Work with the subsystem “Accounting for material and technical support” Application for the supply of logistics means Registration and approval of the application AUTOMATED INFORMATION SYSTEM OF THE RUSSIA “ACCOUNTING FOR THE CHARACTERISTICS OF BUILDINGS AND STRUCTURES” © CROC
Step 4. Application. Nomenclature items Amounts in the fields Total amount of requested funds, Total amount of confirmed costs, Total amount of confirmed costs, taking into account adjustments, are calculated automatically. In the list of lines, you must enter items that need to be purchased for the current inventory category in the planning year. To add a new order line, click the Add button (a separate window will open - see next slide)
Step 4.1. Creating a requisition line. Item 1. Select Item from the list (opens in a separate window - see next slide) 2. Enter the requested quantity and indicate the Estimated price 5. Click Finish to save the order line Actual supply, Allowed at the rate of everything, Uncontracted balance - are displayed automatically after selecting a Nomenclature item. For the MTS motor transport category, additional characteristics and personal accounting of each item are required. In the Additional characteristics list, as many rows are automatically created as are specified in the Requested quantity field. 3. Select a line in the list, click the Edit button (will open in a separate window - see next slide) 4. Select Purchase justification
Step 4.1. Selecting a product item, specifying Additional characteristics of vehicles 1. Select a product item from their list, click OK Window for selecting a product item from the directory The list of product items available for selection displays only those for which the standard service life and standards for providing this position are specified in the corresponding directory . Window for specifying additional vehicle characteristics 1. Select a model from the reference book (will open in a separate window) 1.1. Select the desired model 1.2. Click OK 2. Specify the year of issue 3. Select the person or department served (opens in a separate window) 4. Click Finish to save
4.2. Application. Viewing the list of application lines Amounts in the fields Total amount of requested funds, Total amount of confirmed expenses, Total amount of confirmed expenses taking into account adjustments are calculated automatically 1. Enter the requested amount on the IBP The list of application lines displays the added items. If you need to add, click the Add button (see steps 4.1). If you need to change the row data, select the desired row in the list and click the Edit button, make changes, save with the OK button. If you need to delete a line, select the line in the list, click the Delete button, confirm your intention to delete by clicking YES in the delete request. 2. Click Next to go to the next step
Step 5. Application. Documents At this step, it is necessary to register the documents necessary to make a decision on the need to purchase the requested items and justify the estimated cost. The document Application for the need to supply logistics equipment is required for registration. Also register other documents for support. For example, for motor vehicles, you should register a Technical and Commercial Proposal document with a scanned copy of the price proposal for the vehicle intended for purchase attached. To register a document, click the Create button and fill in the required fields of the wizard, and when finished, click the Finish button. The document creation process is described in detail in training presentation 1.1. Click Finish to save the Application
Logistics support (MTS) includes an analysis of the enterprise's needs for resources, their search, purchase and preparation for use in production activities.
Functional basis and main tasks
MTO functionality is divided into four subgroups: commercial, marketing, technological and administrative.
- A commercial. Purchase or rental of material and technical resources necessary for production activities.
- Marketing. Selecting suppliers and concluding contracts with them.
- Technological. Delivery or transportation of resources, as well as their warehousing.
- Administrative. Accounting and control of the resource base.
Planning
Logistics plays a key role in the long-term planning of a company's activities. The MTO nomenclature allows for the required amount of resources in advance to produce the planned volume of products. The process of its compilation includes several stages:
- analysis of the cost and quality of resources from different suppliers;
- calculation of costs for delivery of resources;
- calculation of the volumes of required resources in accordance with plans for the production of finished products;
- drawing up a procurement plan.
When operating the enterprise's logistics system, the following methods are used:
- Normative. It is based on a direct correlation between the scale of production of an enterprise and its need for resources, which is determined by the rate of expenditure.
- Statistical. It is based on planning coefficients for future consumption compared to past ones and reducing the rate of expenditure for the next period.
- Forecast. It involves analyzing the costs of resource consumption for a certain period of time in the past and their dynamics.
For the uninterrupted functioning of production, well-established logistics support (MTS) is necessary, which at enterprises is carried out through logistics authorities.
Objectives of logistics support of production:
Timely provision of enterprise departments with the necessary types of resources of the required quantity and quality;
Improving the use of resources, increasing labor productivity, capital productivity, reducing the duration of production cycles for manufacturing products, ensuring the rhythm of processes, reducing the turnover of working capital, making full use of secondary resources, increasing the efficiency of investments;
Analysis of the organizational and technical level of production and quality of products from the supplier’s competitors and preparation of proposals to increase the competitiveness of the supplied material resources or change the supplier of a specific type of resource. In order to improve the quality of input, enterprises should be afraid of changing uncompetitive resource suppliers.
To achieve the above goals, supply workers must study and take into account the supply and demand for all material resources consumed by the enterprise, the level and changes in prices for them and for the services of intermediary organizations, choose the most economical form of product distribution, optimize inventories, reduce transportation, procurement and warehouse costs.
Planning that involves:
study of the external and internal environment of the enterprise and the market for individual goods;
forecasting and determining the need for all types of material resources, planning optimal economic relations;
optimization of production inventories;
planning the need for materials and setting their limit for supply to workshops;
operational supply planning.
