The growth of competition in the field of medium and small businesses makes companies increasingly think about using affordable modern IT solutions to optimize business processes and increase their own competitiveness. In recent years, this trend has forced software developers to reconsider their usual approach to product implementation and enter a new era of supporting business processes of companies using available mobile technologies.

Back to the Future

Not many people will remember that in 1968 the film "A Space Odyssey 2001" was released in the West, directed by Stanley Kubrick, and received many enthusiastic responses from fans of this genre. It is noteworthy, but even then a certain tablet was illustrated in the film - N ewspad, used to read articles, news, and more in the media. We can say that already at that time the idea of mobile technologies existed.

However, today, when mobile devices are approaching the power of desktop computers, and their displays in terms of resolution and color reproduction can be compared with a good monitor or TV, the trend of mobility and visualization has become quite obvious.

The mobile devices that we use in our daily lives are often far superior in functionality to most specialized industrial devices where security and reliability have always been at the forefront.

With the advent of lines of household devices that are protected from moisture, dust, and even work under water, most technical specialists increasingly began to have a question: do these “reliability” criteria reflect the real requirements of the business? Is it possible to use a mass product, for example, in operational logistics, where industrial radio data collection terminals (TSDs) are widely used?

Technology Development

Market software products in the field of logistics in Russia originated more than 10 years ago, in 1998-99, which for the segment high technology- a very significant value. At the same time, Russian developers had a unique opportunity to get acquainted with the pros and cons of foreign solutions that have come a long way in several decades. That is why, today, in an average tender for the supply of software solutions, expensive Western, European products, and inexpensive, but no less high-quality Russian systems, can successfully compete with each other.

Today, a number of categories of software products can be distinguished - these are accounting and management systems that offer to optimize the work of warehouse employees, warehouse workflow or warehouse activity generally.

This range includes complete WMS (from English WarehouseManagementSystem - warehouse management system), modules of large ERP -products, systems of the claimed "boxed" level c pre-configured capabilities that a number of vendors are positioning as adaptable WMS , regardless of the inherent functionality, as well as a number of cloud services with a limited set of technical and technological capabilities.

In addition, to the class WMS even separate applications for radio terminals began to be attributed, which simply allow you to use address storage and automatic cargo identification.

In this regard, the differences between accounting and management systems for the end user have become extremely incomprehensible. In addition, developers rarely communicate with each other, and do not make any effort to form industry standards.

Such misunderstanding is also often used by suppliers of foreign software solutions, who call little-known systems in their homeland “the market leader”, trying to sell technology twenty years ago at an inflated price.

In this turmoil, the end user becomes completely disoriented, and sometimes the choice of a warehouse management system turns into a months-long exercise involving a large number external experts and consultants, which can cost a company much more than a standard implementation project.

In fact, everything is quite simple. Products available on the market can be divided into classes and functionality. In terms of general classification, there are accounting systems and management systems.

If the former only allow recording operations, and require mandatory familiarization of personnel with the workflow regulations, then the latter (management systems) independently give instructions to employees at the level of elementary operations: which zone of the warehouse to go to, what and how much to take, where to put.

In other words, real WMS should provide automation and control of all warehouse processes in an end-to-end mode, including the work of personnel, equipment and specialized warehouse equipment.

ABOUTthe main purpose of the classic warehouse accounting system is to maintain automated accounting for the movement of goods material assets. The basic functionality of such systems provides support for the processes of acceptance, release of goods, inventory of balances and the formation of reports on the movement of goods.

The functionality of some accounting systems can be expanded, but, in any case, they will not be able to provide management of technological processes in the warehouse, adapt and optimize them, depending on the tasks facing the warehouse complex, as well as plan and issue tasks to performers. This is due to the fact that the main purpose of such solutions is accounting, not management.

The differences here are not only in the presence or absence of specific functions, but also in the technological component of the platform, which allows managing the simultaneous work of several hundred employees without delays in data processing.

Since the functional "chasm" between accounting systems and WMS rather large, a rational question arises about the existence of an intermediate class of software solutions that will allow not only to record operations or manage each step of an employee, but also provide employees with useful information to make a decision from several possible options.

This approach is the most optimal for warehouse complexes where a small number of employees work, each of which has a specific area of responsibility. At the same time, each employee can perform a wide variety of functions, being both a receiver, and a picker, and a controller, and an operator of handling equipment.

In addition, the implementation of such a system in an affordable price segment for small and medium-sized businesses does not in any way add up with reference to expensive radio terminals, on the screen of which, moreover, it is unlikely that a large amount of various information will be presented.

