Analysis of distribution logistics at the enterprise. Distribution logistics analysis of the enterprise's product distribution system. Goals and objectives of distribution logistics

Introduction

Currently, the Russian economy operates according to the laws of the market. Each enterprise in such conditions pursues an absolutely independent policy and only it bears responsibility for the results of its activities.

In modern conditions, the market places rather stringent demands on each subject of financial and economic activity, and problems in the Russian economy only aggravate the already difficult situation of many Russian enterprises. To survive and function in such conditions, it is no longer enough for an enterprise to simply produce products in the maximum possible volume, fulfilling its internal plans; it is then also important to sell these products. But in conditions of fierce competition, only the enterprise that can offer the market high-quality products at a lower price than its competitors will survive.

If we consider together the range of problems that logistics considers, then the common issues for them will be the management of material and corresponding information flows.

In domestic and foreign literature one can find a broad interpretation of the concept of logistics, in which the subject of logistics is not limited to material flow. Today, logistics includes the management of human, energy, information and other flows that take place in economic systems. Terms such as banking logistics, information logistics and a number of others have appeared. The term logistics begins to be used in situations involving clear planning of an agreed sequence of actions.

The expansion of the scope of logistics, which was observed in the 80s and 90s, and especially now, is explained, first of all, by the development of methods of managing material flows. Naturally, in this case, the idea and method of logistics begin to go beyond the management of material flows and be applied more broadly. However, the main potential of logistics lies in the rationalization of the management of material flows.

1.1 Logistics. Concept, goals, functions. Logistics management.

The definition of logistics is usually given in a broad and narrow sense.

In a broad sense, logistics is the science of managing and optimizing material flows, service flows and related information and financial flows in a specific micro-, meso- or macroeconomic system to achieve its goals.

In a narrow sense (from a business perspective), logistics is an integral management tool that helps achieve the strategic, tactical or operational goals of an organization through effective (in terms of reducing overall costs and meeting the requirements of end consumers for the quality of products and services) management of material and service flows, as well as the accompanying flows of information and financial resources.

Among the logistics functions at the business organization level, basic, key and supporting functions are distinguished. Basic logistics functions include: supply, production and sales. The three specified logistics functions are carried out by almost any commodity producer.

The key logistics functions include the following:

 Support of customer service standards

 Procurement management

 Transportation

 Inventory management

 Manage order procedures

 Management of production procedures

 Pricing

 Physical distribution

Maintaining customer service standards, ensuring a given level of product quality, distribution of goods and after-sales service is the primary task of the logistics management of any company. The ideology of total quality management has spread widely abroad, and mandatory certification of goods and services has been adopted using the ISO 9000 series of standards. Logistics solutions play a decisive role in operations to deliver goods of the required quality at the specified time and place, as well as to bring services to the consumer. Much attention in logistics management is paid to the procedures for purchasing material resources to ensure production goals. Organization and management of procurement at a company includes a set of tasks such as selecting suppliers of material resources, planning the need for resources, determining rational volumes and timing of their deliveries, organizing contract work, choosing forms of supply and types of transport for delivering material resources to the production divisions of the company and etc. The importance of procurement procedures is also explained by the fact that factors of time and location of suppliers, the quality of material resources have a great influence on the amount of logistics costs.

One of the key integrated logistics functions is transportation. This is explained, first of all, by the fact that without transportation there is practically no material flow. At the same time, the transportation process itself is considered in a broader sense than the actual transportation of goods, namely as a combination of the process of transportation, loading and unloading, forwarding and other relevant logistics operations. The importance of transportation is not least explained by the fact that its costs in some sectors of the economy reach 2/3 of total logistics costs. Transportation management usually involves solving such problems as choosing a carrier and forwarder, choosing a mode of transport, determining rational routes, selecting a vehicle for a certain type of cargo, etc.

Inventory management of material resources and finished products is the process of creating control and regulation of inventory levels in the supply, production and marketing of products. If the space factor is decisive during transportation, then the time factor is crucial when managing inventory. Usually there is always a certain need for stocks of material resources and production on the one hand and between production and the consumer of finished products on the other. Reducing the risks of a shortage of material resources in the production process or unsatisfied consumer demand for finished products, inventories at the same time play a negative role in the economy, freezing the financial resources of organizations in large volumes of inventory. Therefore, the most important task of logistics management is to optimize inventory levels in logistics chains and systems while ensuring the required level of customer service. The high costs of creating and maintaining inventory levels, ranging from 20% to 60% of total logistics costs, further emphasizes the importance of this key logistics function. The order procedure management function determines the receipt and processing of inventory, the timing of receipt of finished products or the provision of services to the consumer, and also initiates the work of the corporate distribution network or logistics intermediaries for the delivery and sale of finished products to consumers. Although the costs of this key logistics function are not as high as transportation or inventory management, its importance in modern business is very high, since it directly determines the quality of customer service.

Manufacturing procedures management, or operations management, is a key logistics function in product manufacturing. From the standpoint of logistics, the importance of operational management lies in the most effective (in terms of reducing costs and improving product quality) management of the flow of material resources and work in progress in the technological processes of production of finished products. At the same time, the logistics tasks of volumetric scheduling, minimizing the level of inventories of material resources and work in progress, forecasting the need for material resources, reducing the duration of the production cycle, etc. are of great importance. These and other tasks of operational management are solved, for example, by micrologistics intra-production systems such as “demands/resource planning”, “optimal production technologies”, KANBAN, etc.

One of the key logistics functions includes pricing. The pricing strategy is closely related to the marketing and logistics strategies of the product manufacturer. The logistics strategy sets the level of general logistics costs that form the basis for the price of finished products, and the planned level of profitability and the final selling price of finished products to the consumer, determined by market conditions, competitors’ price levels and demand forecasts, depend on the marketing strategy.

1.2 Supporting logistics functions.

Supporting logistics functions usually include:

 warehousing

 cargo handling

 protective packaging

 ensuring the return of goods

 provision of spare parts and service

 collection of returnable waste

 information and computer support

Warehousing is a logistics function for managing the spatial distribution of inventories and involves performing such tasks as determining the number, type and location of warehouses; storage volume of minerals and finished products; inventory placement planning; design of transportation, sorting, loading and unloading areas; selection of loading and unloading and other warehouse equipment, etc.

Cargo handling is usually carried out in parallel with warehousing and also provides the function of maintaining inventories. Elementary logistics operations that make up the cargo handling process are the movement of material resources or finished products in a warehouse, placement of products on warehouse racks, etc. This complex logistics function is usually associated with the selection of technological equipment for organizing the movement of goods through the warehouse, loading and unloading equipment, organizing sorting procedures, consolidation and picking of goods for order fulfillment and transportation; maintaining a rational volume of warehouse turnover, etc.