An organization that includes:
collecting information about consumed products, participating in fairs, sales exhibitions, auctions;
analysis of all sources of satisfying the need for material resources in order to select the most optimal one;
concluding business agreements with suppliers for the supply of products;
obtaining and organizing the delivery of real resources;
organization of warehousing, which is part of the supply authorities;
providing workshops, sites, and workplaces with the necessary material resources.
Control and coordination of work, which includes:
control over the fulfillment of contractual obligations of suppliers, their fulfillment of product delivery deadlines;
control over the consumption of material resources in production;
incoming control over the quality and completeness of incoming material resources;
control over production inventories;
making claims to suppliers and transport organizations;
analysis of the effectiveness of the supply service, development of measures to coordinate supply activities and increase its efficiency.
Logistics planning production includes a set of works on the analysis of specific costs of material resources for the reporting period, the use of technological equipment and tooling, forecasting and standardization of certain types of resources for the planning period, development of material balances by type of resource, source of income and the above-mentioned areas of use. The planning work listed above is very labor-intensive. They are carried out by economists and planners with the participation of other specialists. Managers do not take part in the development of plans; their task is to check compliance with planning principles, the composition of planning documents, and their quality.
In market conditions, enterprises have the right to choose a supplier, and therefore the right to purchase more efficient material resources. This forces the company's supply personnel to carefully study the quality characteristics of products manufactured by various suppliers.
Criteria for choosing a supplier may include reliability of delivery, the ability to choose a delivery method, time to complete an order, the possibility of providing a loan, and the level of service. The relative importance of individual criteria may change over time.
The organizational structure, nature and methods of operation of supply services at enterprises are distinctive. In small enterprises that consume small volumes of material resources in a limited range, supply functions are assigned to small groups or individual employees of the enterprise's economic department. At most medium and large enterprises, this function is performed by special logistics departments (LMTS), subordinate to the deputy head of the enterprise for production. Since the quality of the department’s work largely determines the quality of the production process, it must be staffed with highly qualified specialists. In addition, many of the issues resolved by the department are complex in nature and require knowledge in the field of marketing, logistics, engineering, technology, economics, regulation, forecasting, production organization and inter-industrial relations.
OMTS are built according to functional or material characteristics. In the first case, each supply function (planning, procurement, storage, release of materials) is performed by a separate group of workers. When building supply bodies on a material basis, certain groups of workers perform all supply functions for a specific type of material.
The typical type of structure of the supply service is mixed (Fig. 1),
Rice. 1. Organizational structure of the MTS department (mixed type)
. when product departments, groups, bureaus are specialized in supplying specific types of raw materials, supplies, and equipment. However, along with commodity departments, the supply department includes functional units: planning, dispatching.
The mixed type of structure of the supply department is the most rational method of structure, which helps to increase the responsibility of workers and improve the logistics of production.
The planning bureau (group) performs the functions of environmental analysis and market research, determining the need for material resources, developing a plan for providing the enterprise and its divisions with material and technical resources (part of the enterprise’s business plan), optimizing market behavior for the most profitable provision, formation of a regulatory framework, development of supply plans and analysis of their implementation, monitoring the fulfillment of contractual obligations by suppliers.
A commodity bureau (group) performs a set of planning and operational functions to ensure production with specific types of material resources: planning, accounting, delivery, storage and release of material into production, i.e. regulates the operation of material warehouses.
The dispatch bureau (group) carries out operational regulation and control over the implementation of the plan for supplying the enterprise and workshops with raw materials and materials, eliminates problems that arise during the supply of production,
controls and regulates the supply of materials to the enterprise.
Departments (bureaus, groups) of external cooperation provide production with semi-finished products (blanks, parts, assemblies). They can also be built on a functional or product basis.
To carry out technical re-equipment and reconstruction of production, the enterprise creates equipment departments, which are usually part of capital construction.
For large enterprises consisting of a number of branches, the most appropriate type of structure is the peculiarity of which is that the divisions have their own supply services with functions for planning and operational regulation of the supply of production workshops and sites with material resources, as well as for monitoring their implementation (Fig. 2).
Rice. 2. Diagram of the organizational structure of the supply service.
The formation of a regulatory framework, forecasting and development of MTS plans, the establishment of economic relations and coordination of the work of supply services included in the enterprise are concentrated on the basis of the enterprise's supply service. The interaction of the divisions of the supply service of the enterprise is carried out on the basis of functional connections, and not administrative subordination.
One of the links in the MTS organization is warehousing, the main task of which is to receive and store materials, prepare them for production consumption, and directly supply workshops with the necessary material resources. Warehouses, depending on their connection with the production process, are divided into material, production, and sales.
Accepted materials are stored in warehouses according to product groups, grades, and sizes. Racks are numbered indicating material indices.
The delivery of materials and the operation of warehouses are organized on the basis of operational procurement plans.
Added to the site:
1. General Provisions
1.1. The logistics department, being an independent structural unit of the enterprise, is created and liquidated by order of [name of the position of the head of the enterprise].
1.2. The department is headed by a chief appointed to the position by order of [name of the position of the head of the enterprise].
1.3. The head of the logistics department has [fill in the required] deputy(s). The responsibilities of the deputy(s) are determined by the head of the logistics department.
1.4. The deputy(s) and heads of structural divisions (bureaus, sectors, etc.) within the logistics department, other employees of the department are appointed to positions and dismissed from positions by order of [name of the position of the head of the enterprise] on the proposal of the head of the logistics department.
