the basis of existing experience, methods were developed for the formation of organizational structures of logistics in economic entities.

By developing alternative models and comparing their characteristics with each other, the search for the most effective logistics solutions took place.

Based on compliance with the most efficient achievement of logistics goals, the best option is selected.

When designing and improving logistics systems, it is necessary to have a sufficient amount of versatile data, the accounting of which, as well as the course of collection and processing, should not stop in the future.

Basic information taken into account when designing logistics systems.

1. Market information:

1) its composition, scale, static character;

2) the number of buyers and their characteristics;

3) placement of customers;

4) demand flexibility;

5) the state of the financial area;

6) legislation;

7) the policy of state economic regulation, etc.

2. Production information:

1) the need for material resources, machinery, equipment and components;

2) the probability of deliveries through cooperation;

3) production technique;

4) the equipment of production and the degree of capacity utilization;

5) production pace;

6) the duration and specificity of the production cycle.

3. Information about material flows:

1) characteristics of the specifics and state of material flows;

2) information about the goods being moved;

3) method of work and operations during movement;

4) transport time and total delivery time.

4. Information about information flows:

1) characteristics of the specifics and state of information flows;

2) information about the information support system;

3) methodology for processing and securing information;

4) method of obtaining and disseminating information;

5) the potential for storing and accumulating information, etc.

It is very difficult, but possible, to take into account all the factors that affect the design of logistics systems.

7. Management in logistics systems

In large logistics systems, their own separate advisory boards are formed, which should ensure the correctness of decisions made by the management personnel of logistics systems and individual departments. Before considering the methods of organizing logistics management, it is necessary to determine the functional purpose of the relevant structures as fully as possible. Obviously, organizational structure, which manages the logistics system, is required to perform the following functions.

1. Develop and form a logistics system, adhering to schematic principles and provisions.

As a result, production economic activity periodically there is a need for transformations in the logistics system existing at the enterprise. Often these changes are dramatic. Therefore, a general reorganization of the entire logistics system is being carried out.

2. Design and implement a logistics strategy, taking into account the company's market strategy.

The efficiency of the logistics system is determined by the strategic and tactical policy in the field of production, sales, investments, personnel, technologies. These and other elements need to be taken into account not only in the course of overall management, but also in the formation of a logistics strategy.

Dual responsibility rests with officials involved in logistics management.

First, for accurate and timely informing managers top level on approaches to the implementation of the decisions made on the issues of logistics strategy, as well as the specific state of affairs.

Secondly, before the performers for good organization and coherence of ongoing work and activities and for bringing the results of the analysis of the effectiveness of the proposed changes.

3. Comprehensively manage the logistics system in order to rationalize flow processes.

This activity is varied and consists of:

1) management of external transport;

2) internal transport management;

3) planning and control of the production process;

4) organization planning and control over the state of stocks (not excluding material, raw materials and commodity), etc.

4. Coordinate interrelated management functions.

All management structures in business units are related to logistics.

In order to separate the areas of influence and responsibility in each production and economic system, it is necessary to adhere to the specifics of the tasks solved by a separate unit and the entire structure as a whole.

5. Solve the problems of the individuality of the enterprise.

In addition to the features dictated by the belonging of the enterprise to a specific part of the economy, management and social sphere, of great importance in the design and management of logistics systems are characteristics economic structures. They play a dual role.

Firstly, they do not allow to unify logistics tools, which makes the practical experience of logistics more diverse.

Secondly, they encourage a deep, constant and comprehensive study of the possibilities, condition and working conditions of the enterprise, which favorably affects the quality of the work carried out and contributes to timely adaptation to the environment.

In accordance with the specifics of the enterprise and the corresponding functions, logistics can be centralized and decentralized, when management is carried out at the level of some departments.

And accordingly, managerial responsibility is divided between different structural divisions or gathers in one coordinating center.

8. Efficiency of the logistics system

Scientists in the field of logistics believe that at the moment there is no universal model for evaluating the effectiveness of a logistics system that can take into account all the variables, all the nuances and all possible situations.

However, one parameter that can link the entire logistics system, taking into account all the variables, nuances and situations, exists - this is profit. If you build a chain of material flow promotion, then it is possible for those firms that will make a profit to participate in it.

The creation of these firms is caused by the current economic situation.

The passage of each logistics operation is accompanied by costs incurred by specific elements of the logistics system.

