Logistics supply chain management systems. Management of logistics processes in supply chains. Pros and cons of the profession

The process of establishing the delivery of materials from the supplier to the consumer should provide for a flexible system capable of promptly responding to production requests related to changes in market conditions. In the presence of competition, entrepreneurs track positive trends in the market. Changes in manufactured products can be influenced by a decrease or increase in consumer demand, which requires a corresponding decrease or increase in production volumes, the appearance on the market of a new product made from a new material that improves the user properties of the product. All this requires the entrepreneur to make quick decisions related to changes in the conditions for the supply of raw materials. Therefore, before establishing economic relations with suppliers, it is necessary to study the potential of the supplier, focusing on the requirements of production and possible changes in the terms of delivery.

The supply of the necessary raw materials or materials can be carried out either directly from the manufacturer to the consumer or through intermediaries. Delivery from the producer to the consumer is called transit, and through an intermediary warehouse.

The transit form of supply of materials can significantly reduce the time spent by material flows in the sphere of circulation, and also allows you to reduce distribution costs by reducing the cost of loading and unloading operations, warehousing. The use of a transit supply scheme is advisable to use for large batches of supplies of a constant assortment in large batches, when the products do not require additional logistics work and operations to prepare for production consumption.

The duties of an intermediary may include work related to the performance of a number of production services for the preparation of products for production consumption, the implementation of after-sales services for the sold products, as well as the provision of a range of other types of business services.

When considering the issue of choosing or switching from one form of delivery to another, it is necessary to take into account transport and procurement costs.

Transport - procurement costs are the costs associated with the organization of the order and its implementation, as well as the costs of procurement and delivery of material resources. They are only part of the logistics costs.

These include:

• · expenses for the formation of a network of supply chains, as well as the selection and evaluation of suppliers;
• · forwarding costs;
• postal and telegraph, travel, representation and other expenses;
• shortages and losses along the way within the norms of natural loss;
• · other expenses (security, fulfillment of additional requirements of consumers, etc.).

Depending on who the supplier is, the type of logistics system is determined. If the movement of material flows is carried out in transit, then a logical system with direct connections is formed. If a warehouse form of delivery is used, then a layered logistics system is formed. Sometimes an enterprise-consumer simultaneously receives material resources from different sources - manufacturers and intermediaries - then in practice, flexible logistics systems are most common.

Most efficient system Supply chain management is the application of a just-in-time logistics system. The use of this system will make it possible to achieve great success in the volatility of the market for the final product, as well as in the development of new products.

The use of the "just in time" system provides for the work of consumers with a much lower stock of raw materials and materials than in the conditions of traditional supply. As a result, the requirements for the reliability of all participants in the logistics process, including transport workers, are increasing. If in the conditions of traditional supply, when choosing a carrier, first of all they pay attention to transportation tariffs, then when using the "just in time" system, preference is given to a carrier that can guarantee the reliability of meeting delivery times.

Companies using the JIT system are characterized by the following features:

• stable production output;
• frequent deliveries in small batches;
• · deliveries based on long-term orders;
• the minimum amount of related documentation;
• · the volume of information on deliveries is fixed for the entire volume, but may vary from one delivery to another;
• Lack of supply of goods with excess or shortage;
• Suppliers are oriented towards the use of standard containers and packaging.

The use of the "just in time" system allows you to achieve the following results:

• Reduce inventory holding costs
• Reduce the number of marriages
• Reduce storage capacity.

Benefits for the supplier:

retaining a skilled labor force;

reduction of storage costs;

· simplification of the procedure for coordinating deliveries due to the proximity of the supplier.

The use of the "just in time" system should be preceded by differentiation of the assortment (nomenclature) of the supplied commodity or production resources in order to highlight the most significant positions. ABC analysis can be used as a differentiation tool.

The methodology for calculating the ABC is given in the Appendix.

The logistics processes of resource support for the activities of an enterprise have a significant impact on its economy, taking into account the technology of order fulfillment and the formation of costs. At the same time, in the field of support, typical problems arise that need to be solved in any production, namely:

Make or buy? - Determine which components (components) of the final product will be manufactured at our own facilities, and which will be the subject of purchase;

How much to buy and how much to make? - The formation of an answer to this question requires the organization of procedures for forecasting market needs, planning the needs of materials, establishing the possibilities of manufacturing with our own facilities and the magnitude of the influence of internal and external factors;

Where could I buy? - The answer to this question requires the establishment of procurement sources and suppliers;

When to buy? - The answer to this question may be the result of the implementation of the appropriate procurement policy, which has developed in the conditions of the implementation of the inventory management system that is optimal for the current conditions.