1.5. The department reports directly to [name of the position of the head of the enterprise].
1.6. In its activities the department is guided by:
Charter of the enterprise;
This provision;
Legislation of the Russian Federation;
1.7. [Enter as appropriate].
2. Structure
2.1. The structure and staffing levels of the department are approved by [name of the position of the head of the enterprise], based on the specific conditions and characteristics of the enterprise’s activities, upon the proposal of the head of the logistics department and in agreement with the [personnel department, department of organization and remuneration].
2.2. The logistics department may include structural units (groups, sectors, bureaus, sections, etc.).
For example: warehouses of raw materials and materials, bureau (sector, group) of planning, accounting and reporting, bureau (sector, group) of contracts and claims, bureau (sector, group) of operational management.
2.3. Regulations on the divisions of the logistics department (bureaus, sectors, groups, etc.) are approved by the head of the logistics department, and the distribution of responsibilities between department employees is carried out by [heads of bureaus, sectors, groups; Deputy(s) head of department].
2.4. [Enter as appropriate].
3. Objectives
The logistics department is assigned the following tasks:
3.1. Providing production units of the enterprise with material and technical resources.
3.2. Preparation and conclusion of contracts for the supply of material and technical resources.
3.3. Organization of rational use of material and technical resources.
3.4. [Enter as appropriate].
4. Functions
The logistics department performs the following functions:
4.1. Determining the need for material resources (raw materials, materials, semi-finished products, equipment, components, fuel, energy, etc.).
4.2. Determining sources to cover the need for material resources.
4.3. Development of projects for long-term, current plans and balances of material and technical support, production program of the enterprise, repair and maintenance needs of the entire enterprise and its divisions.
4.4. Providing the enterprise with all the material resources of appropriate quality necessary for its production activities.
4.5. Drawing up balance sheets of material and technical support, summary tables by types of raw materials.
4.6. Creation of reserves of material resources necessary for production.
4.7. Preparation and conclusion of contracts with suppliers in accordance with the established procedure.
4.8. Coordination of terms and conditions for the supply of material resources.
4.9. Analysis of the possibilities and feasibility of establishing direct long-term economic ties for the supply of material and technical resources.
4.10. Studying operational marketing information and advertising materials about the offers of wholesale trade enterprises and procurement organizations in order to identify the possibility of acquiring material and technical resources.
4.11. Ensuring the delivery of material resources in accordance with the deadlines specified in the contracts.
4.12. Organization of acceptance of material and technical resources to warehouses of raw materials and supplies.
4.13. Organization of quality control, quantity, completeness of material and technical resources when receiving them to warehouses of raw materials and materials.
4.14. Preparation of claims against suppliers in case of violation of contractual obligations and preparation of settlements for these claims.
4.15. Coordination with suppliers in accordance with the established procedure of changes to the terms of contracts.
4.16. Participation in the development of enterprise standards for material and technical supply of product quality.
4.17. Development of standards for production (warehouse) inventories of material resources.
4.18. Ensuring control over the status of stocks of materials, raw materials, semi-finished products and components.
4.19. Operational regulation of production inventories at the enterprise.
4.20. Compliance with limits on the supply of material resources and control over their consumption in the divisions of the enterprise for their intended purpose.
4.21. Development and implementation of measures to improve the efficiency of use of material resources, reduce costs associated with transportation and storage, as well as recommendations for the use of secondary resources and production waste.
4.22. Identification of excess raw materials, materials, equipment and other types of material and technical resources and their sale to third parties.
4.23. Organization of warehouse operations.
4.24. Ensuring a high level of mechanization and automation of transport and warehouse operations, the use of computer systems and regulatory conditions for organization and labor protection.
4.25. Accounting for the movement of material and technical resources.
4.26. Removal of excess materials from departments of the enterprise, transfer of them to the warehouse of raw materials and materials, to other departments and proper registration of such operations.
4.27. Development of proposals for replacing expensive and scarce materials and raw materials with more affordable ones.
4.28. Monitoring the accuracy of suppliers' invoices and other payment documents presented for acceptance and ensuring the timely transfer of these documents for payment.
4.29. Participation in setting prices for manufactured products and assessing the reasonableness of supplier prices.
4.30. Planning and organizing the following events:
Establishing connections with both existing and potential (including foreign) suppliers, primarily on issues of prices and quality of raw materials, materials, semi-finished products, and components;
Purchase of bulk types of raw materials and materials in large packaging (railway and road tankers, containers, bags on pallets, etc.);
Purchase of small lots of certain types of material and technical equipment;
Introducing the practice of preferential procurement of raw materials from enterprises that sell on a partial prepayment basis;
Search for each type of raw material and materials from two or more suppliers in order to eliminate dependence on one supplier and minimize losses from disruptions in the supply of raw materials, as well as lower prices for these products;
- [fill in what you need].
4.31. Compilation:
Lists of suppliers, their details, schemes of direct economic relations with suppliers;
Applications for material and technical resources (consolidated annual; annual, received from divisions of enterprises; quarterly; monthly);
Summary data on the distribution and sale of funds for raw materials and materials;
Documents (summaries, information, certificates) on the distribution and sale of funds for all types of supplies;
Acts, conclusions on the quality of incoming material and technical resources;
Commercial acts;
- [fill in what you need].