Classic resolution for many data collection terminals, which is about 320 x 320 pixels, and a three-inch screen do not allow you to realize a full and comfortable workplace. Thus, the implementation of new class software solutions ideally matches the current state of the market. mobile devices mass use, having a large number of various accessories, and allowing to provide the employee with a user-friendly interface for work.

The first such solution was announced last year as a system BIGLit class WAS Warehouse Assistance SystemRussian company Klevers , which is part of the group of companies LogistiX , a domestic system integrator in the field of logistics. System class WAS just represented an intermediate link between the usual WMS and accounting solutions, where the software product does not indicate, but helps the employee, providing him with the necessary data in a convenient form.

Pilot project

A pilot project to launch a new software solution BIGLit WAS using mobile technologies became the warehouse complex of the group of companies"Rogneda" in the Moscow region. The system was implemented in a warehouse with a total area of 3,000 sq. m., processing 1,200 active nomenclature items. At the same time, work is carried out not only with fixed packages, but also with weight loads, there are different hazard classes, serial and batch accounting.

Deploying the Class System Infrastructure WAS was an installation software as a service with an embedded DBMS (database management system) to a server, which by and large can be a desktop computer or laptop (minimum requirements: CPU (64-bit, 2 cores); clock speed: 1.5 GHz; RAM: 2 GB;2 GB HDD; Microsoft Windows 7 / 8 / 8.1), that in the case of the introduction of the usual class systems WMS simply impossible, due to the significantly higher system requirements.

It was decided to use tablet computers as working tools for warehouse employees. To connect the "tablets" with the server, the network already deployed in the warehouse was used WiFi . To support barcoding technologies, portable scanners connected to tablets via an interface are used. bluetooth. Communication BIGLit WAS c the main accounting system of the enterprise was installed using web -services. The protection of tablet computers was implemented using specialized covers purchased from one of the online stores.

If we talk about costs, then the implementation BIGLit WAS cost about 10 times cheaper than the implementation of the average wms.

Wherein , the use of mobile devices as a working tool allows you to work with the system BIGLit via mobile data transmission LTE or 3G connections in case problems occur c WiFi network. Note that the vast majority of data collection radio terminals do not have a mandatory 3 G/LTE module, and most tablets and smartphones have it.

Warehouse employees independently decide what task to take on and what tools to use to solve it, based on the provided system information.On the one hand, in this way it was possible to avoid the excessive complexity of the algorithms and settings inherent in WMS -systems, and on the other hand, to a certain extent, the ability of employees to work using the already familiar technology of work without automation tools has been preserved.

To date WAS supports automation of basic warehouse operations(acceptance, placement, movement, work with orders, recruitment and shipment, recalculation), storage of up-to-date data on warehouse balances, informing the user about options current actions when performing cargo handling operations in a warehouse, taking into account certain rules, restrictions or criteria, as well as obtaining a number of reporting information and printing documents. The system also allowsmaintain batch, serial records and other parameters, including production dates and product expiration dates, hazard classes and cargo quality categories.

Landmarks

By and large, end users of class systems WAS can already determine where it is possible to use such systems. These are warehouses of online stores, regional warehouse complexes, remote sites and other options where you want to put things in order, but there is no desire or financial opportunities to invest serious funds in this very “order”.

However, many users WMS are already expressing a desire to have tablets and smartphones at some workplaces, since in most warehouses of the class “ A » Operating conditions are quite forgiving for this equipment, and the capabilities and ergonomics cannot be compared with typical industrial devices.

Even though the system BIGLit WAS able to support the standard processes common to many warehouses, it must still be understood that it is focused on warehouses of low and medium intensity with basic cargo handling procedures. If we are talking about high-intensity warehouse complexes, where it is necessary to support unique business processes, taking into account the specifics of the enterprise, with a large number of employees, effective communications between which are not established, then in this situation it is better to think about the use of professional WMS solutions. Such control systems will make it possible to adapt their functionality to individual processes, and, moreover, to eliminate possible difficulties in the communication of a large number of personnel among themselves due to the developed functionality of automatic dispatching.

conclusions

According to experts, such affordable systems are promising in logistics. Despite the fact that the first such solution appeared on the market relatively recently, it is already in demand by business.

“These solutions have a wide range of applications for logistics companies, and, indeed, are developed according to the most modern standards. And, of course, we, as a vendor that operates with a large number of companies offering innovative solutions, including mobile ones, are very pleased to see that partners in Russia are developing world-class solutions,” said Irina Ratina, Director of the Department of Transport , Retail and Distribution" company in Russia Samsung Electronics.