The principle of classification of logistics operations can be taken as the basis for the classification of costs. The allocation of certain costs or a group of costs depends on the type of logistics system, management and optimization tasks in certain logistics chains and channels. The total amount of costs, taking into account the costs of logistics administration, creates the total logistics costs in the considered logistics system.

Often, in order to achieve the goal of optimizing the structure or management of the logistics system, as part of the total logistics costs, profits from the freezing of material resources, work in progress and finished products in stocks, as well as damage from an insufficient degree of quality of supply, production, distribution of finished products to consumers of logistics services are taken into account. Usually this damage is estimated as a possible decrease in the scale of sales, a decrease in the market segment, loss of profit. On the other hand, all costs can be classified into the following categories: fixed, variable, general, average, marginal costs. When analyzing the income of a company, the following varieties are distinguished: gross, average gross, marginal income.

Evaluation of the effectiveness of the system can be carried out by comparing income and costs. In this case, two approaches are used. In the first case, efficiency is determined on average over a certain time interval by comparing gross income and costs.

In the second case, efficiency is determined for a certain state of the market and supply system by comparing marginal costs and marginal costs.

If, at a certain value of the material flow, the amount of additional gross income received as a result of the introduction of a logistics system exceeds the amount of costs for the creation and introduction of this system, then work can continue. By changing the scale of the material flow and studying the size of the efficiency achieved in this case, it is possible to derive its optimal volume from the point of view of efficiency.

If it is determined that for a given scale of material flow, fixed costs are fully covered, and time costs are only partially covered, then the enterprise can remain on the market, and in logistics activities it is necessary to answer the question of how it is necessary to reorganize and optimize the work of the enterprise in order to achieve an increase in income and reducing the variable part of costs in order to exceed income over expenses.

9. Planning in logistics systems

The logistics system not only includes functional areas, but also interacts with managerial functions such as planning, organization and control.

Planning in logistics systems is considered as a functional area of ​​activity of firms and consists of several aspects: location of firms, warehouse network planning, warehouse handling system, packaging, production planning, equipment selection and transport model.

The logistics system used by the firm to develop strategy for activities such as planning and production interacts with functional areas: production and technology, marketing, and finance and administration.

In planning, logistics affects production and technology by determining the optimal location of the company, planning the warehouse network, warehouse handling, equipment selection, transport model; in the field of marketing, logistics determines the directions of distribution, the goals of distribution service; financing and administration are related to the development of the information system, inventory control and budget.

10. Technology of the logistics system

There are several main principles for the construction and operation of logistics systems.

1. Systems approach. Transportation, loading and unloading, inventory management, order processing, etc. as logistics functions are considered as interrelated and interacting elements of the system. This approach optimizes the entire system as a whole, rather than its individual elements.

2. Accounting for the overall integrity of the costs of the supply chain. Minimizing the sum of the costs of the chain as a whole and its individual elements in particular is a criterion for the efficiency of the logistics chain.

3. Ensuring adaptability, elasticity, reliability, high speed and quality of the entire system and its elements.

The implementation of logistics positions in practice requires the use of new technologies that ensure the optimal operation of the entire system.

Technologies are considered at two levels:

1) macro level - the interconnected work of the elements of the logistics system;

2) micro level - optimal performance some parts of the logistics system.

Transport is the link between production and consumption. With the creation of logistics systems, manufacturers transfer part of the functions to forwarding companies, because in most companies transport costs amount to up to a third of the sale price of goods. They are released from functions unusual for them: packaging, marking, sorting of goods, warehousing, keeping accounts, finding effective option transportation, following the transportation schedule, monitoring the integrity of the cargo during the movement. Freight forwarding firms, in some cases, carrying out the purchase of goods from suppliers, become supply and distribution distribution centers.

The freight forwarding company thus becomes responsible for all links in the delivery of goods. It cooperates with ATPs, railway stations, ports, etc. Intermodal transport in Germany can serve as an example new technology in terms of logistics.

11. Principles and laws of logistics system management

Logistics management is the implementation of a systematic approach to production and marketing activities.

The systems approach in economics is a comprehensive study economic system as a whole in terms of system analysis. The system approach means that each system is a whole even when it consists of separate, disparate subsystems connected by a common goal.