4.32. [Enter as appropriate].
5. Rights
5.1. The logistics department has the right to:
Give instructions to the structural divisions of the enterprise on the expenditure of material and technical resources;
Demand and receive from all structural divisions of the enterprise the information necessary to perform the tasks assigned to the department;
Monitor the rationality and correctness of the use of material and technical resources by business units;
Independently conduct correspondence on logistics issues;
Represent in the prescribed manner on behalf of the enterprise on issues within the competence of the department in relations with state and municipal bodies, as well as other enterprises, organizations, institutions;
To make, in accordance with the law, proposals to the management of the enterprise on bringing to material and disciplinary liability the officials of the enterprise based on the results of inspections;
Involve, in the prescribed manner, specialists from the structural divisions of the enterprise, experts from third-party organizations to participate in the consideration and implementation of work on issues within the competence of the department in accordance with these regulations;
- [fill in what you need].
5.2. The head of the logistics department signs and endorses documents related to the logistics supply of the enterprise (plans, contracts, reports, estimates, certificates, statements, acts, etc.).
5.3. The head of the logistics department has the right to make proposals to the personnel department and the management of the enterprise on the relocation of department employees, their encouragement for successful work, as well as proposals on the imposition of penalties on employees who violate labor discipline.
5.4. [Enter as appropriate].
6. Relationships (official connections) **
To perform the functions and exercise the rights provided for by these regulations, the logistics department interacts:
6.1. With production departments regarding:
Receipts:
Calculations of needs and requests for material and technical resources;
Reports on the use of material and technical resources and compliance with established consumption standards;
Marriage certificates executed in accordance with the established procedure;
Documentation on the acceptance of material and technical resources by departments;
Information about the remaining raw materials, materials, semi-finished products, components;
- [fill in what you need].
Providing:
Plans for the supply of material and technical resources;
Limit cards for the release of material and technical resources;
Information on the availability of material and technical resources in warehouses of raw materials and materials;
- [fill in what you need].
6.2. With the production and dispatch department regarding:
Receipts:
Production plans and production schedules;
Information on reserve standards at sites and in workshops and their compliance;
Schedules for supplying materials to production units;
Information about the causes of disruptions in the production process;
- [fill in what you need].
Providing:
Information on the provision of units with material and technical resources;
Data on the total quantity of products supplied according to the nomenclature provided for by the logistics plans and concluded contracts;
Information on the availability of material and technical resources in the warehouse of raw materials and materials;
Explanatory notes on the reasons for violations of the timing and volume of transfer of material and technical resources to production units, resulting in production downtime;
6.3. With the department of the chief technologist regarding:
Receipts:
Norms for the consumption of material and technical resources to determine the volume of material and technical support;
Tolerances for deviations in the quality of material and technical resources;
Applications with a list of material and technical resources necessary for production;
Production plans;
Responses to proposals for replacing expensive and scarce material and technical resources with more affordable ones;
Tables of interchangeability of material and technical resources;
Notifications about replacement of materials;
- [fill in what you need].
Providing:
Consulting on materials and raw materials;
Inquiries about permissible technological deviations in material quality;
Agreed technological conditions for special materials;
Technical and instructional documentation for material and technical resources transferred to production;
- [fill in what you need].
6.4. With the quality control department regarding:
Receipts:
Documents confirming the quality of material and technical resources;
Product acceptance certificates for quality and completeness;
Acts of product rejection;
Instructions to stop supplying material and technical resources to production that have deviations from technical specifications;
- [fill in what you need].
Providing:
Accompanying documents from suppliers for material and technical resources supplied to the enterprise (certificates, declarations of conformity, passports, instructions, technical specifications, etc.);
Copies of supply contracts and amendments to them;
Documents required for filing complaints;
- [fill in what you need].
6.5. With the transport department regarding:
Receipts:
Operational, monthly, quarterly and annual transport schedules, material and technical resources;
Schedules for the supply of vehicles for loading material and technical resources accepted from suppliers;
Transport and forwarding documentation with notes on the acceptance of material and technical means from suppliers;
Reports on the implementation of plans for loading and unloading, centralized delivery of material and technical resources;
- [fill in what you need].
Providing:
Plans for the purchase of material and technical resources under concluded contracts;
Applications for submission of vehicles;
Instructions and requirements for the transportation of material and technical equipment by various modes of transport;
- [fill in what you need].
6.6. With the planning and economic department on issues:
Receipts:
Plans for production of products (performance of work, provision of services) for a month, quarter, year;
The results of the analysis of the activities of the logistics department for previous planning periods;
Calculation of volumes of reserves of material resources;
- [fill in what you need].
Providing:
Calculation of the need for material resources (raw materials, materials, semi-finished products, equipment, fuel, energy, etc.);
Data on changes in prices for material resources from suppliers;
Projects of long-term and current plans for material and technical support of the production program, repair and maintenance needs of the enterprise and its divisions;
Reports on the implementation of logistics plans;
- [fill in what you need].
6.7. With the financial department regarding:
Receipts:
Agreed draft claims;
Proposals to eliminate the reasons that served as the basis for filing claims and sanctions against the enterprise;
Approved calculations of working capital standards;
- [fill in what you need].