In the distribution processes of finished products from manufacturers, an important role is played by protective packaging, which ensures the safety of goods delivered to consumers by various modes of transport. In addition, packaging is of great importance in marketing, since consumer demand largely depends on its attractiveness. The use of standard standard size ranges of containers and packaging in physical distribution can significantly reduce logistics costs by matching the volumetric modules of containers and packaging with the cargo capacity of vehicles, as well as the technological parameters of warehouses and cargo processing equipment.

Logistics support functions also include various procedures for returning goods that for some reason do not satisfy customers or have not passed the warranty period. Along with organizing service, repairing equipment and providing consumers with spare parts, procedures for returning finished products to manufacturers form an after-sales service system, which is sometimes classified as a key logistics function.

In the processes of production and marketing of finished products, so-called secondary material resources arise, which consist of production waste (returnable and non-returnable) and waste from industrial and personal consumption. Secondary material resources form specific material flows, the management of which is currently also considered an object of logistics research.

Modern logistics systems cannot function without information and computer support. In many ways, it was the electronic processing of information about material and financial flows, automation of document flow during organization, product promotion, planning, organization, regulation, accounting and analysis and control of material flows on computers in supply, production and sales that made it possible to implement the modern integrated concept of logistics. Information and computer support is currently used for almost all logistics activities, both at the micro and macroeconomic levels.

The logistics functions under consideration are basic, but do not exhaust all their diversity in terms of possible actions on material flows, service flows and related information and financial flows in modern business. Logistic operations and functions are specified by initial conditions, parameters of the external environment, strategy alternatives, and characteristics of the objective function. To determine the volume of logistics operations and functions of a company, one should take into account external, inter-shop, inter-site, inter-operational, intra-warehouse and other cargo flows, which depend on a number of factors, and primarily on the level of production organization.

COURSE WORK

in the discipline "Logistics"

on the topic: “Distribution logistics of an enterprise (using the example of CJSC Trust)”

INTRODUCTION

1.2 Construction of logistics chains and distribution channels

2. LOGISTICS DISTRIBUTION CHANNELS OF TRUST CJSC

2.1 Characteristics of sales operations of CJSC Trust

2.2 Distribution logistics of Trust CJSC

2.3 Disadvantages in the distribution logistics system of CJSC Trust

3. PROPOSAL TO IMPROVE DISTRIBUTION LOGISTICS OF TRUST CJSC

3.1 Ways to improve the distribution logistics of an enterprise

CONCLUSION

LITERATURE

INTRODUCTION

The term “distribution”, used in the name of the functional area of ​​logistics being studied, is widely used both in science and in practice. The explanatory dictionary of the modern Russian language says that to distribute means to divide something between someone, giving each a certain part. For example, they distribute the received amount of income between the enterprise, the state and various funds; distribute the received amount of profit among members of the joint-stock company, etc.

In economics, distribution is a phase of the reproduction process: first it is necessary to produce material goods, and then distribute them, that is, to identify the share of each producer in the created wealth.

In logistics, distribution refers to the physical, tangible, material content of this process. Regularities associated with the distribution of property rights are also taken into account here, but they are not the main subject of research and optimization. The main subject of study in distribution logistics is the rationalization of the process of physical distribution of the available stock of materials. How to package products, what route to send them, is a network of warehouses needed, are intermediaries needed - these are approximate problems solved by distribution logistics.

The relevance of this work is due to the development of international trade relations between Russian enterprises. Creating a stable, flexible and effective structure for promoting products from buyer to supplier when carrying out foreign economic activity is one of the most important (and at the same time the most difficult) tasks of an enterprise engaged in international trade.

The purpose of the work is to consider the theoretical principles of organizing distribution logistics and analyze the distribution logistics system of a specific enterprise engaged in foreign economic activity.

In accordance with this goal, we will consider the following tasks:

· Study the basic definitions related to distribution logistics.

· Consider the principles of organizing logistics channels and supply chains.

· Analyze the stages of organizing a distribution logistics system at an enterprise.

· Identify the main results of the logistics activities of the business entity in question.

· Analyze the problems of a particular enterprise in the field of organizing distribution logistics and indicate ways to solve them.

The object of the study is the logistics activities of an economic entity.

The subject of the study is the role of distribution logistics in the foreign economic activity of an enterprise.

To solve the problems posed in the work, the following research methods were used: statistical, logical analysis, graphical presentation of data in the form of tables.

The works of Russian scientists were used as a theoretical basis: A.M. Gadzhinsky, B.A. Anikin and others

We have divided the work into three main sections.

In the first part of the work, the basic concepts of distribution logistics are studied, the role and place of distribution logistics in the sales activities of an enterprise is determined, supply chains and logistics channels are studied, and the basic principles of organizing distribution logistics in an enterprise are analyzed.

The second part studies in detail the foreign economic activity of a particular enterprise, its main financial and economic indicators, as well as the organization of distribution logistics at the enterprise during export and import operations.

In the third part, the problems of the logistics activities of an enterprise are studied in detail and ways to solve them are given.

In conclusion, general conclusions are drawn on the topic of the work.

1. ROLE OF DISTRIBUTION LOGISTICS IN THE ACTIVITY OF THE ENTERPRISE

1.1 The essence and objectives of distribution logistics

The distribution of material flow has been an essential aspect of economic activity for quite a long time, but it acquired the position of one of the most important functions only relatively recently. In countries with developed market economies in the 50s and early 60s, distribution systems developed largely spontaneously. Issues of choosing distribution channels, packaging goods, preparing them for transportation and delivery to the recipient; issues of production and procurement of materials were resolved in a weak relationship with each other. Individual subfunctions, which together form the distribution function, were treated as independent management functions. The integrated view of the distribution function was developed in the 60s and early 70s. During this period, it was understood that the combination of various functions related to the distribution of the produced product into a single management function carries a large reserve for increasing efficiency.

Distribution logistics – ensuring the rationalization of the process of physical promotion of products to the consumer and the formation of an effective logistics service system.

Distribution logistics refers to the physical, tangible, material content of this process. The main direction in distribution logistics is the rationalization of the process of physical distribution of the existing stock of materials. How to package the products, what route to send them, is a warehouse network needed (if so, which one?), are intermediaries needed - these are approximate tasks solved by distribution logistics.

Distribution logistics is responsible for optimizing the process of distributing existing stocks of finished products to the consumer in accordance with his interests and requirements.

In order to outline the boundaries of distribution logistics, let us consider a diagram of the process of reproduction of capital, which, as is known, has three stages (“money-commodity-money”).