It allows you to see the object under study as a complex of interconnected subsystems subordinate to one goal, to reveal its properties, internal and external connections.

A characteristic feature of the formation of logistics management systems is that such a system must first be analyzed in order to establish relationships with environment, and then relationships within the system being formed should be established.

Logistics management systems are characterized by four levels of completeness of coverage of the components of the value chain.

For logistics systems of the first degree of completeness of coverage of components, it is common to perform the functions of warehousing products ready for shipment and transporting them to consumers.

For logistics systems of the second degree of completeness of coverage of elements, the distribution of their competence to the outputs of the actual production is typical. The functions of such systems include order processing, customer service, storage of finished products.

For logistics systems of the third degree of completeness of coverage of components, it is common to extend their competence additionally to input warehouses, the delivery system for raw materials, the area of ​​​​purchases and supply, as well as the movement of materials during production process. The logistical management of systems of the third level consists in generating proactive actions and is not limited to an adequate response to spontaneous deviations. Logistics systems of the fourth degree of completeness of coverage of elements extend their competence to all components and stages of the production and sales process, not excluding the planning and management of the actual production. The feasibility of introducing logistics management in the production and marketing system in each case needs special consideration.

The most successfully formulated and substantiated rules for building logistics management systems for beginners are in the works of foreign scientists. This review of recommendations is a generalization into one concept of approaches to the creation of logistics systems.

First rule. All production and supply and marketing operations should be directed towards achieving the main goal, which should be closely related to the strategy of the organization. This rule is decisive, and compliance with this rule greatly increases the degree of interaction of all subsystems and reduces negative manifestations. organizational activities logistics structures.

Second rule. Logistics, marketing of finished products and forwarding work should be organized in such a way as to make it possible to create a single directing unit at the enterprise. It is better to optimize the solutions to these and other tasks when one person is responsible for the supply, transport and delivery of finished products in the business unit.

Third rule. Any logistics system must have sufficient information support, and each specific structural unit must have the experience of its speedy and rational use. This problem is solved at enterprises in the course of creating a complex automated systems management.

Fourth rule. Logistics departments in the enterprise must be staffed qualified specialists. In this case, proper staffing involves the training and retraining of certain specialists. The company should not save money on this issue.

Fifth rule. It should establish close external and internal systemic ties, regardless of the choice of production and economic activity. The entire process of economic activity of the organization should be treated as a holistic and inseparable.

With this approach, all work taking place in the enterprise or outside it is assessed as important not only for all partners in commercial activities but also for all employees of the enterprise.

Sixth rule. It is easier and more efficient for the management of the enterprise, and, accordingly, for the control center of the logistics system to manage transport and warehouse work, as well as the organization of customer service through accounting and planning units. If this requirement is satisfied, then the profit of the enterprise can grow to the value of the profit from the main activity.

Seventh rule. It is necessary to determine the optimal level of personnel service for each specific logistics system, depending on its potential. The desire to improve customer service is ultimately rewarded with an adequate increase in profits.

Eighth rule. Of great importance is a serious, attentive attitude to any activities in the process of managing the logistics system, since it is they that make it possible to increase the integration of production and economic activities in all work areas, to resolve discrepancies in production, supply and marketing, to eliminate failures in the course of adaptation to unexpected influences of external or internal factors.

Ninth rule. Conduct a constant search for opportunities for optimal consolidation of small consignments, which leads to a reduction in distribution costs and an increase in the efficiency of supply, marketing and transportation operations.

Tenth rule. A public assessment of the activities of the bodies of logistics of sales and transport occupies an important place in the process of logistics management. Unfortunately, the work of employees of logistics departments at many enterprises is often underestimated.

During the development of logistics in industrialized countries, a system of indicators has been formed, in general plan evaluating its effectiveness and efficiency, which usually include:

• general logistics costs;

• quality of logistics service;

• duration of logistics cycles;

• performance;

• return on investment in logistics infrastructure.

These indicators can be called key or complex performance indicators of the logistics system. They underlie the reporting forms of companies and systems of indicators of logistics plans of different levels. There are generally accepted procedures for comparative evaluation of firms (benchmarking) in the field of logistics based on analytical and expert methods using these complex indicators.

Thus, the key / complex indicators of the efficiency of the logistics system are the main indicators of the efficiency of the use of resources in the company for the formed logistics system, in a complex evaluating the effectiveness of logistics management and being the basis of logistics planning, accounting and control.