Providing:
Projects of long-term and current plans for material and technical support of the enterprise’s production activities;
Copies of claims submitted by counterparties;
Draft claims against counterparties in case of violation of contractual obligations;
Reports on the implementation of logistics plans;
- [fill in what you need].
6.8. With the chief accounting department on issues:
Receipts:
Approved cost estimates for the acquisition of material and technical resources;
Results of inventory of material and technical resources;
Reporting data on the movement of raw materials and supplies, their balances at the end of the reporting period;
- [fill in what you need].
Providing:
Shipping documentation;
Reports on material and technical resources shipped by counterparties;
Information on the state of stocks in the warehouse of raw materials and materials;
Reports on costs incurred for the acquisition of material and technical resources;
- [fill in what you need].
6.9. With the marketing department regarding:
Receipts:
Generalized information about suppliers of materials, raw materials, semi-finished products;
Information on prices for the required material and technical resources from various suppliers and procurement organizations;
Information about the state of the commodity market;
Information about the emergence of new types of materials, raw materials, semi-finished products, components with the application of technical characteristics;
Information about the demand for material and technical resources, its possible fluctuations and their reasons;
Information about major suppliers (estimated and actual volumes of turnover, stability in the product market, etc.);
Information about planned exhibitions, fairs;
- [fill in what you need].
Providing:
Information on concluded contracts for the supply of material and technical resources;
Applications for marketing analysis of wholesale and retail prices for products sold;
Reports from the quality control department, chief technologist, production departments on the quality of material and technical resources;
Documents required for registration of participation in exhibitions and fairs;
6.10. With the legal department regarding:
Receipts:
Results of legal examination of contracts, orders, instructions, instructions submitted for approval;
Draft contracts for the acquisition of material and technical resources;
Protocols for reconciliation of disagreements regarding the terms of concluded contracts;
Agreed claims and lawsuits against suppliers of material and technical resources regarding their violation of contractual obligations;
Explanations of current legislation and the procedure for its application;
Analysis of changes and additions to civil legislation;
- [fill in what you need].
Providing:
Orders, instructions, instructions for approval and legal examination;
Information about violations of contractual obligations by counterparties, non-compliance with delivery deadlines;
Documents and necessary calculations for filing claims and lawsuits against suppliers of material and technical resources regarding their violation of contractual obligations;
Applications to search for necessary regulatory documents and to clarify current legislation;
- [fill in what you need].
6.11. From [name of structural unit] on issues:
Receipts:
- [enter as required];
- [fill in what you need].
Providing:
- [enter as required];
- [fill in what you need].
7. Responsibility
7.1. Responsibility for the proper and timely performance by the department of the functions provided for by these regulations lies with the head of the logistics department.
7.2. The head of the logistics department is personally responsible for:
Compliance with the legislation of instructions, orders issued by the department, issued invoices, compliance with accounting and reporting rules;
Submission of reliable consolidated reporting and compliance with deadlines for its submission to the relevant divisions of the enterprise;
Ensuring the safety of material and technical resources;
Compliance with the limits of spending funds allocated for the logistics of the enterprise;
Rational spending of funds allocated for the acquisition of material and technical resources;
Implementation of logistics plans in terms of timing, volumes and nomenclature;
Providing the management of the enterprise with information on the work of the logistics department;
Timely and high-quality execution of documents and instructions from the management of the enterprise;
Preventing the use of information by department employees for non-official purposes;
Compliance with labor regulations by department employees.
7.3. The responsibility of employees of the logistics department is established by job descriptions.
7.4. [Enter as appropriate].
Head of structural unit
[initials, surname]
[signature]
[day month Year]
Agreed:
[official with whom the position is agreed upon]
[initials, surname]
[signature]
[day month Year]
Head of the legal department
[initials, surname]
[signature]
[day month Year]
The implementation of main and auxiliary activities of railway transport is impossible without the supply of materials, spare parts, fuel and other material and technical resources (MTR) of the required quality and volume on time. Untimely or incomplete performance of these functions by logistics authorities negatively affects the quality of the transportation process and, ultimately, the competitiveness of railways.
Logistics and logistics support is a system for planning and organizing procurement, supply, distribution, storage, accounting and control of material and technical resources.
The strategic goal of the logistics system is to minimize the material component of operating costs by optimizing the costs of procurement, delivery and storage of material resources while ensuring the sustainable operation of railways and traffic safety.
Logistics support must ensure the end-to-end flow of material resources necessary to ensure an uninterrupted transportation process in order to meet the effective demand of the clientele for transportation at the lowest possible costs. In the long term
in the future, the competitiveness of enterprises and organizations of the railway
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Road transport depends on the ability to find and retain customers, while ensuring the required level of profitability of the operation. This will be facilitated by effective and rational management of the supply process, which indirectly affects the end customer.
Logistics support includes: planning the need for materials and equipment based on the norms of their consumption per unit of production (work) and the planned volumes of work by type of activity; calculation of consumption rates and standards of production inventories of materials and equipment; placing orders for the production of materials and equipment at domestic and foreign enterprises and establishing business relations with them; economic justification for choosing the form of supply (transit or warehouse); development of logistics plans; organization of acceptance and storage of materials and equipment in warehouses (subject to proper conditions and storage techniques); organizing the delivery of materials and equipment to railway transport units; record keeping, reporting and control of the movement of materials and equipment. The logistics departments of railway transport also resolve issues of developing warehousing, automation and informatization of supply processes.