Demand creates supply. It is obvious that small companies also strive to optimize business processes as well as the largest enterprises in various industries, which is a significant incentive to develop innovative solutions. The only question is the availability of software products in combination with their functionality. And speaking of small companies, then mobile technologies in close integration with modern IT solutions today have great potential.

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Today we are experiencing a boom in mobile solutions. They are so deeply rooted in our daily lives that we can no longer imagine how to do without them. At the Corrugated Packaging Production, 22 mobile data collection terminal(TSD). All of them are connected to a single industrial Wi-Fi network. In addition to enhanced security properties, mobile terminals are equipped with a barcode and NFC tag scanner, a camera, built-in data transmission modules, and a high-resolution display. The number of operations performed using TSD is five so far.

The first step towards the use of mobile technologies in production was the introduction repair management systems and maintenance equipment(MRO). Today, with the use of TSD, several operations are performed: bypassing the equipment by duty personnel, fixing deviations in work, and receiving and transferring shifts by machinists.

Deputy Director of Corrugated Packaging Production, Sergey Neklyudov: “The main thing is to prevent breakage and prevent emergency. For this purpose, we organized rounds of the equipment by the on-duty employees of the repair services using the TSD. A very important point here is the formalization of processes: a description of each node, how often it needs to be checked, maintained, and repaired. Work was carried out to provide barcodes for all major equipment components, route lists were drawn up, equipment maintenance standards were revised. The appearance of employees at control points and the performance of their duties are systematically monitored. During the bypass, the employee makes a note that there are no problems or notes a malfunction and, having taken a photo, sends it to the system. If earlier it was possible to ignore the detour at night and make a record of the absence of problems, now this is not possible without passing a certain route. By receiving fault reports in a timely manner, maintenance personnel take action to prevent equipment downtime. In future this system will save up to 12% of time on scheduled equipment repairs and up to 30% on total operating costs, as well as avoid accidents in 70% of cases.”

One of the TSD functions is the ability to view the availability of spare parts in the warehouse of the Corrugated Packaging Production. Repair personnel can check the availability of equipment in the warehouse without leaving the equipment, which increases the speed of decision-making on troubleshooting. Any expectation in the production process is a loss, a waste of time. Therefore, the reduction various kinds losses that do not add value to the product is an important task for manufacturers.

One of the stages technological process is to check the quality of products after setting up the order and launching into production. To improve the efficiency of work during the delivery of a box to the BTC, it was developed mobile app DTMS PCBK (Down-Time Management System). Step-by-step data recording makes the process transparent, allows you to identify time losses and eliminate them, detect problems when setting up an order for each driver, and take measures to improve the professionalism of technological personnel.

Martin DRO-1628 line machinist Vladimir Shafikov: “The process of presenting a box to the BTK is important, but it can be delayed for various reasons. By attaching the terminal to the label on the line, the system generates a task for the acceptance of the corrugated box. The system records the time spent on the transition from the line to the BTK and back, the time of direct acceptance of the box. The reasons why the box is not accepted are recorded in the system and form the data necessary for further analysis, including the condition of the equipment and the qualifications of the driver. It's very disciplined."

Mobile technology is very flexible and allows you to decide production tasks different type. For TSD Corrugated Packaging Production, a separate application RMS PCBK (Roll-control Management System), which provides order-by-order accounting of the use of rolled raw materials in the production of corrugated cardboard.

Galina Doroshenko, shift supervisor: “Requirements for product quality dictate the need for end-to-end accounting of the production process at every stage, from control and accounting of incoming raw materials to the release of products to the warehouse. New system allows you to quickly record the process of installing a roll on a corrugator and removing it, to quickly write off raw materials, print labels on the remaining rolls, and also monitor compliance with the use of raw materials in accordance with the approved selection.

The listed list of TSD functions is not exhaustive. The plans include the implementation of a system for prompt response of repair personnel, the ability to view 3D models of equipment units and assemblies, receive ideas for improvements and rationalization proposals from employees through a mobile application and others. These solutions turn data into actionable information that is essential to running a business efficiently. A well-built business process helps to establish interaction between employees of different departments, to make well-founded correct decisions. A good pace has been set for automation, which integrated approach allow the company to operate more efficiently.

In recent years, Enterprise Mobility Management has been intensively emerging direction its development. It integrates employee activities, processes and technologies through the use of a wide range of mobile devices (tablets and smartphones such as iPad, iPhone, Blackberry, Android devices, laptops and netbooks, etc.), wireless networks and related services.