Consider brief description complex indicators.

General logistics costs are the total costs associated with the complex of functional logistics management and logistics administration in the logistics system.

As part of the total logistics costs, the following main groups of costs can be distinguished:

• costs for the performance of logistics operations / functions (operational, operational logistics costs);

• damages from logistical risks;

• logistics administration costs.

Most reporting forms on the implementation of the logistics plan contain indicators of logistics costs, grouped by functional areas of logistics, such as costs in material management, costs of physical distribution operations, etc., and within these areas by logistics functions. Generally accepted in Western business are the allocation and accounting of costs for transportation, warehousing, cargo handling, inventory management, order management, information and computer support, etc.

Often, to solve the problems of optimizing the structure or management in the logistics system, the total logistics costs take into account the loss of profit from freezing (immobilization) of products in stocks, as well as damage from logistics risks or poor quality of logistics services. This damage is usually assessed as a possible decrease in sales, reduction in market share, loss of profit, etc.

An analysis of the structure of logistics costs in various industries of economically developed countries shows that the largest share they include the costs of:

• inventory management (20-40%);

• transportation costs (15-35%);

• expenses for administrative and managerial functions (9-14%).

Over the past decade, there has been a noticeable increase in the logistics costs of many Western companies for such logistics functions as transportation, order processing, information and computer support, as well as for logistics administration.

Renowned American logistics consultant Herbert W. Davis has for several years tracked logistics costs in the US industry for warehousing, shipping, order management/customer service, distribution management, and inventory management as integral part the final price of products and consumer services. In 2007, for example, the structure of logistics costs, expressed in shares (%) of sales, was as follows: transportation of finished products - 4.08%; warehousing - 2.40; customer service/order management - 0.55; distribution management - 0.36; inventory storage cost (at 18% discount rate) - 1.81% - total 9.02%. Cost structure (in dollars per hundred pounds of product weight): transportation of finished products - 13.24; warehousing - 10.79; customer service / order management - 4.07; distribution management - 2.53; and the cost of holding inventories at an 18% discount rate of 18.13. The total amount was 47.48.

Analysis of logistics costs Western companies usually carried out as a percentage of standard, volume or resource indicators, for example:

• logistics costs in relation to sales volume;

• individual components of logistics costs in relation to total costs;

• the logistical costs of the firm in relation to the standards or average level in the industry;

• logistical costs in relation to the corresponding items of the firm's budget;

• budget logistics resources for this moment in relation to projected costs.

The listed indicators are often included in the reporting forms on logistics productivity (productivity), focusing on the efficiency of using financial resources companies.

Using total logistics costs as key indicator when forming logistics strategy in domestic business encounters a number of difficulties caused by the following main reasons:

• the inability of the current accounting system and statistical reporting enterprises to allocate many components of logistics costs;

• the presence in the domestic business of "double" accounting, "black cash", the secrecy of financial information for partners in the logistics system and even between structural divisions within the company, etc.;

• lack of methods for calculating damages from logistical risks, etc. The concept of the quality of a logistics service is based on the standardized terms "service" and "service".

In essence, the vast majority of logistics operations/functions are services, so a logistics service can be defined as the process of providing logistics services (as a result of the performance of relevant operations or functions) to internal or external consumers.

Intermediaries operating in the logistics system are mainly service enterprises in which services are inextricably linked with a product that is distributed, promoted and sold in various parts of the logistics network. These links include various transport companies, freight forwarders, wholesalers and retailers, warehouses, terminals, customs brokers, insurance companies, etc. At the same time, the cost of logistics services can significantly exceed the costs directly for the production of products.

Despite the importance of logistics services for the implementation of corporate strategies, there are still no effective ways evaluation of its quality, which is explained by a number of features of the characteristics of the service in comparison with the characteristics of the products. These features are:

1. Service intangibility. It is difficult for service providers to explain and specify types of service, and it is also difficult for buyers to evaluate them.
2. The buyer is often directly involved in the production of services.
3. Services are consumed at the moment they are produced, i.e. services are not stored or transported.
4. The buyer never becomes the owner by purchasing services.
5. A service is an activity and therefore cannot be tested before the customer buys it.