The logistics management system includes such interrelated areas as supply planning, organizing supplies, rationing the consumption of material resources, organizing warehousing, inventory management, and organizing supply control (Fig. 31.1).
To achieve this goal, the logistics system must perform basic functions in a timely and high-quality manner. The content of the functions of logistics bodies includes three areas.
1. Planning, which involves:
analysis of market prices for purchased material resources, forecast of their dynamics and level in the coming period;
calculation of forecast consumption rates of fuel, electricity, materials and spare parts for the expected volume of transport work;
determination of the consolidated need of the network and railways for material resources for the long-term planning period in physical and value terms, its coordination with financial departments;
operational supply planning.
An organization that includes:
analysis of all sources of satisfying the need for material resources in order to select the most optimal one;
concluding business agreements with suppliers for the supply of products;
obtaining and organizing the delivery of real resources;
organization of warehousing, which is part of the supply authorities;
providing workshops, sites, and workplaces with the necessary material resources.
Control and coordination of work, which includes:
control over the fulfillment of contractual obligations of suppliers, their fulfillment of product delivery deadlines;
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control over the consumption of material resources in production;
incoming control over the quality and completeness of incoming material resources;
control over production inventories;
making claims to suppliers and transport organizations;
analysis of the work of the supply service, development of measures to coordinate supply activities and increase its efficiency.
Depending on the method of promoting products from the manufacturing enterprise to the consumer enterprise, two forms of supply are distinguished: transit and warehouse. In the transit form of supply, products move from the manufacturer directly to the consumer, bypassing intermediate warehouses of supply (intermediary) organizations. With a warehouse form of supply, products from the manufacturer are first delivered to the warehouses of supply (intermediary) organizations, and then from these warehouses they are shipped (released) to consumers in small quantities.
The main advantage of the transit form of supply is the reduction of transportation and procurement costs for consumers, and the disadvantages are the increase in production carry-over stocks and the volume of document flow, since for each type of product it is necessary to establish economic relations with suppliers and keep records of their fulfillment of their contractual obligations. The advantages of the warehouse form of supply are the reduction of inventories and document flow, the ability to organize complex supply. The main disadvantage of the warehouse form of supply is the increase in transportation and procurement costs due to the payment of markups to the intermediary on the supplied materials.
The subject of supply process management in railway transport is the system of logistics bodies.
Currently, at the highest level of this system are Roszheldorsnab, a functional branch of JSC Russian Railways, and the Department of Planning and Standardization of Material and Technical Resources of JSC Russian Railways.
Roszheldorsnab manages activities in the field of logistics and organization of supplies of material and technical resources for the needs of JSC Russian Railways. “Roszheldorsnab” includes 7 separate structural divisions of the branch: “Tsentrzheldormetrosnab”, “Spetszheldorsnab”, “Sevzapzheldorsnab”, “Privolzhskzheldorsnab”, “Uralzheldorsnab”, “Sibzheldorsnab”, “Vosttranstop”. The main tasks of Roszheldorsnab include:
formation and implementation of the policy of JSC Russian Railways in the field of logistics;
provision of production activities of JSC Russian Railways and allocated subsidiaries with material and technical resources (MTR);
comprehensive study of the materials and equipment market;
performing the functions of the general customer of materials and equipment for the needs of JSC Russian Railways;
organizing the acceptance of applications and processing applications for materials and equipment;
formation and coordination of the general needs of JSC Russian Railways for materials and equipment;
organization and conduct of competitive procedures for the purchase of goods, work, services, financing of which is carried out at the expense of Russian Railways JSC;
preparation of the logistics budget;
formation and implementation of a procurement plan for materials and equipment;
formation and implementation of a supply plan for materials and equipment;
dispatching of supplies of materials and equipment;
organization of financial interaction of JSC Russian Railways with suppliers of materials and equipment;
rationing the needs of JSC Russian Railways for materials and equipment;
analysis of claims regarding the quality and rhythm of supplies of materials and equipment, development and implementation of measures to eliminate identified deficiencies;
development of standards for interaction of structural divisions within the MTO block, as well as with structural divisions of JSC Russian Railways;
formation of rational economic relations between enterprises and supplier organizations with the logistics authorities of JSC Russian Railways.
The central office of Roszheldorsnab includes the following main divisions: financial management, tender procurement management, information and communications management, spare parts management (cars, locomotives, tracks), fuel and heat engineering management, light, chemical and forestry industry management, department of materials of the upper structure of the track, department of analysis and operational control of the logistics industry, department of marketing and pricing, department of supply planning of materials and materials, department of foreign economic relations, economic and statistical department and others.
The next level of the system is formed by the logistics services (NH services), which are part of the management apparatus of the railways - branches of JSC Russian Railways.
The main material warehouse of the road (NHG) is subordinated to the NH service. At road departments, the issues of providing enterprises with the necessary resources are dealt with by supply departments (PSD), which have a main material warehouse and branch warehouses.
Logistics and logistics bodies have at their disposal the appropriate means of production, which are a set of means and objects of labor. The means of labor include bases, warehouses, storerooms, loading and unloading and transport means, various machines and mechanisms, weighing equipment, inventory, etc. The objects of labor are various material resources that must be delivered from suppliers to consumers.