Mobility in business is understood as the execution of business processes of an enterprise using mobile devices, which ensures the rapid receipt of data and knowledge necessary for doing business, their timely exchange with other business partners, management decisions. It leads to an increase overall performance enterprises due to the growth of labor productivity of each of its employees. This is due to the fact that they get access to the corporate information network using their mobile devices either directly or via the Internet at any time and in any place where there is mobile connection with network access. They can use corporate databases, corporate applications and e-mail, document and project collaboration tools, planning and decision-making tools while away from the workplace or outside the enterprise. As a result, the competitiveness and adaptability of the enterprise to changing conditions are improved.

Currently, mobile technologies are increasingly used in management and automation. production processes. Developers of mobile devices, wireless information networks, equipment for information infrastructure, as well as related software began to take this into account.

Functions of mobile technologies in business

With the help of mobile technologies in business are implemented:

- messaging via e-mail and corporate network;
- virtualization of IT infrastructure of the enterprise, servers, computers and their desktops, applications;
- communication using cellular and wireless data networks such as Wi-Fi, NFC (near field radio communication), Bluetooth, voicemail, FMC (Fixed Mobile Convergence) technologies based on the convergence of stationary and mobile networks communication, which allows you to create a single network of office and mobile phones with general plan short numbering, etc.;
- work with corporate information systems of classes ERP, CRM, MEAP (Multifunctional Embedded Application Platform - a multifunctional platform for mobile corporate applications), business intelligence systems, etc.;
- unified communications, such as VÜIP (a communication system that provides the transmission of a voice signal over the Internet or over any other IP networks), web meetings, a mobile portal, social networking;
- security provided by MDM systems (Mobile Device Management - mobile device management system), encryption, organization of VPN networks (Virtual Prívate Network - virtual private networks), antivirus programs and firewalls.

New qualities of communications

Mobile information technologies lead to the creation of telecommunications on more high level. So, a small application, such as Avaya onc-X Mobile, installed on a mobile device, allows you to implement PBX functions on it. An employee of the enterprise, having received a single number for office and mobile devices, can switch from one to another during the call, select an active line, etc.

The application allows you to fully control all calls from mobile phones of employees. Security options include authentication of the user's machine in the PBX and effective control of wireless communications, allowing only authorized users to interact. The program helps to conduct video conferencing, call forwarding and abbreviated dialing.

The Cisco WebEx solution will be useful when traveling, as it allows you to quickly access calls and contacts, general access to the screen, organize and annotate meetings in real time. Business-quality video is provided by the Polycom Telepresence solution. It is the first Android device optimized for the Samaung Galaxy Tab, using 3G, 4G and Wi-Fi networks. High-resolution video acquisition is provided, as well as IP address setting control. In addition, you can call a number from the directory.

Whether a mobile device is owned by a business, employee, or third party, IT managers need to be able to maintain it to ensure a safe and secure user experience. We've put together a few best articles from SearchMobileComputing.Com and included them in this how-to guide to introduce you to the key features of mobile device management.

Supported by

An Introduction to Enterprise Mobility Management

When you look at enterprise-wide mobility use with a fresh eye, you will eventually run into a conflict between enterprise IT's vision and the practical requirements of mobility. This can be called "narrow approach" IT or insufficient coverage of the issue. Whatever you call it effective management mobile infrastructure is the most important condition necessary for the transformation of mobile devices into a computing resource of the enterprise.

Whether a mobile application or not, whether it works only in the office or in the field, it certainly requires certain forms of computing resources. And whether the resources are owned by the enterprise, users (employees), or third parties, the IT department must be able to create its own presence on each device and manage certain aspects of it to ensure a secure and reliable user experience.

Since the goal of introducing mobile systems in enterprises is to increase productivity, work efficiency, and improve labor results, this goal should be achieved using appropriate mobile infrastructure management tools. At the same time, users who spend time “playing” with technologies are, of course, less productive. The same applies to users who cannot receive technical support.

While it makes sense to say that we can abstract away the device and make the application available to everyone on the planet, the mechanisms for accessing the application come into play, and we must ask on a case-by-case basis:

What device is accessing the app?
Who provides the software?
Who provides the device? How much does it cost?
How to ensure security? Is the security level optimal to allow access to the application?
What connection is being used?
How can we keep the application in a healthy state?
How can we ensure the connection of users who are not members of the local network?
Who is responsible for the user interface and user experience?
Who is doing the testing?
Who provides support in case of failures?

These are all issues of IT infrastructure management, and these are problems that the IT industry must solve. Some solutions will come from within IT, others from user groups, communities, and others. internal organizations. And, finally, the third group of solutions will come from hardware and software vendors and mobile operator communities.