These characteristics and features of services play an important role in the logistics process. It is very important to take into account the fact that the quality of service in logistics is manifested at the moment when the service provider and the buyer meet. The measurement of the quality of service in the analysis and design of the logistics system should be based on the criteria used by the buyers of logistics services for these purposes. When the buyer evaluates the quality of a logistics service, he compares some actual values ​​of the "measurement parameters" of quality with the expected values ​​of these parameters, and if these expectations match, then the quality is considered satisfactory.

With regard to logistics service, in our opinion, it is more appropriate to define quality as “the degree of discrepancy between the expectations of customers and their perception of such criteria as reality, reliability, responsiveness, competence, courtesy, trust, safety, sociability, understanding of the customer. Accordingly, those companies in which the client feels the fullest presence of these characteristics, he perceives as companies with the highest quality.

The most important components (parameters) of measuring the quality of service:

• tangibility - the physical environment in which the service, amenities, office equipment, equipment, type of personnel, etc. are presented;

• reliability - "just in time" execution, i.e., for example, in physical distribution delivery desired product at the right time in the right place. Reliability of information and financial procedures accompanying physical distribution;

• responsibility - the desire to help the buyer, guarantees for the performance of the service;

• completeness - the presence of the required skills, competence, knowledge;

• availability - ease of establishing contacts with service providers, convenient time for the buyer to provide logistics services;

• security - the absence of danger, risk, distrust (for example, the safety of cargo during transportation);

• courtesy - the behavior of the service provider, the correctness of the staff;

• sociability - the ability to speak a language understandable to the buyer;

• mutual understanding with the buyer - a sincere interest in the buyer, the ability to understand his needs (requirements).

The specification of the quality parameters of the logistics service and the choice of methods (methods) for their assessment and control are, perhaps, the most difficult questions in logistics administration.

The most important complex indicator of the efficiency of the logistics system is the duration of the full logistics cycle - the time of execution of the consumer's (buyer's) order. The use of this indicator (or its individual components) is subject to the requirements corporate strategy, if time is chosen as the main factor in increasing the competitiveness of the firm.

A complex indicator - the productivity (efficiency) of the logistics system - is determined by the volume of logistics work (services), performed by technical means, technological equipment or personnel involved in the logistics system, per unit of time, or specific resource costs in the logistics system.

In most foreign firms with logistics services, special reports are prepared on logistics performance / productivity, which reflect enough big number indicators, for example:

• the number of processed orders per unit of time;

• freight shipments per unit of storage capacity and cargo capacity of vehicles;

• relation of the "input-output" type to reflect the dynamics of output and workflow;

• the ratio of operating logistics costs per unit of invested capital;

• the ratio of logistics costs per unit of output;

• logistics costs in distribution per unit of sales volume, etc.

As can be seen from the above list, if productivity is measured by the volume of work of personnel or equipment per unit of time (or by the specific parameters of technological equipment, vehicles, or per unit area, volume, etc.), then the effectiveness is mainly characterized by the specific costs of financial resources in the logistics system.

As indicators of the efficiency of the use of vehicles, for example, the coefficient of use of the carrying capacity (cargo capacity) vehicle, the volume of traffic or freight turnover of the rolling stock of transport per hour (shift, day), freight turnover per 1 tonne of the carrying capacity of the vehicle, etc. To assess the effectiveness of the use of warehouse handling equipment, an indicator of the volume of cargo handling per unit of time can be used.

Performance indicators can be applied to infrastructure logistics units of the logistics system as a whole. For example, a general indicator of warehouse productivity can be warehouse turnover per day, etc.

IN foreign practice logistics management, in most cases, performance and productivity (performance) indicators are not separated. The indicator "logistical efficiency" in terms of meaning is more consistent with the indicator accepted in our economy - resource return?, characterizes specific consumption financial, material, energy, labor resources in relation to volumetric or other planned indicators.

A comprehensive indicator - the return on investment in the logistics infrastructure - characterizes the effectiveness of investments in the infrastructure units of the logistics system, which currently include:

• warehousing (warehouses different kind and destinations, cargo terminals and terminal complexes);

• transport divisions various kinds transport;

• transport communications (road and railways, railway sidings, etc.);

• repair and support units serving the transport and storage facilities;

• telecommunication system;

• information and computer system (complex of technical means and office equipment).

The return on investment in the listed logistics infrastructure facilities is determined in accordance with the current regulatory and methodological documents for assessing the effectiveness of capital investments.