The information base for the successful solution of these problems is the integration of the following data:

Parameters strategic development enterprises;

Market forecasts, production program and plan for the sale of products and their components;

Technical and technological documentation, consumption rates of materials, raw materials, components of the product, a list of typical and special parts of the product, etc.;

Catalogs of materials available on the market, price tags (price lists) for them, information guides, brochures, information from exhibitions, fairs, etc.;

List of suppliers (name, address, contact numbers) with information about them on prices, conditions for fulfilling an order, quality of products, etc.;

Available transport and storage delivery technologies: cost, time information, potential, etc.

Taking into account the reasonable definition of supply logistics as the activity of managing and physically providing the necessary materials for the production phase up to the first workplace in accordance with the accepted logistics concept and logistics goals, we must recognize that the effectiveness of logistics decisions in the field of supply is significantly influenced by "post-phase" factors . Experience is proof of this. strategic management. There are at least two important issues that cannot be ranked because they are related at the same level, namely:

Strategy for the level of specialization of production;

Supplier relationship strategy.

So, logistics decisions regarding the choice of the optimal level of specialization and optimal relationships with the supplier are related to strategic decisions. Strategic decisions in supply logistics should also include the choice of quantity and hierarchy of sources and, to a certain extent, the content of transport and storage technologies for the choice of modes of transport and places for intermediate and final storage of supply materials and parts, the content of inventory management models in supply, etc.

The adoption of a strategic logistics decision regarding the optimal level of production specialization (manufacturing depth) lies in the plane of the classical MOU problem (English) Make or Buy - "make or buy"). Graphically, the essence of this problem can be interpreted as shown in Fig. 5.1.

Rice. 5.1. Graphical interpretation of the MOU task ("make or buy")

In a simplified version, the figure illustrates the direct dependence of the purchase costs on the quantity (value) of the purchase of materials in the absence of a fixed cost component, the direct dependence of production costs, taking into account the fixed costs component AT n but their balancing at the intersection point A, which corresponds to the critical (“indifferent”) level of the amount of purchased / produced materials for the corresponding period of time M cr: at annual requirement in materials (parts) exceeding this value, it is expedient to organize own production components, and if necessary, will not exceed this value, their purchase from a third-party producer looks profitable.

At the same time, obtaining a first cost estimate in each individual case may not always mean final decisions. Criteria are often required, as shown in the algorithm below (Figure 5.2).

Rice. 5.2. Decision procedure to use externally sourced supply chain

Source: Yakimishin

Already from this hypothetical example, it is clear how important in the strategic dimension is the reliability of forecast estimates of requirements for materials and parts. However, no less important in optimizing the specialization of production are internal and external factors. The first of them is clearly available production potential, capacity, level of competence, qualifications of personnel. The second is the prospects for relationships with potential suppliers - strategic partners or ordinary producers / intermediaries.

In particular, the complexity and weak structure of decision-making on the purchase of materials that make up the product can be concluded based on the presented semantic model (Fig. 5.3).

Rice. 5.3. Semantic model for the development of the procurement policy of a machine-building enterprise

Source: Kostyuk

Over the past 20 years, there has been a steady increase in the share of purchased parts, materials, raw materials in the sales value. In many industries, this share reaches 70 %.

It is obvious that supply problems in these conditions should be resolved on strategic level in conjunction with other functional strategies - marketing, production and financial. In general, the supply strategy can be implemented in two ways: confrontational, that is, conducting a competitive struggle with the supplier, or cooperative. The choice of competition or cooperative supply strategy depends primarily on the general strategy of competition. Tsesielskaya illustrated this approach in choosing a strategy in the following two examples:

1) "Phar-Mor" - a large chain of cheap stores, is growing rapidly in the United States. One day a customer may buy a product made by one firm, and the next day he is offered products from another firm. What is always there is low prices. The firm appeals to customers who tend to drive 30 minutes to buy a cheap bar of Camay soap. The firm's strategy is based on a firm, aggressive purchasing policy ("We push people to where they squeak" - "We push people to where they squeak"). The principle is the purchase of large quantities, extortion of large discounts, up to the exhaustion of all possible concessions from outside supplier and the constant search for “opportunities.” Obviously, this is a confrontational strategy in relations with suppliers.