Currently, the collection of applications, planning and implementation of purchases, supply of materials to warehouses of structural divisions of railways is carried out as follows: see Fig. 31.2.
This diagram highlights two circuits:
the circuit for submitting applications for material resources and forming a supply plan;
circuit of procurement and delivery of materials.
Submitting applications for materials and creating a supply plan is carried out as follows.
1) based on the average monthly expenditure of material resources, in agreement with the economic service, the logistics service establishes the right to material resources when generating applications. This right is communicated to the technical services of the relevant farms, which, in turn, establish personal rights for subordinate structural units 60 days before the planned quarter;
on the basis of the received right, structural units form an application for material resources 40 days before the planned quarter and send it to three addresses;
technical services form a consolidated application grouped by structural divisions, within the established right to purchase material resources and taking into account adjustments 30 days before the planned quarter;
the logistics service generates a consolidated application on a separate basis;
the logistics service creates a preliminary supply plan and sends it to the technical service of the relevant farm 25 days before the planned quarter;
The farm's technical service checks and adjusts the preliminary supply plan. In case of adjustment of the supply plan, an amended application is sent to the logistics service 15 days before the planned quarter;
the logistics service creates the final supply plan 5 days before the planned quarter.
The procurement and delivery of materials circuit consists of the following operations:
the logistics service generates a request for materials in the amount of 80% of the supply plan to Roszheldorsnab;
the remaining 20% of the supply plan remains for the logistics service for independent procurement. The logistics service sends offers to suppliers with guaranteed payment;
Roszheldorsnab sends offers to suppliers with a guarantee of payment. The selection of suppliers is carried out on the basis of proposals from suppliers, their ranking and approval by the tender commission;
in accordance with the supply plan, materials are delivered to the warehouses of the logistics service;
The logistics service informs the relevant logistics departments about the arrival of materials. Materials are supplied to the warehouses of these departments;
logistics departments electronically inform reporting structural units about the arrival of materials and deliver them from the central warehouse to the warehouses of these units in accordance with the order.
The development of a long-term logistics plan is based on dividing all resources into the range of centralized supply and decentralized procurement. The first group includes fuel, materials, equipment and spare parts, the supply of which has a decisive influence on the smooth operation of railways. Roszheldorsnab is responsible for this group. The second group includes material and technical resources planned by railway supply authorities.
The number of nomenclature items for the most important spare parts, equipment and materials of central planning is more than 2800 units (see Table 31.1).
Approximate list of the most important spare parts, equipment and materials for centralized supply
Table 31.1 Products Number of items Solid-rolled wheels 2 Locomotive tires 4 Wheelsets of railcars 4 Spare parts for locomotives 216 Spare parts for freight cars 602 Spare parts for passenger cars 60 Spare parts for imported rolling stock and track machines 790 Locomotive, carriage and auto-blocking batteries 10 Cable and wire products 913 Welded, electric traction and throttle connectors and inter-throttle jumpers and wires PBMD 137 Locomotive and carriage bearings 8 Contact line insulators 10 Transformers 1V-VI dimensions 4 Special and branded clothing and shoes 22 Bedding 8 Rolled ferrous and non-ferrous metals 31 Diesel fuel 2 Heating oil 2 Coal 10 The development of a strategic plan for material and technical support begins with clarifying the promising range of consumed resources. This work is carried out on the basis of a thorough analysis of the plan for innovation and investment activities, trends in scientific and technological progress in the railways, prospects for entering new transport markets, etc.
Under the influence of these factors, the need for new material and technical resources is formed and the required amount of traditional materials is reduced. The specification of the MTO nomenclature is carried out by specialists from central authorities and the railway apparatus (RH). They exchange forecast information, agree on the future range of necessary resources and determine which department will be responsible for the acquisition of certain types of new materials. Such parallel work significantly increases the validity of forecast developments.
The main value on the basis of which the need for material resources is determined is the consumption rate. Consumption rationing is the process of establishing a planned measure of production consumption of material and technical resources. The consumption rate is the maximum permissible amount of materials, fuel, energy to perform a unit of transport work under the planned transportation conditions.
The structural components of the material consumption rate are: its net (useful) consumption and technological waste and losses. The net (useful) consumption of material for a product is the amount that is materially included in this product (usefully consumed). Technological waste of material includes the amount that cannot be used for its intended purpose in the manufacture of some product (performing work), but can be used in the manufacture of other products. Material losses should include the amount of material irretrievably lost during the production process (work).
Consumption rates are classified according to the following main characteristics: type of materials, degree of aggregation (scale of application), degree of enlargement (detail) of the range of rated materials, objects of standardization. Based on the types of materials, consumption standards are developed for various types of ferrous and non-ferrous metals, timber, spare parts, etc. According to the degree of aggregation, norms are divided into individual, group and consolidated.
Individual consumption rates are established for the production or repair of a unit of specific product (repair of a locomotive, carriage, building), based on certain conditions for organizing production at a specific plant, depot, workshop, or repair site. Based on individual standards, the enterprise’s need for materials is determined and group and aggregate consumption rates are developed.
Group consumption rates are established for similar products produced at a number of similar enterprises. Such standards include, for example, consumption standards for depot repairs of electric locomotives of a certain series, carried out in various depots. In railway transport, group standards are widespread in the form of average network and average plant standards for the consumption of materials for repair and maintenance of the same series and types of rolling stock, operated and repaired in different operating conditions of railways, factories and depots.