Material flows at the stage of acquiring means of production are the object of study and management of purchasing logistics, material flows at the production stage are the object of production logistics. Material flows become the object of distribution logistics at the stage of distribution and sale of finished products.

The most important functions of distribution logistics are as follows:

· planning, organization and management of transport and movement processes in the logistics system in the post-production period;

· inventory management;

· receiving orders for the supply of products and its effective processing;

· picking, packaging and performing a number of other logistics operations to prepare commodity flows for generation;

· organization of rational shipment;

· delivery management and control over the implementation of transport and movement operations in logistics chains;

· planning, organizing and managing logistics services.

Distribution activities at an enterprise require significant costs (costs) for their implementation. The main part of logistics costs is associated with the implementation of key logistics operations: warehousing, processing, transportation, forwarding, preparing products for production consumption, collecting, storing, processing and issuing information about orders, inventories, deliveries, etc.

The fundamental difference between distribution logistics and traditional marketing and sales methods is as follows:

· subordination of the process of managing material and information flows to the goals and objectives of marketing;

· systemic relationship between the distribution process and production and procurement processes (in terms of material flow management);

· systemic interconnection of all functions within the distribution itself.

The retail sales process in logistics is usually not considered. The effectiveness of this process mainly depends on factors beyond logistics, for example, on knowledge of the psychology of buyers, on the ability to design a sales floor, organize advertising, etc. Rational organization of material flows in the retail sales process is, of course, necessary, but here its significance is much lower than at earlier stages of the movement of material flow.

Let us clarify that the above does not apply to the retail trade process as a whole, which includes both wholesale purchasing and retail sales, but only to retail sales, that is, to customer service.

The object of study in distribution logistics is the material flow at the stage of movement from supplier to consumer. The subject of study is the rationalization of the process of physical promotion of a product to the consumer.

Taking into account the specifics of the enterprise and the goals set, problems are solved at the enterprise and macro levels.

At the enterprise level, logistics solves the following problems:

· planning the implementation process;

· organization of receiving and processing orders;

· organization of a network of warehouses;

· choosing the type of packaging, deciding on packaging, as well as organizing other operations immediately preceding shipment;

· organization of product shipment;

· organization of delivery and control of transportation;

· organization of after-sales service.

At the macro level, the tasks of distribution logistics include:

· choice of material flow distribution scheme;

· determination of the optimal number of distribution centers (warehouses) in the serviced territory;

· determination of the optimal location of the distribution center (warehouse) in the serviced area.

To solve problems of optimizing distribution, it is necessary to ensure control over all parts of the cargo movement system.

The main indicator of the company's successful activities is the profit received. The main activities for increasing profits are activities related to:

· creation of a unified transport and warehouse system (fast delivery to the consumer);

· economic unification of production and sales;

· development of optimal warehousing and replenishment schemes.

To summarize the paragraph, we can give the following definition of distribution logistics. Distribution logistics is a set of interrelated functions implemented in the process of distributing material flow between various wholesale buyers, that is, in the process of wholesale sales of goods.

The conclusions of this paragraph are as follows:

Distribution logistics optimizes material flows at the stage of their movement from the seller to the consumer and forms a system of effective logistics services.

Distribution logistics at the micro level provides sales planning, organizing the receipt and processing of orders, organizing warehousing of products, packaging and assembling products, ensuring shipment and delivery of products, and organizing after-sales service.

Distribution logistics at the macro level optimizes the distribution of material flow at the stage of its movement to the consumer, provides the required number of distribution centers in the serviced territory, and determines the optimal location of the distribution center in the serviced territory.

between producers of goods and services and their final consumers.

According to various experts, over two thirds of mechanical products and equipment involved in international turnover are sold with the help of resellers. An analysis of modern international trade practice shows that primarily small and medium-sized supplier firms resort to the services of trade intermediaries in their foreign economic activities. The use of a mediation tool is pivotal in organizing the sale of goods they produce.

Thirdly, as noted above, due to the use of zero-level sales channels, warranty, post-warranty and service maintenance must be carried out at the enterprise service center, which increases service time and logistics costs of the enterprise.

Consequently, we can highlight the following problems of the enterprise in the field of organizing distribution logistics: the absence of intermediaries in the export of goods and unclear planning of sales volumes.

3. PROPOSAL FOR IMPROVEMENT DISTRIBUTION LOGISTICS CJSC "TRUST"

3.1 Ways to improve the distribution logistics of an enterprise

Based on the problems identified in paragraph 2.3, we will determine ways to increase the efficiency of the enterprise's distribution logistics.

CJSC Trust needs to involve intermediaries when organizing its activities in international markets. As a result, despite the costs of paying intermediaries' fees, the following will be achieved:

· the involvement of intermediaries will increase the efficiency of sales of goods, which will contribute to an increase in the company’s profit due to the accelerated turnover of its capital;

· intermediaries, being closer to the buyer, know the market better and react more quickly to changes in market conditions; which will allow the sale of goods on more favorable terms for the exporter, freeing him from many worries associated with the sale of goods;

· the involvement of intermediaries will create the opportunity to increase the competitiveness of goods by reducing delivery times and intermediate warehouses, better warehousing and storage of goods, pre-sale service and technical maintenance, special labeling, additional equipment of products in the country of sale in accordance with local requirements;

· some intermediaries finance exporter transactions (on the basis of both short-term and medium-term lending), advance payments to suppliers, investing their own capital in the creation and operation of a distribution network, which will create important economic benefits from saving money invested in circulation;

· intermediaries provide exporters with the opportunity to relatively quickly enter new markets, easier access to buyers, which will enable the enterprise to reduce or eliminate credit risks, save on accounting and office expenses, optimize costs for marketing, advertising, etc.;

· intermediaries, always being in closer contact with the end consumers of goods and services, are important constant sources of valuable primary information about the market - its capacity, trends in the formation and changes in demand, its segmentation, the position of competitors, sales prospects, prices and the possibility of changing them, modern requirements for the level of quality and competitiveness of goods. Skillful use of such information by an enterprise will allow it to gain important competitive advantages, actively improve tactics and sales strategy, repeatedly recouping the costs of paying for the services of intermediaries;

· when working through intermediaries specializing in mass marketing of a certain range of goods, additional benefits will arise by reducing distribution costs per unit of goods sold.

To improve distribution logistics, an enterprise needs to create a dealer and distribution network, primarily in the countries of Ukraine, Belarus, Kazakhstan, China, Angola, and Chile. At the same time, enterprises involved in cooperation must not only engage in sales of special equipment, but also have service centers for pre-sale preparation of products, as well as for their warranty service. When searching for intermediaries, an enterprise should first use the Internet (especially in non-CIS countries).