2) "Bumper Work" - a small (100 people) company in Denville and (Illinois), became sole supplier bumpers for "Toyota" in the USA (for factories that complement cars made in Japan with parts made in America) . Toyota has done a lot to get the supplier to make bumpers cheaper, better and faster. Technicians and managers from "Bumper Works" were invited to Japan to get acquainted with the production systems of "Toyota". A Japanese expert visited Danville and assisted in reducing the "extrusion" operation on the press from 90 minutes to 22 minutes. Toyota then dispatched two consultants to improve the organization of the production space, train staff, monitor production levels, improve quality, and control inventory. As a result, production increased by 60% in a year, and the number of complaints decreased by 80%. The cost of scrap metal per bumper has dropped from $1.28 to $0.73. Obviously, this is a cooperative strategy in relations with suppliers.

So, in the confrontational supply strategy, there are no mechanisms for the exchange and provision of information, except for the price. On the other hand, the cooperative supply strategy, pursuing the goal of obtaining a synergistic effect, requires active mechanisms for integrating efforts, resources, information and is implemented in the following forms:

Marketing approach to delivery;

Joint operational activities;

Conceptual partnership.

A broad understanding of procurement strategy options can be represented in the matrix below (Figure 5.4).

Rice .

Source: Kostoyuk

Following the solution of strategic and conceptual tasks, the stage of identification and adoption of logistics decisions, limited only to the supply sector, is next. Generalized objects of logistics management in deliveries can be traced in the diagram of fig. 5.5.

From this diagram, it can be seen that the organization of the supply process covers three sub-processes:

Order process - from whom, when, how much, how and the like;

Procurement and delivery process - from where, mode of transport, transport technology, route, etc.;

Rice. 5.5. Procurement Process Diagram

Source:

In addition to structuring the supply process, the presented scheme considers the following elements as regulatory factors:

Organization of logistics - who forms the order (marketing department, supply department, logistics department, etc.);

Suppliers - selection of suppliers;

Intermediaries - choice of carriers;

Warehouse units - selection of a warehouse "vertical";

Own warehouse - storage level, inventory policy.

The foregoing defines a specific list of typical supply logistics objects for which it is advisable to make appropriate decisions. These typical solutions include:

Planning of material needs;

realization of material needs by sources, that is, the choice of suppliers;

Realization of material needs in the plane of space-time transformation, that is, the choice of technologies for moving materials;

Parameter adjustment material flow from the source of supply to the first workplace in the field of production, that is, the choice of a stock management system, the conditions for their replenishment, and the like.

A common prerequisite for making these typical logistics decisions is the formation of complete reliable information about raw materials, materials, parts, semi-finished products, both independent of the source of origin and dependent on the source of origin, transport technologies. The first step in the formation of such a database is a structural analysis of real (if the enterprise exists) or projected reserves of resources in supplies according to the assortment, quantity and cost in the final product, the predictability of needs for them, and the like. One of the main ways to obtain such information is a quantitative cost analysis, according to which the classification of materials is carried out. This is the so-called ABC analysis.

The ABC analysis method is a modification of the Pareto rule (80:20 rule), the essence of which is that there is always a small part of the whole that has a decisive influence on it. Classic examples of the 80:20 rule would be:

20% of customers consume 80% of the goods sold;

20% academic disciplines is the source 80 % students' knowledge;

20% of city residents responsible for 80 % crimes;

20% of the components of the finished product make up 80% of its value;

20% of assortment items create 80 % profits from the sale and the like.

The modified Pareto rule, ABC analysis provide for the separation of materials not into two groups (20 % "causes" that form up to 80% of the "consequences", and 80% of the "causes" - only 20% of the "consequences") - important and unimportant, and three: very important, significant as intermediate and unimportant. Let's apply the ABC analysis of material classification.