This is the first article in a series on enterprise mobility management. The aim of the series is to highlight the key features of enterprise management in the light of mobile infrastructure and mobile device management. Various organizations claim to have solutions to some or all of the above issues, and we'll look at the difference between their approaches next. At the moment there is no such thing as "all purchases in one store visit" for corporate IT management, which includes the management of mobile infrastructure and mobile devices.

Mobile devices and management problems in the enterprise

It is enough for managers responsible for mobile infrastructure to hear the words " corporate governance' and you'll get a whole range of responses. Some IT managers will roll their eyes and say that in order to deploy mobile infrastructure, they must implement their own asset and device management solutions. Others will tell you that they rely on BlackBerry Enterprise Server and tell about it. The third group will tell how they can't find anything close to Active Directory , not to mention Unicenter , Tivoli , open view , Patrol (select one from the list), etc.

Despite some opinions, the fact is that enterprise management platforms provide a number of services that are essential for a successful deployment of mobile infrastructure. Until now, mobile solutions have not been embraced by these platforms, and as a result, IT departments have had to make do with other technologies. mobile control platforms.

Asset Management

Any mobile device is considered as an asset of the enterprise, and dispose of it, like other assets. Like office computers, servers, routers, storage devices, printers, and more, mobile devices must be tracked, inventoried, and managed. This "asset management" allows the organization's IT services to know what kind of device it is, what software is installed on it, what connection is in use, how to replace the device if it breaks. Asset management is generally not concerned with granting access rights and other user/group functions.

Security Management

Like asset management, security management relies primarily on the ability of an organization's IT services to inventory computer resources and know what software, certificates, and other resources are installed on a mobile device. Key components of this inventory are antivirus software updates, firewall status, and (when applicable) intrusion detection tools.

In accordance with the security policies, the security management platform will check and update the software downloaded to the mobile device, as well as the device configuration, before allowing access to the corporate network. Most traditional enterprise management platforms offer this level of security control for office computers, but not for handhelds, PDAs, or smartphones.

Network and connection management

Since computer networks include mobile and wireless components, enterprise management platforms must be able to work with all devices connected to the network. This means that an organization's IT services can manage a Wi-Fi network in the same way that they manage an Ethernet network, an office network, or even widely deployed infrastructure and services.

Mobile connections are a different story, enterprise management platforms are less focused on managing mobile device and mobile user connections. The prospects for the development of the enterprise raise another question: how to manage the connection of a device that is “not visible”. If the device is not connected to the enterprise network, then how to troubleshoot the connection (which is not) - it's like asking what came first the egg or the chicken.

Support tickets and remote management

Strange, but applications technical support is an area where mobile integration is rightfully well developed, although not in the direction you might think. Since IT departments use an internal mobile infrastructure, they saw the need to expand support ticket management platforms (for example, BMC/Remedy ) to mobile devices. This has enabled IT managers to use mobile devices to manage support tickets and to remotely configure servers, routers, and other equipment.

However, the ideal scenario for enterprise management platforms is to provide integration between mobile devices and support ticket management platforms so that workers can initiate tickets and receive assistance with problem resolution remotely via mobile devices.

What to do?

Listed below are several ways in which enterprise management platforms can provide services that are useful to all those responsible for mobility solutions. Many IT managers build these internal capabilities, here are a few things to do along the way to build them:

Ask about opportunities. Talk to all possible suppliers and tell everyone and everyone about what you need. Tell the experts what you have, for example, open view within the organization and that you would like to integrate the two systems. Tell me exactly what it means to you. It's also a good idea to write this down and make sure the request goes from the sales manager to the product manager who is responsible for including the requested features in the upgrade. And remember: it is never harmful to ask;
Develop parallel processes. Think about the last time you had to go through a merger or acquisition. And then think about how long it took to bring the two organizations together. As you develop a mobile infrastructure management solution, consider developing identical, parallel processes wherever practical. This path will allow you to manage your business's mobile infrastructure in exactly the same way that you manage your fixed infrastructure with a large enterprise management platform, and it will reduce (although not eliminate) integration difficulties;
Plan for technology integration. Today, mobility is seen as something different from the rest of the infrastructure, but the day will come when a systems architect or IT manager will look at mobility and ask why this part of the infrastructure is completely separate from the rest of the infrastructure in everything from management to applications. When that happens, some will say that portability is just one of the characteristics of an enterprise solution, not the other way around. Get ready for this day.