To improve sales volume planning when carrying out both export and import operations; The author proposes to implement the 1C Enterprise 8.0 software system at the enterprise. Trade management".

The “Trade Management” configuration of the “1C Enterprise 8.0” program system is a circulation solution that allows you to comprehensively automate the tasks of operational and management accounting, analysis and planning of trade operations, thereby ensuring the effective management of a modern trading enterprise. The key direction of development of the new solution is the implementation of powerful functionality designed to manage trading activities:

· Sales management.

· Supply chain management.

· Sales and purchasing planning.

· Inventory management.

· Order management.

· Managing relationships with counterparties.

· Analysis of the enterprise's turnover.

· Price analysis and pricing policy management.

· Monitoring and analysis of the effectiveness of trading activities.

The sales management subsystem allows you to solve problems of operational planning and control of sales, both in kind and in monetary terms. Includes blocks:

· Sales planning

· Customer order management

The subsystem contains order analysis tools and is designed to provide support in making management decisions when interacting with customers and help identify bottlenecks in the warehouse.

Planning is carried out both for individual types and for groups of goods; the configuration also allows you to select certain categories of buyers (by region, by type of activity, etc.) and create separate plans for each of these groups. Plans are drawn up with varying time detail (from a day to a year); Thus, the configuration makes it possible to develop both strategic (quarterly, annual) and operational plans for the same period.

Sales planning is provided both for the entire company as a whole and for divisions or groups of divisions. This enables department heads and managers to draw up sales plans for their areas. Divisional plans are consolidated into a consolidated sales plan for the organization.

When drawing up sales plans, the following indicators are predicted:

· sales volumes in physical and total terms;

· cost of sale;

· trade margin.

Planned sales data in physical terms can be entered either manually or automatically. For the last option, information about sales of goods for the previous period, current warehouse balances and customer orders received for the planning period is used. This data can be used in various user-defined combinations. If it is necessary to apply separate principles for calculating planned indicators for certain groups of goods, it is possible to draw up a separate plan for each of them, which will subsequently be combined into one general plan.

To finalize the plan, it is possible to make relative or absolute changes to the data obtained as a result of calculations, for example, to implement a strategy such as “Sales volume for the same period last year plus 5%.”

To monitor the implementation of developed plans, the configuration provides developed tools for comparative analysis of information on plans and actual sales. With their help, for example, the following tasks are solved:

· plan-actual analysis of sales for a certain period;

· comparative analysis of sales for various periods, for example for the current period and the same period last year;

· comparison of sales plans with the same detail for different periods of time, for example, monthly plans for December of the current and last year.

· comparison of plans with different details for the same period, for example, quarterly and monthly plans for the first half of the current year.

In this case, the data can be provided by division, grouped for comparison according to the distinctive features (properties) of the product and customers. For example, you can conduct a comparative analysis of sales volumes of items with given characteristics in a certain region over different periods of time to identify seasonal fluctuations.

The customer order management subsystem allows you to implement the most effective strategy for servicing customer orders for an enterprise, for example, a strategy for minimizing the warehouse balance required to service orders.

CONCLUSION

Based on the work done, we draw the following conclusions.

Distribution logistics is a set of interrelated functions implemented in the process of distributing material flow between various wholesale buyers, that is, in the process of wholesale sales of goods. It increases the efficiency of material flows at the stage of movement from seller to buyer.

At the micro level, distribution logistics is sales planning, organizing the receipt and processing of orders, organizing warehousing of products, packaging and assembling products, ensuring shipment and delivery of products, organizing after-sales service.

At the macro level, distribution logistics is the optimization of the distribution of material flow at the stage of its movement to the consumer, ensuring the required number of distribution centers in the serviced territory, determining the optimal location of the distribution center in the serviced territory.

The ultimate goal of the movement of any material flow is its consumption, which can be production - as means or tools of labor, or non-productive - for personal consumption and consumption in non-production enterprises.

Suppliers and consumers are connected through a logistics channel. After selecting specific intermediaries, the logistics channel is transformed into a supply chain. Logistics channels can be with direct connections (without the participation of wholesale intermediary firms) and without direct connections (with the participation of intermediaries) - more preferable.

The forms of goods distribution are warehouse and transit. A distribution center is located at the place of production or consumption of products.

CJSC Trust is an enterprise of the Trust group of companies. The company supplies the following types of special equipment: buses, rotational buses, trucks, equipment for agriculture, equipment for road and construction organizations, equipment for electrical networks and gas services, municipal equipment, elevator equipment, water transport, fire fighting equipment, insulated vans for all types chassis, equipment for the mining industry. In addition, spare parts for all types of equipment are supplied. The company has a service center that carries out all types of maintenance of supplied equipment.

The company CJSC Trust employs 35 people. The company has a logistician who reports directly to the commercial director.

The company carries out export and import operations. The company exports special equipment from Russian manufacturers to Ukraine, Belarus, Kazakhstan, China, Angola, Chile; imports products from John Deere (USA), Hitachi (Japan), and Tatra (Slovakia) to Russia. The company's trading activity is showing an improvement. Improving the performance of an enterprise is associated with the professional work of its employees, on the one hand, and improved economic indicators and favorable market conditions, on the other.

Distribution logistics of an enterprise includes the following stages: planning sales volumes, organizing distribution channels, warehousing and storage of products, pre-sale service, packaging, transportation of products, organization of warranty, post-warranty and after-sales service.

The main problems of the enterprise in the field of logistics: inaccurate forecasts for sales volumes, lack of intermediaries during export, lack of service during export.

Ways to solve these problems -

1) search for intermediaries with the possibility of servicing the products sold when organizing the enterprise’s activities in international markets,

2) implementation at the enterprise of the program system “1C Enterprise 8.0. Trade management".

LITERATURE

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3. Ivanova A. The wisdom of foreign trade settlements//Finance. -2003.-No. 36.

4. Kormnov Yu. Foreign economic aspects of the development of the machine-building complex // Economist.-1996. -No. 6.

5. Logistics: Textbook / Ed. prof. B.A. Anikina. - M: INFRA-M, 2002.

6. Myasnikova L.A. Information logistics // RISK. -1999. - N1.

7. Novikov O.A., Uvarov S.A. Logistics: Textbook. - St. Petersburg: Publishing house. House "Business Press", 1999.

8. Nikolaychuk V.E. Logistics. - St. Petersburg: “Peter”, 2001.

9. Nizhegorodtsev R.M. Information economy. Book 1. Information Universe: Information Foundations of Economic Growth. - Moscow - Kostroma, 2002.