The graphical representation of the ABC analysis of the assortment of materials (Fig. 5.6) is based on the following limitations:

Group A includes those materials, the assortment number of which (up to 20%) is approximately 80 % cost in the supply structure;

Group C includes those materials, the assortment quantity of which (about 50%) is only 5% of the cost in the supply structure;

Group B has an intermediate position: the assortment quantity is 30%, the cost is only 15%.

Assortment group A, characterized by a high share of the purchase cost (consumption in production) for the lowest quantitative share, requires exceptional attention and the implementation of special requirements planning, ordering, and inventory management procedures. According to group C, and within certain limits, group B, does not require the implementation of strict approaches characteristic of group A, and provides some freedom in planning the needs of materials, the urgency of order fulfillment, and choosing a stock management system.

Rice. 5.6. Graphical interpretation of the ABC analysis of the range of materials

The procedure for dividing the supply range according to the quantitative-cost method of ABC analysis is as follows:

Calculation of the cost (consumption costs) of each position of stocks in the range of supplies;

Ranking of the assortment according to the criterion of participation in the cost of costs (stocks, turnover) in decreasing order;

Calculation of the percentage of each position in the cost of the costs;

Creation of a cumulative sequence of materials;

Study of cumulative order;

Dividing the delivery assortment into ABC groups according to the accepted splitting criteria.

Note that ABC analysis has been successfully used in problems of optimizing the level of specialization of production (see Section 5.2), commodity policy(assortment policy), sales policy, inventory finished products etc.

Material requirements planning industrial enterprise basically consists of two parts:

Planning of the main (basic) materials necessary for the manufacture of the final product;

Planning needs for auxiliary materials, such as equipment, fuel, spare parts for machines, operating materials.

The subject of our research is the main materials, raw materials, components, directly form the final product. In general, the needs for such materials can be:

Independent, arising from external demand, such as the sale of replacement parts;

Depending on both internal needs for raw materials, materials, parts for the production of final products.

The planning of material requirements is based on the forecast of the sale of final products, which can be carried out various methods: classified, for example, as normative, factorial and parametric, or as a determinant. mined, stochastic and heuristic. The technology of forming a sales forecast is a subject of the disciplines of the marketing cycle, therefore, it is not considered here. However, it is possible to give, for example, a short-term forecast of demand for beer using the one-factor Brovn model, based on the alignment of forecast and actual indicators. The calculation of the forecast for November according to this model looks like this:

where - respectively, the forecast and actual demand for beer in October of the current year;

α - equalization factor.

Such a model is extremely easy to use and only requires fixing the previous forecast, although there are some difficulties in establishing the equalization factor, which can be calculated by iterative calculations, assuming α = 0.1; 0.2; ...; 0.9 - error (standard deviation) for the previous period (month).

Traditionally, in the material requirements planning system, only final products (including spare parts, semi-finished products) are subject to forecasting, which are sent to the market, and the material requirements that arise from their constituent elements are calculated directly. This calculation is based on the design of the product, necessary period calculation, the lead time of the order for the supply of materials, the level of stocks of materials. Schematically, this can be represented as follows: a- real example, b- a hypothetical example (Fig. 5.7).

Rice. 5.7. Structuring the product to calculate the requirements of materials: a - the material structure of the table; b - structural structure of product A

In the diagram, rectangles indicate the components of various levels (D, D, I), consisting of elements of lower levels; circles - simple elements that are the object of the purchase (b, c, f, e, f, h, k, l).

The expediency of standardization and unification of material requirements planning due to computerization has led to the emergence of a class of so-called MRP-systems of material requirements planning, built on two elements:

Plan for the production of finished products;

Structural structure of the final product.

Schematically the functioning of the MRP system is shown in fig. 5.8.

Rice. 5.8. Material requirements planning: MRP system

Material requirements planning system ( English MRP- Material Requirement Planning), depending on the structure of products, the rates of expenditure and demand for these products, calculates (in the case of the so-called dependent demand) in accordance with the previously created production plan, the need for raw materials, materials and constituent elements. This method translates the operational plan of production into "net requirements" in the accepted time distribution. In the established unit period of time, we will use the equation of the state of stocks:

A + B - C \u003d X, (5.2)

where BUT- the amount of stock in the warehouse;

AT- the size of open (accepted, but not yet implemented) orders;

C - the size of the net needs;

X- dispatching reserves (for future use). Using the MRP system requires:

Clearly defined identification of all inventory items;

Access to data on the status and level of each inventory item;

Carefully processed information about the components of products;

Knowledge of the cycles of all inventory items;

Acceptance and issuance of each item through the warehousing;

Independence of the production processes of elements produced at the enterprise.