Let's focus on our goals. We know what corporate governance gives. We know we need many of its features. And we also know that we need to create a lot with tools that are different from existing corporate governance platforms. We can look at the state of the business today, but we also need to start preparing for when we can expand our enterprise management platform to include mobile services.

Best Examples of Enterprise Mobile Governance

Employees require an increasing number of mobile services provided by the enterprise's IT service. There are two fundamental different ways receiving these services. The first approach is to choose a single mobile platform and associated software for management, messaging and application deployment. The second method is based on the use of many types of devices from different suppliers and accessing services using several different application platforms. The single supplier strategy pays off as it is safe and cost effective. However, this approach has its limitations, one of the main limitations is the inability to provide services Cell phones, handhelds and any other devices that are not considered "smartphones".

IT managers using smartphone-style solutions from a single vendor have already answered questions about mobile device management, policies, and data handling. Mobile middleware provides management tools. The device comes from a vendor and all data is transferred over a secure connection to the vendor.

Companies that expect to support many types of devices from multiple vendors face a wide range of issues in managing their enterprise mobility infrastructure. In this model, devices are provided by mobile operators, users and IT managers. We're already getting inquiries from company VPs and senior executives that they want to use their Apple iPhone at work, and we're guessing what lies ahead.

(Mobile) workers. We talk a lot about "mobile workers", but in reality every worker is mobile in one way or another, so the term is redundant. It's time to get rid of the word "mobile" in our vocabulary and start just saying "employee" or "user".
When discussing the types of workers involved in a mobile solution, it is also helpful to talk about the number of contacts users have. For example, technical support engineers spend most of their working day interacting with users. The number of clients and the time spent on each saves the investment. After all, if a senior manager recognizes mobile email, then it's pretty easy to use a similar solution for employees who spend time with ten different clients usefully every day.
Services are the goal. The goal of enterprise mobility management is to create the infrastructure necessary for the organization's IT services to provide employees with mobile services. What are these services? And why are they so important?
The fact that services are always available prevents you from postponing important things. Some mobile solutions do not require a permanent connection, and this greatly simplifies the situation for IT management. If you can get far with Wi-Fi, infrared, Bluetooth, or even if you're only using dock sync, there aren't many things that need to be constantly managed.
Plan of technical re-equipment. The time will come soon and there will be no such thing as a separate mobile infrastructure, instead the majority of enterprise computing resources will become mobile. Datacenters are here to stay, and most offices will remain, but the idea of keeping mobile infrastructure separate from the overall enterprise management system and outside of the overall architecture is extremely limited time life. IT managers must prepare for the day when they will have to integrate mobile infrastructure into a common enterprise management platform.
Be the leader. It is a common practice in many organizations that IT managers rely on vendors for mobile infrastructure management, management policies, and work organization. This is a big mistake, as vendor priorities are different from yours. Plus, it's your job to define exactly what you want and how your company wants to organize mobile.
For example, let's say your company already has laptop management policies in place. If you add mobile devices here, you have three alternatives: (a) manage mobile devices in the same way as laptops; (b) implement new set processes that take into account existing management experience in the enterprise; (c) do nothing. This is an important choice, and every IT manager in your company must understand the chosen policy and decision and the rationale behind this decision.
Ask, ask, ask. Mobility vendor managers did an excellent job of generating requests to add new features to their platforms, but they had to do so because enterprise managers, device manufacturers, and mobile operators left few requests. Now is the time to start asking.
The form in which the question is asked is as important as the question itself, and there are two areas to focus on: moving beyond the world of mobile vendors and looking for a solution within the vendor environment. The first direction is for the enterprise management team to participate in discussions led by the mobility team (if they are two different teams) and the enterprise managers start asking their suppliers about mobility solutions. This will also facilitate joint meetings with mobile solution providers and discussion at these meetings of the integration of various systems and future plans of providers.

According to the second direction, you need to ask questions in such a way as to integrate deeper into the supplier community. Most IT managers know their subject area well, but when the time comes and you need to understand the internal organizational structure supplier, few understand the difference between the responsibilities of a sales manager, a development manager, a marketing manager, and a product manager. Just because someone works for a supplier doesn't mean they can answer your questions and guide your next steps. The goal is for Product Managers to look at new features (for example, incorporating the ability to configure mobile devices over a wireless connection into an existing platform) and for Product Managers to reach out to a group of Development Managers who, in turn, move things forward. dead center in relations with mobile operators.