10. Sidorov I.I. Logistic concept of enterprise management. - St. Petersburg: Peter, 2001.

11. Stroganova E. How to choose the right foreign partner//Banking in Moscow.-2001. -No. 7.

12. Semenenko A.I., Sergeev V.I. Logistics. Fundamentals of theory: Textbook for universities. - St. Petersburg: Publishing house "Soyuz", 2001.

13. Sergeev V.I. Logistics: analytical review. - St. Petersburg, 1996.

14. Serdyukova L. O. Transport and warehouse logistics of the workshop: Lecture notes on the course “Logistics” for students. specialist. 0701 / Saratov State. univ. - Saratov, 1995.

15. Smekhov A. A. Introduction to logistics. M.: Transport, 1993.

16. Smekhov A. A. Fundamentals of transport logistics / Textbook. for universities railway transport - M.: Transport, 1995.

17. Turovets O. G., Rodionova V. N. Logistics. - Voronezh: VSTU, 1994.

18. Chernyshev M. A., Novikov O. A. Infrastructure of a megacity: a logistics approach. - Rostov n/d: Publishing house Rost. un-ta. 1995.

19. Shannon R. Yu. Simulation modeling of systems - science and art / Translated from English. Under. ed. E.K. Maslovsky. - M.: Mir, 1978.

20. Efficiency of logistics development strategies: Interuniversity scientific collection / Saratov State. tech. univ. - Saratov, 1995.

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Distribution

Introduction 3

1. Basic provisions of the theory of distribution logistics. 6

2. Problems of distribution logistics 10

3. Logistics channels and distribution chains 12

4. Construction of a distribution system 16

Conclusion 22

List of used literature 24

Introduction

In modern conditions, the market imposes rather strict conditions on each subject of financial and economic activity, and problems in the Russian economy only aggravate the already difficult situation of many Russian enterprises. To survive and operate successfully in such conditions, it is no longer enough for an enterprise to simply produce products in the maximum possible volume, fulfilling its internal plans; it is also important to sell these products. In conditions of fierce competition, only the enterprise that can offer the market high-quality products at a lower price than its competitors survives.

In the current situation, it is not production for the sake of production that becomes relevant, but meeting consumer demand. Therefore, sales become a key point in the activity of the enterprise, and other areas of activity are subordinated to the goals of increasing the efficiency of the implementation of the functions of this subsystem. The important role of sales in enterprise management requires the search for new methods of improvement, one of which is the use of logistics methods when performing distribution functions.

For an industrial enterprise, optimization of supply and sales systems is more relevant than the production system, since they must be carried out in a changed situation of the transition to market regulation mechanisms and the development of marketing methods. Activities in the field of supply and sales are largely based on probabilistic models of changes in supply and demand, fluctuations in the price of goods, as well as the influence of other external and internal factors on the activities of the enterprise. Production is the most studied link with a fairly high degree of certainty of the processes occurring.

Based on this, in most enterprises the greatest attention has to be paid to the sales subsystem, since processes that are new to enterprises and require constant improvement in a dynamic external and internal environment prevail here. Effective management of the distribution subsystem is one of the most important conditions for the survival and successful functioning of the production system. This point of view is legitimate, since in order to ensure the efficiency of all production activities as a whole, the need to be able to foresee the likely future state of the enterprise and the environment in which it exists, to prevent possible failures and disruptions in time, is the most important condition.

Many scientific works are devoted to the problems of managing flow processes at industrial enterprises. The fundamental principles of logistics and the principles of functioning of logistics systems are presented in the works of foreign scientists: R. Ballou, J. Cole, D. Ericsson and others.

Among the domestic scientists whose works are devoted to the management of resource flows, we can highlight: A.U. Albekova, B.A. Anikina, A.M. Gadzhinsky, V.V. Ivanova, Yu.M. Nerusha, V.I. Sergeeva, V.V. Shcherbakova and others. Their works reflect the importance of developing resource flow management at industrial enterprises and propose specific measures for the use of management systems in the field of supply, production and sales.

Today, management personnel of enterprises are faced with the problem of insufficiently developed theoretical recommendations for optimizing the resource flow management system available to logistics managers. In practice, Russian enterprises do not make sufficient use of scientific developments in this area, since their small number and complexity of implementation require knowledge of the relevant sections of logistics, knowledge in the application of statistical methods of analysis, mathematical modeling, as well as attracting additional financial investments. Solving these problems is an important prerequisite for further research into improving the management system at industrial enterprises, taking into account the development of management functions in the distribution sector.

Purpose and objectives of the study. The purpose of this study is to study theoretical provisions and scientific and practical recommendations for the formation of an effective system for managing resource flows in the distribution activities of an enterprise.

In accordance with the goal, the following tasks were set and solved:

Identify and systematize the main provisions of the theory of distribution logistics, its tasks, principles,

Consider logistics channels and distribution chains, building a distribution system,

The object of the study is the resource flows of enterprises.

The subject of the study is the economic relations that arise in the process of managing resource flows, ensuring an increase in the efficiency of an industrial enterprise.

The theoretical and methodological basis of the dissertation research is an integrated systems approach to management, the theory of economic development, the works of domestic and foreign scientists devoted to the problem of improving the organization of distribution of products of industrial enterprises.

The study used general scientific methods of cognition: systemic-structural, abstract-theoretical, complex, comparative, statistical.

1. Basic provisions of the theory of distribution logistics.

In the context of the emergence of a market economy in Russia, a new scientific direction has emerged - logistics. In the modern economic dictionary, logistics is defined as the management of logistics and inventory. In logistics, distribution refers to the physical, tangible, material content of this process.

Logistics studies and carries out end-to-end management of material flows, so various distribution problems have to be solved at all stages:

Orders are distributed among various suppliers when purchasing goods;

Cargo is distributed to storage locations upon receipt at the enterprise;

Material reserves are distributed between various production areas;

Material flows are distributed during the sales process 1.

Logistics is defined as the science (activity) of end-to-end management of material flows, which includes: 1) bringing the material flow to production; 2) managing the flow process within production; 3) managing the process of bringing finished products to the consumer. The specificity of logistics lies in the unification of material flow management in these three areas, as well as within each of them. Distribution logistics studies the last stage not in isolation, but in a deep systemic relationship with the previous stages (Figure 1).