The basis for the functioning of the MRP system is the plan for the production of final products and their structural ordering into separate modules, submodules, their elementary parts. The master production plan is drawn up on the basis of orders submitted by customers and the delivery dates determined by them, as well as available sales forecasts. The material constructive ordering of the product is the division of the final product into its individual components, parts. they are again divided into the constituent parts necessary for their manufacture. Thus, a multilevel picture of the product structure emerges. An example of such a structure would be an ordinary table produced by a factory (Fig. 5.4, a).

The MRP system requires the division of time into short (usually a week) segments and a clear definition of material needs by individual stages of production (at individual levels of detail of the product), which consists in a constant comparison (within the established time limits and at individual levels of detail of the product) of the needs for this component (raw materials) with the production plan, as well as with current stocks and deliveries "on the way". On this basis, it is possible to determine exactly when an order for certain raw materials and components for production will arrive. In addition, knowing the implementation, you can determine when ordering these materials. Generalized material requirements planning process can be presented in the following order:

1. Based on the production plan, determine the gross requirements for the final product (level 0).

2. To get the net requirements for the end product, it is necessary to subtract from the gross requirement the number of end products in stock. Set the start date for the production process in such a way as to meet the customer's net demand on time.

3. If there are levels of product development, then we will use the scheme of product development according to the materials of which it consists. Based on the net requirement that was at the first level, the gross requirement is calculated for the elements needed at this level.

If there are no next levels, go to step 5.

4. For each of the constituent elements in turn:

b) determine the moment of transfer of the order based on the time of delivery of this element, as well as other important conditions. Return to point 3.

5. If there are no further item breakdown levels, complete the creation of the material requirements plan.

MRP allows you to significantly limit inventory. This method requires the use of advanced and powerful computer and software.

A variation of the MRP system the highest degree technological development consider the production resource planning system, which is defined as MRP II ( English Manufacturing Resources Planning, which uses the same operating rules, but covers a wider range of issues. It takes into account the use production capacity and technical equipment of production while integrating all operations with financial planning. This is very a complex system which requires for its effective operation a large information base in the form of well-organized and carefully completed databases.

The MRP II system has the following features:

Financial data (accounts) comes exactly from trading transactions. Financial accounts is an extension of business accounts;

It is possible to model the situation in such a way that it is possible to virtually check the decisions made using appropriate methods;

The enterprise is considered as a single system that integrates all the most important elements in the planning and control processes: sales, production, stocks, planning, financial flows.

The technologies of the MRP II system are so universal and standard that today enterprises use them regardless of:

Their magnitude (the availability of relatively cheap equipment and its software made it possible to use them even in factories with a staff of only a few people);

Difficulties in production;

Type of production process;

Type of production (discrete, hardware, mixed).

Implementation of MRP II is not only in the implementation of an information system at the enterprise. It is primarily in the replacement at the enterprise informal production management system formal(that is, a system based on a single production planning).

It is through this integration of funds in MRP system II simultaneously achieves the integration of functional strategies, in particular logistics, financial, production and marketing. So, thanks to the planning of means of production, it becomes possible to make optimal decisions on the purchase plan, that is, when to purchase and in what quantity.

However, in the process of realizing marketing needs, significant factors must be taken into account. marketing environment. In particular, the policy of forming material purchases can be considered as a marketing tool (Fig. 5.10).

The next decision required to answer the question "where to buy?" is the choice of the source of supply, i.e. the supplier. The logistical concept of supplier selection involves the reasonable use of a multi-criteria evaluation system for a likely supplier. The use of such assessment tools lies in the plane with the coordinates "information level" - "reliability level", that is, it is more difficult to accurately assess, it requires more up-to-date information and therefore more expensive, and vice versa. Section and 5.3 discuss some typical vendor selection techniques.

At the same time, it must be borne in mind that the nature of relations with suppliers can be quite different and consonant with the chosen procurement strategy (Fig. 5.9).