Integrated (total) consumption rates are used when planning logistics on the scale of the entire railway transport. An example of such norms is the norms for the consumption of metal or spare parts for all types of repairs of various series of locomotives per 1 million km of their run, or the norms for the consumption of materials for all types of repair and maintenance of freight cars per 1 million km of run of these cars.
According to the degree of enlargement (detailing) of the nomenclature of materials, consumption rates are divided into specific ones, established for each specific type of materials with detailing by grade, size, brand, and consolidated ones, developed for homogeneous types of materials. For example, the rate of consumption of rolled ferrous metals for the repair of a locomotive as a whole is a consolidated rate, and when broken down by size and grade of rolled stock, it is a specified rate.
To develop standards for the consumption of materials, fuel, and energy, the following basic methods are used. The calculation method involves determining individual consumption rates based on comprehensive calculations. The main initial information when calculating standards are drawings of parts, cutting maps, production technology, and characteristics of the source material. By calculations, the net (useful) consumption of material, technological waste and losses are determined.
An experimental method for developing consumption standards is to calculate the costs of materials, fuel, energy required to produce a unit of product (work), based on measurement data, observations and determination of net consumption, waste and losses. In this case, the number of observations and measurements must be sufficient to obtain representative conclusions. Substitution of one material for another and defects should not be taken into account. For a more accurate and detailed study of the influence of various factors on the consumption of material and technical resources, observations and measurements are used, i.e. experiments are also carried out in laboratory conditions.
If it is not possible to establish consumption rates by calculation or experiment, then the so-called reporting-statistical standardization method is used. In this case, consumption rates are determined based on reported statistical data on the actual consumption of various resources per unit of work. However, the reporting data reflect not only the savings achieved during the analyzed period, but also all cases of cost overruns caused by poor organization of production, repair and operation of rolling stock, track facilities, irrational use of resources, etc. Therefore, reporting and statistical consumption standards are not progressive in their essence.
When developing long-term plans for logistics, as a rule, aggregated consumption rates are used, calculated in the context of strategic business units. Since forecasts are made for a long period (from 3 years), the standards used must be progressive, i.e. correspond to the best achievements of Russian and foreign railways.
Norms characterize not the present, but the future, planned level of material costs. They represent tasks for the quantity and quality of materials used in the planning period and should be set not at the level of actual costs per unit of transport work, but taking into account the improvement of equipment, technology and organization of transportation provided for in the planning period.
The main objectives of long-term logistics planning are to determine the estimated needs of railway transport for electricity, fuel, materials, spare parts and other types of products and the approximate costs in monetary terms for the acquisition, delivery and storage of the necessary resources. The level of provision of material resources for the planned work program depends on how correctly the needs are identified. When determining material needs, the entire volume of work for the planning period must be taken into account: for the operational activities of railways; repair of rolling stock; other types of activities (including the manufacture of spare parts for rolling stock, machinery and mechanisms); repair and current maintenance of buildings and structures; capital construction.
Thus, the plan or budget of material resources must contain answers to the following important questions:
how many resources of each type will be needed, when and where they will be used;
what is the gap between needed and available resources;
how to bridge the existing gap and what sources are best to use for this;
what will be the costs of eliminating the shortage of individual resources;
what will be the total costs of logistics for the future volume of railway transportation.
A number of methods are used to determine the need for material resources. The most reasonable is the direct counting method, which gives fairly accurate results. With this method, the future need is calculated by multiplying the rate of consumption of a material resource by the planned volume of work.
The method of determining material needs by analogy is also used. In this case, the transport work (products), for which it is necessary to calculate the need, is equated in terms of material resource costs to a similar type of work. If necessary, use a correction factor that takes into account the characteristics of the consumption of individual resources and the work itself in comparison with the analogue, which affect the overall level of demand.
Long-term planning of the need for material resources is carried out for enlarged groups of materials for the entire range of works and services performed by railway enterprises. Calculations can be performed in both natural and cost terms. In cost terms, the total need for material and technical resources can be determined by the formula:
H
Ppi = S (Hpi " Цpi - BOi ¦ Цoi) " ^product, i =1
where Ppi is the annual consumption of the i-th type of resource, rub.;
Hpi is the rate of consumption of the i-th resource per unit of work (service);
C^- - price of the i-th resource;
Voi - the amount of waste sold;
Tsoi - the price of sold waste;
Lgproizv - annual volume of work (services) in the long-term period; N - promising nomenclature of works (services).
When planning material resources, in addition to the annual requirement, the value (standard) of production inventories of materials is also established. Calculations can be performed in one of two ways:
dividing the annual requirement by the number of supplies of materials per year;
by multiplying the average daily consumption of materials by the rate of their supply (in days).
The total need for the i-th resource will be determined by the following formula:
PR І = Рр- ± LZsk,
where Ppi is the annual consumption of the i-th resource; Zsk - warehouse stocks of the i-th resource.
After determining the need for each type of material and technical resources, a consolidated procurement budget is drawn up.
When developing a long-term budget of material resources, it is recommended to especially carefully and in detail calculate the need for the most important and scarce materials. As a rule, the range of these resources is limited, and the impact on the rhythmic operation of railways is extremely great.