During production preparation, initial resources are distributed in time and space, i.e. it is necessary not only to distribute resources between production lines, but also to leave some resources in reserve, the calculation of the optimal size of which is a function

Figure 1 – Contents of the main sections of concentration and distribution logistics 2

distribution logistics. After the production logistics stage, the enterprise is faced with the distribution of finished products. Some products (for paid orders) are sold immediately after release. The remaining products need to be distributed between warehouses for storing finished products, depending on the location of the main and potential (according to the results of marketing research) consumers. In addition, it is advisable to choose what is more profitable: storing products in the enterprise’s warehouse or transporting them to the consumer’s (intermediary) warehouse. In order to distinguish between these concepts, we divide distribution logistics into sales logistics, which ensures optimal sales of products, and distribution logistics, which deals with the distribution of resources and products within the enterprise (Table 1).

Table 1

Criteria for separating distribution logistics 3

Criteria	Sales logistics	Resource distribution logistics	Finished goods inventory management
actions	Sales of finished products to consumers	Distribution of resources within the enterprise	Finished goods warehouse management
Material flow	Sales (shipment) of products to consumers	Movement of materials and semi-finished products from warehouse to production	Movement of products from production to finished goods warehouse
Financial	External cash or non-cash cash flows	Internal conditional flow in value terms	Internal conditional flow in physical and monetary terms
research	Financial accounting and reporting		Management accounting and reporting

With this approach, the functional structure of distribution logistics includes the logistics of distribution of production resources, inventory management of finished products and, directly, sales logistics (Fig. 2).

Based on the conditions described above for dividing distribution logistics into spheres, we can distinguish three main elements that require control actions:

1) management of warehouses of resources and finished products;

2) management of internal and external transport;

3) product distribution channel management.

Resource flows circulate both in the internal environment of the enterprise and between the enterprise and the external environment. External resource flows arise when: purchasing resources from suppliers; sales of finished products; settlements with financial and credit authorities and the state. External resource flows correspond to a certain movement of funds in cash or non-cash form. The effectiveness of external financial flows can be determined using financial accounting and reporting on the results of the enterprise's activities.

Fig.2. Logistics functional structure diagram 4

Internal resource flows arise in the process of converting raw materials into finished products. These flows correspond to a certain conditional cash flow, which is reflected in the document flow of the enterprise in value terms. Consequently, internal financial flows are reflected in the management accounting of the enterprise.

The traditional concept of logistics involves a sequential transition from one to another functional area (purchasing  production  distribution) of logistics. If we consider the term “distribution” not only as the sale of products, but also as the intra-company distribution of production resources and finished products, then the functional structure of logistics can be ensured by closer interaction of logistics subsystems 5 .

2. Problems of distribution logistics

Taking into account the specifics of the enterprise and the goals set, problems are solved at the enterprise and macro levels.

At the enterprise level, logistics solves the following problems:

planning the implementation process;

organization of receiving and processing orders;

organization of a network of warehouses;

choosing the type of packaging, deciding on packaging, as well as organizing other operations immediately preceding shipment;

organization of product shipment;

organization of delivery and control of transportation;

organization of after-sales service.

At the macro level, the tasks of distribution logistics include:

selection of material flow distribution scheme;

determining the optimal number of distribution centers (warehouses) in the serviced area;

determining the optimal location of the distribution center (warehouse) in the serviced area.

To solve problems of optimizing distribution, it is necessary to ensure control over all parts of the cargo movement system.

The main indicator of the company's successful activities is the profit received. The main activities for increasing profits are activities related to:

creation of a unified transport and warehouse system (fast delivery to the consumer);

economic unification of production and sales;

development of optimal storage and replenishment schemes.

When solving a certain problem, an enterprise may encounter a problem associated with a decrease in income, which arose due to not taking into account all the factors affecting the company’s income. To successfully run a business, an enterprise must resolve the following questions: to what extent the costs associated with reducing the time of product distribution are compensated by an increase in revenue from increased sales volume; can the enterprise tolerate a decrease in the level of customer service while simultaneously increasing the volume of supplies; how expedient it is to store goods at the place of production or directly at the sales market.

When choosing the optimal distribution scheme, an entrepreneur must take into account the entire chain of distribution to the final consumer. That is, it must take into account the minimum delivery time, the maximum level of service, the maximum level of profit, and the minimum costs.

Distribution logistics covers the entire range of tasks for managing material flow in the supplier-consumer area, starting from the moment the implementation task is set and ending with the moment the delivered product leaves the supplier’s sphere of attention. At the same time, the main share is occupied by the tasks of managing material flows, which are solved in the process of promoting finished products to the consumer.

The solution to emerging problems of distribution logistics at each level is different 6 .

3. Logistics channels and distribution chains

The movement of material flows can be considered as movement that comes from various sources - the source of raw materials, production or from a distribution center. In all cases, the final goal of the movement of material flow is to go directly to the consumer, who can be production or non-production.

Production consumption- this is the current use of the social product for production needs as means of labor and objects of labor.

Non-productive consumption- this is the current use of the social product for personal consumption and consumption of the population in institutions and enterprises of the non-productive sphere.

At all stages of the movement of material flow within logistics, its production consumption occurs. Only at the final stage, which completes the logistics chain, does the material flow enter the sphere of non-productive consumption.

The supplier and consumer of the material flow in the general case represent two micrologistics systems connected by the so-called logistics channel, or otherwise - the distribution channel.

Logistics channel - This is a partially ordered set of different intermediaries that carry out the transfer of material flow from a specific manufacturer to its consumers.

The set is partially ordered until the choice of specific participants in the process of promoting the material flow from supplier to consumer is made. After this, the logistics channel is transformed into logistics chain.

Making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer is the choice of a distribution channel. The choice of a specific agency company, a specific carrier, a specific insurer, and so on is the choice of a logistics chain.

Logistics chain - this is a linearly ordered set of participants in the logistics process who carry out logistics operations to bring external material flow from one logistics system to another 7.

At the macrologistics level, logistics channels and supply chains are connections between the subsystems of macrologistics systems. Depending on the type of macrologistics system, distribution channels have a different structure. In logistics systems with direct links, distribution channels do not contain any wholesale intermediary firms. In flexible and layered systems such intermediaries exist.

At the stage of distribution logistics, operations such as subsorting, packaging, formation of cargo consignments, storage, and picking are carried out. The complex of these operations constitutes the production process in the sphere of circulation.

The supplier and consumer are connected by a distribution channel. After specific participants in the process of promoting products from supplier to consumer are selected from many different intermediaries, the distribution channel can be called a distribution chain.

For example, making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer is a choice of distribution channel. The choice of a specific agency company, a specific carrier, a specific insurer, etc. - This is the choice of distribution chain.

Distribution channels have different structures. In a logistics system with direct links, distribution channels do not contain any wholesale intermediary firms. Flexible and layered systems have such channels.

The ability to select a logistics distribution channel (Fig. 4) is a significant reserve for increasing the efficiency of logistics processes.