Rice. 5.9. Supplier Relationship Options Matrix

How to organize effective logistics supply chain management

To successfully operate in a highly competitive market, trading, manufacturing and transport and logistics companies need to maintain high quality of goods and services, ensure the accuracy of deliveries, quickly respond to changing customer needs and maintain an optimal level of costs.

The success of solving these problems directly depends on the quality of the organization of supply chain management (Supply Chain Management) throughout the entire cycle of product distribution - from the purchase of raw materials and the production of finished products to the delivery of goods to the final buyer. Question transport logistics plays a key role in this process.

In this article, we will talk about how to organize operational operations using "1C: TMS Logistics. Transportation Management" - a system for integrated automation transport and logistics processes.

Supply chain management in 1C:TMS

"1C:TMS Logistics. Transportation Management" (1C:TMS) solves one of the key tasks of enterprise supply chain management - it automates the delivery of material items and services from the source of production to the final buyer.

The system is suitable both for managing international supply chains and for organizing intercity and intracity transportation.

Possibilities of 1C:TMS for logistics supply management

1C:TMS has a modular structure. Each module automates a certain type of goods supply management tasks: transportation planning, mobile staff work management, satellite monitoring of transport operation, fleet property management.

Together, these modules cover the entire range of logistics management of transportation in the supply chain:

· Preparation of orders for transportation;

· Calculation of preliminary cost of transport services;

Formation of flights and compilation of optimal routes;

· Issuance of waybills;

· Operational management of the work of remote employees (drivers, freight forwarders, couriers) - unloading tasks, receiving reports and text messages, voice communication;

· GLONASS/GPS monitoring of tasks with the connection of telematic equipment (actual routes, time of passage of control points, fuel consumption, various indicators of transport operation);

· Tariff policy management;

· Accounting for the cost of maintaining the company's fleet (expenses for fuel, spare parts and repairs, salaries of drivers, etc.);

· Organization of interactions between participants in the process of supply chain management;

· Obtaining analytics after the execution of flights and the closing of requests for transportation.

The functionality of the system can be configured in accordance with the individual needs of users and adapted to the specifics of any company that uses its own or hired transport.

The modular structure allows you to use only the necessary functionality at any time and quickly expand the system capabilities if necessary.

Integration of the supply chain management system with corporate systems

1C:TMS was created on the 1C:Enterprise platform and can be easily integrated with any 1C programs, as well as with solutions from other vendors (SAP, Oracle, etc.). This allows you to seamlessly integrate the supply chain management system into the corporate information system, taking advantage of the synergies from the joint use of several software solutions.

Integration allows you to link together the key business processes of the company, including the purchase and sale of goods and services, inventory management, internal and external document management, planning and control of departments, customer relationship management, regulated accounting, reporting, etc.

Benefits of automated supply and logistics management

International Russian-German program

Dear colleagues!

If among your professional concerns there are problems of a significant reduction in stocks of materials, raw materials, components in the supply system, inter-operational and inter-shop stocks in production, as well as stocks of finished products in the sales area; if the tasks of accelerating the turnover of capital and reducing the cost of production are urgent for you, then, most likely, you cannot do without the successful development of logistics in the practice of your company. If, along with this, you are concerned about establishing long-term business relationships, achieving high reliability of interaction with business partners in the areas of supply and marketing, then today it is impossible to do without a new area of ​​functional management - supply chain management - the purpose of which is the effective integration of business processes of the company and its partners to ensure the high quality of the supply of goods to the end consumer.
Higher Economic School of St. Petersburg state university Economics and Finance has been implementing the logistics direction in the field of professional retraining, advanced training and consulting for more than ten years. accumulated by us during this time professional experience, intellectual capital, innovative solutions can become yours and help in the implementation of a large-scale task - the modernization of your company. Studying on our Russian-German program "Logistics and Supply Chain Management" will help you master a set of tools and methods aimed at organizing and managing the movement of material, financial, information and other flows in production systems and promoting goods to consumers, analyzing and organizing the functioning logistics systems and supply chains.

Many graduates of our program are currently vice presidents and directors of logistics and supply chain management, managers and specialists in the logistics departments of a number of companies in various sectors of the economy of St. Petersburg and Russia.
We are waiting for you on our program and will actively contribute to the effective implementation of your professional and human ambitions.