And remember, you won't get anything if you don't ask for it.
Clear intentions. Another group of questions to platform providers, mobile operators and even equipment manufacturers relates to their development plans. Ask each party about how they plan to work in the future. Ask where the boundaries are for them. Ask what they will do in the worst case.
The important thing about clear intentions is that no one asks about it. So vendors have never heard of this and they don't think it's a potential problem. However, IT managers concerned with mobile infrastructure management can improve the quality of service if they know exactly who is doing what in the areas of mobile devices, software and value-added services.
standard agreements. The goal of the IT department of any organization should be to develop standard agreements that define the distribution of roles and responsibilities for managing mobile devices between the enterprise and the mobile operator. The best way addressing this issue for the various mobile device organizations is to come together and define a standard contract that will be used by each organization and mobile operators. This has not happened with service agreements, and it seems that mobile infrastructure management will also evolve in a piecemeal fashion. Managers in charge of mobile infrastructure must prioritize the task of creating standard agreements over other corporate governance tasks, and it's time to finally support Apple iPhone users in remote offices.

Conclusion

How the corporate management of mobile infrastructure will evolve depends on our common choice. We know that we will have to manage mobile infrastructure in certain ways. We also know what services we want to provide to users. In the meantime, we know that investing in over-the-air (OTA) device control technologies potentially leads to conflict between control approaches. We are drawn into a risky process of constant updates in an endless battle for control of mobile devices. The question is whether we, as IT managers in charge of mobile infrastructure, will work together to arrive at a divide and conquer strategy that we know vendors will use when defining mobile governance principles. Will standardized features and interfaces be used, or will we spend endless amounts of money negotiating and contracting mobile device services with every operator that provides such services. The choice is ours.

About the Author: Daniel Taylor is Managing Director of Mobile Enterprise Alliance, Inc. (MEA) (Mobile Industrial Alliance), he is responsible for international developments alliance, programs, marketing and communications with alliance members. He has over 14 years of experience in high technology fields and is well known as an expert in various aspects of mobile technology, including wireless networks, security, industrial applications and communication services. Prior to joining MEA, Daniel held a number of product marketing and development positions in the communications industry.

Murtazin D.R.

2nd year student of the Faculty of Economics

Scientific adviser: Ilyin V.V., Ph.D. tech. Sciences, Associate Professor, Head. Department of Mathematics, Informatics and Natural Sciences West Ural Institute of Economics and Law

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The new economic situation poses a number of tasks for enterprises that were not previously considered by them. Among the most important tasks distinguish: increased competition, the requirement to produce products in accordance with current orders of buyers, and not with long-term long-term plans, the need for prompt decision-making in a difficult economic situation.

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gees help managers industrial enterprises in solving these complex problems. The most common production management methods are formalized in the form

management standards, which are the basis for the development of the functional structure of information systems:

1. Material Requirement Planning (MRP I). MRP I involves the formation calendar plan-graphic arts supply of raw materials

rials and accessories; warehouse management; working capital accounting.

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to the side; stocks of inventory items in the warehouse; design composition of products and technological norms for the consumption of raw materials, etc. As a result of planning

requirements for materials are formed: planned orders - they determine the size of the order,

reports for the implementation of the functions of control and analysis of the supply of materials and has the following

cumulative advantages: the possibility of optimizing the time of receipt of materials and the release of products; decrease in the level of warehouse stocks; more accurate information for

production accounting.

The disadvantage of the MRP method is that it takes into account a limited list production factors. Since when planning the volume of production resources is not considered

limited, MRP - systems do not guarantee the mandatory implementation of the formed

bathroom plan. In addition, there are no variant calculations of the planned material requirements, and therefore the analysis of the "What if?" impossible in principle.

2. Planning the need for production capacity (Capacity Resource

Planning - CRP). The system performs planning and load balancing of work centers, taking into account resource constraints and release plans finished products. When planning

rationing takes into account the sequence of technological operations of manufacturing

production of products at work centers.

For each work center, the planned load is calculated, the capacity constraint is taken into account, and any discrepancies between their planned demand and available capacity are reported.

This allows timely

take regulatory actions aimed at equalizing the load of work centers by redistributing the flow of operations or, in extreme cases, by changing the production program. At the same time, CRP systems do not provide optimization of work center loading, leaving this intellectual procedure to a person. As a result, a production program is obtained that corresponds to the real possibilities of loading work centers - production capacities. This production program becomes the basis for planning material needs in the MRP system.

For requirements planning production capacity use the initial data: production schedule; about work centers; on technological routes for the manufacture of finished products. The disadvantage of CRP systems is that they take into account a limited list of production factors, as well as the lack of tools for modeling and optimizing the load of work centers.