Rice. 4. Options. 8

When choosing a distribution channel, a choice is made of the form of product distribution - transit or warehouse. Selecting an effective distribution chain - choosing a specific distributor, carrier, insurer, forwarder, banker, etc. In this case, various methods of expert assessments, operations research methods, etc. can be used.

Let's consider the distribution channels through which from final production through a system of distribution centers they reach final consumption. Manufacturing can choose different distribution channels (Figure 5).

Rice. 5 9.Transit flow

The product can go directly to the end consumer. The initial cost of the goods, in this case, will be the lowest, because intermediaries will be excluded from the chain and the cost of the goods will increase only due to the costs of delivering the goods.

The distribution channel through a distribution center at the place of production is unacceptable for reasons caused by the purchase of goods in large quantities, which does not allow intermediaries to create a wide range.

A wide range is formed by a wholesaler specializing in this area and located in the place where consumption is concentrated. This intermediary specializes in providing maximum service to the end consumer. The distribution channel through two wholesalers (at the place of production and at the place of consumption) will provide the greatest service to the consumer, but at the same time the cost of the product will be the highest.

The most profitable distribution (for the consumer) is directly through the distribution center at the point of consumption.

4. Construction of a distribution system

When constructing a logistics distribution system, the following sequence for selecting the optimal distribution option is used:

Study of market conditions and determination of strategic goals of the distribution system.

Determination of the predicted amount of material flow passing through the distribution system.

Drawing up a forecast of the required amount of reserves for the system as a whole and in individual sections of the material supply chain.

Studying the transport network of the service region, drawing up a diagram of material flows within the distribution system.

Study of various distribution system movement options.

Estimation of logistics costs for each option.

Implementation of one of the developed options selected for implementation.

In order to select one from many options, it is necessary to establish a selection criterion, and then evaluate each of the options according to this criterion. Such a criterion, as a rule, is the criterion of minimum reduced costs, i.e. costs reduced to a single annual measurement.

The value of the given costs is determined by the following formula:

Zp=Se+St+K/T

Zp - reduced costs for the option;

Se - ready operating costs;

St - annual transportation costs;

K - total capital investments in the construction of distribution centers, given by the time factor - according to the discount rate;

T - payback period of option 10.

For implementation, the version of the distribution system that provides the minimum value of the reduced (annual) costs is adopted.

A necessary condition for the possibility of choosing a distribution channel, as well as optimizing the entire logistics process, is the presence of a large number of intermediaries on the market.

The use of intermediary services for many enterprises is a necessary condition for the successful promotion of goods. Each enterprise must decide on its own what is more profitable in this case: using the services of intermediaries or reaching out to consumers independently. That is, it is necessary to take into account all the pros and cons of a particular distribution system.

The services of an intermediary are in demand if their cost is lower than the own costs of performing any work. Formally, this relationship can be represented as follows:

P - the amount of payment for intermediary services;

C is the volume of company costs (warehouse costs, independent organization of distribution and order placement).

The economic effect of using the services of an intermediary can also be determined by the difference between one’s own costs and the cost of the intermediary’s services:

Optimization of the distribution channel, and then the distribution chain, is possible only if there is a large number of enterprises on the product market that act as intermediaries.

When considering the concept of strategic cost management, there are three basic elements:

Value chains.

Strategic positioning.

Cost-generating factors.

At the stage of considering the value chain, it is necessary to identify the main areas of distribution. The process of organizing management accounting focuses its attention on the processes occurring within the enterprise: procurement, administrative expenses, material flow. The key point in the existing mechanism is to obtain maximum income by maximizing the difference between purchases and sales. An integrated logistics approach using value chains focuses on all participants in production and supply chains. From a strategic point of view of the distribution chain and corresponding cost accounting, five areas of interaction efficiency can be distinguished:

Communication with suppliers.

Communication with consumers.

Unity of technological connections within one division.

Connections between departments within the enterprise.

Connections between enterprises operating in a single logistics network.

The second basic element of the logistics system is strategic positioning. The role of analysis and focus of cost management will depend on which path the enterprise chooses. This could be cost leadership or product differentiation. As a rule, this problem is deeply and comprehensively considered within the framework of strategic management. We only note that the chosen strategy will significantly influence the formation of a logistics cost accounting system and the configuration of the information system.

When considering the third element, the cost-generating factor must be divided into strategic structural and functional factors.

Strategic structural factors:

scale of distribution: volumes of investment in various functional areas of the logistics system;

range: vertical and horizontal integration;

technologies used at each stage of the cost chain;

complexity: breadth of product range.

Functional factors:

continuous improvement of processes and workforce;

integrated quality management (TQM);

effective plant planning;

efficiency of the project or calculation;

using relationships with suppliers or customers from a cost chain perspective

The activation of each of these factors or their groups can have the most significant impact on the magnitude and dynamics of costs.

A special and priority role belongs to one of the noted functional factors - quality.

Quality, as an essential element of strategic cost management, should be considered as an end-to-end function that covers not only the logistics of the enterprise, but also the entire value chain from supplier to consumer 11 .

3. Practical recommendations for increasing the efficiency of the enterprise distribution system

Setting up an effective sales system is necessary even if the enterprise operates stably. Recently, the influence of the external environment on the product sales system has been increasing, therefore, in order to increase the efficiency of commercial activities of enterprises, their main resource flows in the distribution sector should be considered and the following recommendations should be implemented:

Increasing attention to sales forecasting and maintaining close interaction with suppliers and consumers will reduce the number of technological changes in production and speed up the movement of material flow.

Following the crisis trend of personnel reduction and management levels, it is necessary to take into account changes in sales technologies and optimally distribute sales functions between the sales department and intermediaries.

When building an effective management structure, a description of the main resource flows will increase the reliability and accuracy of management tasks and increase the consistency of organizational structures.

Increasing requirements for product quality in a highly competitive environment requires the production of high-quality products. In these conditions, it is necessary to reduce the number of suppliers, which is due to high requirements for the quality of raw materials.

It is necessary to introduce new progressive management methods, one of which is the development of JIT technologies, i.e. just-in-time delivery. This type of technology has a multi-purpose nature, where the main thing is to reduce the cost of inventory.

Improving methods for managing raw materials inventories and determining the volume of the ordered batch will reduce warehouse costs and reduce the volumes of raw materials that do not meet current production needs. To choose the most effective method of warehouse operation, it is necessary to consider and calculate many options, which is recommended to be done using modeling.

It is necessary to develop information technologies for the use of mathematical modeling in management, as well as for the automation of enterprise departments. This creates a need for staff training and the involvement of IT specialists.