See you at the program, come - it will be interesting.

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Program Director "Logistics and Supply Chain Management"
Uvarov Sergey Alekseevich
doctor of economic sciences, professor.

General information about the program

Advanced training program "Logistics management" with a volume of 100 teaching hours, intended for heads of firms and companies, as well as personnel of commerce, sales, logistics, supply, sales organization, transport and warehousing services, was proposed by the Higher School of Economics in the market educational services in 1999.
The next stage in the development of this educational area, due to the high demand for specialists in the field of logistics, since 2001, was the professional retraining program "Logistics Management" with a volume of more than 500 hours of study.
Since 2005, the program has changed its status and positioned itself as an international Russian-German program "Logistics Management", and since 2007, taking into account the trends in the development of logistics abroad and in Russia, it has been transformed into an international Russian-German program "Logistics and Supply Chain Management" .

The program was developed and implemented jointly with the University of Bremen (Germany).

The introduction of modern logistics management into business practice will allow firms to significantly reduce stocks in supply, production and marketing; accelerate the turnover of capital; reduce the cost of production.

Supply chain management is aimed at ensuring the high quality of product delivery and services for the end user; taking advantage of logistics integration; sustainable development of the corporation and increasing competitiveness.

Program mission

Increasing the competitiveness of enterprises through the retraining of managers and specialists of supply, marketing, logistics and supply chain management services based on the acquisition of competence and the development of skills that allow the implementation of a resource-saving algorithm for entrepreneurial activity.

The target audience

• higher management staff;
• functional managers;
• analysts and researchers of operations in the field of logistics.

Program Goals

• Mastery modern techniques logistics as a science and practice of managing the processes of goods movement.
• Obtaining a systematic understanding of advanced domestic and foreign approaches to the formation and operation of supply chains.
• Skill Acquisition effective management in the field of logistics management.

Key features of the program

♦ University theoretical base, based on fundamental general economic concepts and the modern management paradigm of logistics and supply chain management.

♦ Applied Orientation to ensure the functioning of enterprises of all organizational and legal forms for the rational organization of logistics activities, as well as the formation of a space for logistics integration key functions management of integrated processes in supply chains.

♦ Interdisciplinary nature of training based on the formation of a compromise with other types of functional management.

♦ International aspect of the program secured by the participation of foreign partners.

Organization of the educational process

Teaching Staff

in the educational process and methodological work leading lecturers-consultants of St. Petersburg State University of Economics, recognized leaders in the field of business training and consulting, as well as specialists from St. Petersburg enterprises. Leading lecturers from the University of Bremen take part in the program from Germany.

Sergey Alekseevich Uvarov, Doctor of Economics, Professor, Head. Department of St. Petersburg State University of Economics
Igor A. Arenkov, Doctor of Economics, Professor, St. Petersburg State University of Economics
Victor Petrovich Chernov, Doctor of Economics, Professor, St. Petersburg State University of Economics
Evgeny Ivanovich Zaitsev, Doctor of Economics, Professor, St. Petersburg State University of Economics
Vladimir Konstantinovich Kozlov, Candidate of Economics, Associate Professor, St. Petersburg State University of Economics
Vladimir Vladimirovich Tkach, Candidate of Economics, Associate Professor, St. Petersburg State University of Economics
Elena Arsentievna Koroleva, Doctor of Economics, Professor, Head. department of SPbGUVK
Hans-Dietrich Haasis, Doctor of Economics, Professor at the University of Bremen

Students are provided with the necessary educational literature, a significant part of which was prepared by teachers participating in the educational process. A number of textbooks and teaching aids written by the teachers of the program have been widely distributed, as well as all-Russian and international recognition. Specially designed sets of teaching materials and study guides, computer programs, business games make the learning process more efficient.

The qualification acquired in the course of training allows you to work successfully in the field of economics, organization and management entrepreneurial activity in a competitive environment.

Graduates of the Logistics and Supply Chain Management program receive diploma of professional retraining , certifying the right (compliance with qualifications) to maintain a new species professional activity and certificate University of Bremen (Germany).