3. Closed cycle planning of material resources (CL MPR).

In the late 1970s the closed-loop method MRP (CL MPR) appeared, which is further development method of planning the requirements for material resources. Os-

a new idea for a new method - establishing feedback providing tracking

maintaining the current state, monitoring the implementation of the supply and production plan. As a result of the application of the new method, the level of

fidelity and accuracy of planned indicators. Additionally new method allowed auto-

to matize management functions: enlarged technical and economic production planning; development of the main production schedule, etc. After for-

completion of the detailed planning phase, the MRP closed-loop system supports

There are no phases of detailed planning and accounting for the implementation of plans: the formation of detailed

schedules for the release of finished products, supplies of raw materials, materials and components for suppliers; accounting for input / output material flow, etc.

4. Production resource planning (Manufacturing Resource Planning - MRP II).

The MRP II system provides support for the following enterprise management functions:

business planning; sales and operations planning; production planning;

formation of the main production schedule, etc. .

Detailed production plans and supply plans find their value

reflection in the calculation of the cost of production, accounting for sales, accounting for supply and production operations.

The MRP II system implements three basic principles: hierarchical structure of IS

– division of planning functions into levels corresponding to the areas of responsibility of different management bodies; integration of IP management functions - a single information

rational space for various areas activities related to material and

financial flows within the planning horizon; interactive interaction of managerial personnel for modeling managerial decisions in IS.

The system has the following main advantages: the ability to plan operations

timal need for material and production resources; reliable accounting of the movement of various types of material values from the moment of receipt of the material

to the warehouse before shipment of products to the consumer; prevention of deficiency or excess

terial reserves.

The disadvantages of MRP II systems include: lack of integration with financial and personnel management processes; focus on existing orders; poor integration

with design and construction systems.

6. Enterprise resource planning (MRP II & FRP (Finance Resource Planning), Enterprise Resource Planning - ERP I). Since the 1990s MRP II systems integrate with the module

financial planning and business planning system. As a result, an enterprise class system (ERP) has been formed, which allows you to effectively plan com-

commercial activity of the enterprise. A feature of the MRP II and ERP systems is the

a new principle of consistency and functional integrity of the management system. Similar systems can be used to manage enterprises of various

scale, but first of all - by large firms doing active business.

The MRP II and ERP systems allow: to optimize business processes to reduce the costs of production and sale of products, works and services; use the optimal

nye methods of planning and management of stocks of material assets; ensure

production cost management, etc. .

7. Resource management optimization (ERP II). ERP II systems are created for industries and individual lines of business, the model of open interaction provides

integration with other applications, support for numerous standards and protocols for cross-platform interaction (Java, XML, ASP, Corba technologies,

COM, EDI electronic documentation system, etc.).

The ERP II system includes functional components of e-business, implemented as web applications: 1) SRM - relationship management system with

suppliers (supply) for procurement of resources; 2) CRM - a system for managing communications with

customers for the sale and sale of products; 3) SCM is a system for managing virtual supply chains to deliver resources or products; 4) VI - system

business intelligence to form analytical reports and evaluation of business processes;

5) PLM - control system life cycle product; 6) HRM - control system by human resourses; 7) Financials - a financial management system from the side of

personal participants in the process (financial director, manager, investor, employee

ka); 8) Mobile Business ( mobile business) - a system for ensuring transparency of the location of business participants on a global scale; 9) KM - knowledge management system

about business.

8. Management as cooperation (Customer Relationship Management - CRM, Customer Synchronized Relationship Management - CSRM). In the 1990s there was a direction

in management called "cooperation" - Management by Collaboration (MCA), which is based on the following provisions: the declaration of joint goals that must be achieved by all business participants; organization of dynamic work teams to solve problems aimed at achieving these goals; maintaining the spirit of cooperation on a mutually beneficial basis (at the level of individual performers, departments and even companies); creation of motivation for work and growth of professionalism of employees.

List of sources used

1. Information systems and technologies in economics and management: studies for

student, education, economics special: rec. UMO universities on special. Appl. informatics (by regions) / St. Petersburg. state University of Economics and Finance; ed. V. V. Trofimova. - M .: Higher education

title, 2008. - 430 p.

2. Design of economic information systems: Textbook / G.N. Smirnova, A.A. Sorokin, Yu.F. Telnov; Ed. Yu.F. Telnova. - Finance and statistics, 2003.

3. Abalkin L.I. Looking for a new strategy. Selected works. In IV vol. M.: Economics, 2000

4. Vorontsova G.V. The main directions for assessing the effectiveness of managerial

solutions // Bulletin of the SevKavGTU, Series "Economics", No. 2 (13), 2004