Program Directorate

Knowledge control and certification work

During the training, examinations are held in the following disciplines:

• Management.
• Inventory management in logistics and supply chains
• Information Systems and technology in logistics and supply chains
• Economic-mathematical methods and models.

Tests are held for other disciplines. A comprehensive examination is conducted for each module of specialization.

The final stage of training is the defense of the attestation work. Each trainee prepares a paper on the problem proposed by his enterprise, or chooses a topic on his own.

Admission procedure for the program

Only persons with higher education can be students of the program.

According to the rules of admission, entrance testing is not provided. If you have questions about training and enrollment in the program, an individual interview with the director of the program is carried out.

Conclusion of a contract and payment for training

Before concluding a contract for studying on this program, future students must submit the following documents:

1. Application for admission of the student to the program "Logistics Management".
2. A copy of the work book.
3. Diploma and a copy of the diploma higher education(certified upon receipt of documents).
4. Three 3x4 photos.

All of the above documents are submitted to the communications sector (room 233, tel. 310-38-62).

Payment for tuition can be made at a time or in stages (payment terms are considered individually when concluding a contract).

Alumni reviews

In the process of training, I managed to get acquainted with colleagues - interesting people and expand your social circle. It is especially pleasant to note the competent support of the educational process with convenient and high-quality teaching materials and access to the scientific library.

In my opinion, training program at HES is optimal combination parameters such as brand educational institution, duration of training, quality of teaching, amount and terms of payment.
In the process of training, I managed to meet colleagues - interesting people and expand my circle of contacts. It is especially pleasant to note the competent support of the educational process with convenient and high-quality methodological materials and the opportunity to use the scientific library. business games and trainings, alternating with lectures, gave the training a dynamic character and, sometimes, caused sharp disputes between the listeners, thereby emphasizing the interested attitude to the questions raised.
Many thanks to the teachers who courageously convey to us knowledge and new trends from the world of logistics. Unforgettable lectures by Uvarov S.A., Koroleva E.A., Kuleshov A.V., as well as other teachers of the program made it possible to structure the existing and acquired knowledge, as well as increase the efficiency of their use in practice.
After graduation, I changed jobs. Currently, I am the head of the logistics department of Profmekhanika LLC, a prominent player in the market for the supply of spare parts for imported road construction equipment. The company's head office is located in St. Petersburg, there are branches in Moscow, Tyumen, Irkutsk, as well as warehouses in Germany, Finland and St. Petersburg.
I hope that in 3-4 years there will be an opportunity to continue my studies and get an MBA degree in logistics.

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Yuri Drozdov Head of Logistics Department, Profmekhanika LLC Issue 2006

I got into the field of logistics absolutely by accident, my first education is philological. I comprehended the basics of procurement, so to speak, by immersion. But I felt that experience alone was not enough - knowledge was needed. I really liked the HES program on structural content, and I chose this business school. Now I can consciously say that I was not mistaken.

I got into the field of logistics absolutely by accident, my first education is philological. I comprehended the basics of procurement, so to speak, by immersion. But I felt that experience alone was not enough - knowledge was needed. I really liked the HES program on structural content, and I chose this business school. Now I can consciously say that I was not mistaken.
On the question of what the training gave, one can speak for a long time. For me, the most important thing is probably self-confidence. I often communicate with directors and senior management large companies, sometimes monopoly, and I feel at my best. I can always not only practically, but also theoretically substantiate my point of view or this or that decision and insist on my own.
During my studies, I worked at the Heineken company as a procurement specialist, providing the plant in St. Petersburg with raw materials. My responsibilities included the entire procurement process, from tendering to claim handling. Having gained new knowledge, I changed a lot in my work, which led to improved performance, and further career growth. On the this moment I work as a manager of the equipment supply department at the Timan project, JSC RUSAL.
Many thanks to the teachers and the entire staff of the Higher School of Economics.

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Tatiana Kiryanova Manager of the Department for the supply of equipment of the Supply Department of LLC "Timan-Engineering" Issue 2006

I evaluate the professional training program "Logistics Management" at the Higher School of Economics of St. Petersburg State University of Economics only positively. In accordance with my professional interests, I would like to note that I really liked the teachers in the subject "Trade Logistics" (in particular, practical classes), since a lot of interesting and useful things in the field of trade were told in these classes.