The consumer's negative attitude towards intermediaries should be changed. The use of intermediaries in the sale of instrumental products is beneficial for all channel participants. The end consumer often views the chain of intermediaries as a source of additional costs. Therefore, to enter new markets, an enterprise needs a competent network of dealers and distributors.

It is necessary to carry out a number of formal procedures, such as: developing internal standards for sales activities and documenting them; development of a set of organizational and regulatory documents regulating the sales activities of the enterprise in market conditions; development of formal procedures for controlling the sale of finished products to ensure that the internal control system meets regulatory requirements for effective sales management.

Conclusion

Distribution logistics - ensuring the rationalization of the process of physical promotion of products to the consumer and the formation of an effective logistics service system.

Distribution logistics refers to the physical, tangible, material content of this process. The main direction in distribution logistics is the rationalization of the process of physical distribution of the existing stock of materials.

Distribution logistics is responsible for optimizing the process of distributing existing stocks of finished products to the consumer in accordance with his interests and requirements.

The most important functions of distribution logistics: planning, organization and management of transport and movement processes in the logistics system in the post-production period; inventory management; receiving orders for the supply of products and processing them efficiently; picking, packaging and performing a number of other logistics operations to prepare commodity flows for generation; organization of rational shipment; delivery management and control over the implementation of transport and movement operations in logistics chains; planning, organizing and managing logistics services.

Distribution activities at an enterprise require significant costs (costs) for their implementation. The main part of logistics costs is associated with the implementation of key logistics operations: warehousing, processing, transportation, forwarding, preparing products for industrial consumption, collecting, storing, processing and issuing information about orders, inventories, deliveries, etc.

Logistics costs in their economic content partially coincide with the costs arising in the production process, but are more associated with transport and warehouse costs, costs of packaging and containers, as well as costs associated with the importation of goods and their shipment to consumers, and other components of distribution costs .

As a rule, total logistics costs at the local level are determined (and planned) based on sales amounts, in value terms per unit mass of finished products intended for sale, or as a percentage of the cost of net products.

The fundamental difference between distribution logistics and traditional methods of marketing and selling is the following: subordination of the process of managing material and information flows to the goals and objectives of marketing; systemic relationship between the distribution process and production and procurement processes (in terms of material flow management); systemic interconnection of all functions within the distribution itself.

List of used literature

Volodina E.V. Methodological foundations for the formation of logistics systems in regional food markets // News of higher educational institutions. North Caucasus region. Social Sciences. Application. - 2004. - No. 10.

Volodina E.V. Modeling of logistics processes. - Kurgan: Kurgan State Publishing House. University, 2003.

Gadzhinsky A. M. “Logistics”: Textbook for higher and secondary specialized educational institutions. ICC "Marketing", 2002.

Gordon M. P., Karnaukhov S. B. “Product distribution logistics.” M.: Center for Economics and Marketing, 2001.

Ivakin E.K., Volodina E.V. Modeling of supply chains and logistics processes in business activities. - Rostov n/d: Rostov University Publishing House, 2004.

Kirshina M.V. "Commercial logistics". JSC "Center for Economics and Marketing". 2001.

Concise terminological dictionary and library of logistics techniques http://bigc.ru/publications/glossary/logistics.php/ ·

Nerush Yu.M. - Logistics: Textbook for universities - M.: UNITY-DANA, 2003.

Nikolaychuk V.E. Logistics in the field of distribution. - St. Petersburg: Peter, 2001.

Nikolaychuk V. “Procurement and production logistics.”-SPb.: Peter. 2007.

Serbin V.D. Fundamentals of logistics. Textbook. Taganrog: TRTU Publishing House, 2004.p.45

Sergeev V.I. “Logistics in business”: Textbook. Infra-M, 2001.

Umanskaya M.V. Product distribution process management / M.V. Umanskaya // Problems of modern economics: investments, innovations, logistics, labor: collection. scientific works based on materials from Vseros. scientific-practical conf. – Saratov: SSTU, 2006. - P.297-300.

1 Serbin V.D. Fundamentals of logistics. Textbook. Taganrog: TRTU Publishing House, 2004.p.45

2 Nikolaychuk V.E. Logistics in the field of distribution. - St. Petersburg: Peter, 2001. 120 p.

3 Umanskaya M.V. Product distribution process management / M.V. Umanskaya // Problems of modern economics: investments, innovations, logistics, labor: collection. scientific works based on materials from Vseros. scientific-practical conf. – Saratov: SSTU, 2006. - P.297-300.

4 Umanskaya M.V. Product distribution process management / M.V. Umanskaya // Problems of modern economics: investments, innovations, logistics, labor: collection. scientific works based on materials from Vseros. scientific-practical conf. – Saratov: SSTU, 2006. - P.297-300.

5 Serbin V.D. Fundamentals of logistics. Textbook. Taganrog: TRTU Publishing House, 2004.p.52

6 Nikolaychuk V.E. Logistics in the field of distribution. - St. Petersburg: Peter, 2001. 120 p.

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Basic theoretical principles that you need to know before working on specific situations

The essence and purpose of distribution logistics in the book business; problems of distribution logistics at the micro and macro levels; types and structure of distribution channels; types of intermediaries in distribution channels; criteria for evaluating intermediaries; logistics efficiency of wholesale and retail bookselling enterprises; main directions of development of retail book trade; the need for inventory; types of costs associated with maintaining inventories; the impact of inventory on service levels; types of inventory management systems. The essence, purpose and prospects for the development of retail logistics; types of flows in retail logistics; factors influencing customer flows; classifications of buyers of book goods; research of consumer flows; directions for optimizing customer flows; stages of the retail sales process; the importance of information support for retail sales; the role of the seller in information support of retail sales; directions for the development of Internet trade in the book business; advantages of Internet sales; the importance of return flow logistics.

Sample list of questions for specific situations

1. What distribution channels does the company use? What are their advantages and limitations?

2. What problems exist or may arise in the future in the field of warehouse logistics of the enterprise?

3. Determine the logistics chain of activities that ensure the delivery of goods from the supplier to the customers.

4. Identify potential problems in retail logistics.

5. What are the requirements for transport logistics of this enterprise?

6. Propose a system of measures to improve the distribution logistics of an enterprise.

7. What new areas in distribution logistics would be appropriate for this enterprise to develop?

Riva-Press LLC is a wholesale enterprise that is the exclusive representative of the Ripol-Classic publishing house in the wholesale book trade market. The staff consists of 30 people.

The Riva-Press distribution logistics system includes several subsystems: receiving and processing orders; warehousing; transportation; formation and maintenance of reserves.

A special feature of the company is its strict economic connection with the only supplier - the Ripol-Classic publishing house. This eliminates the need to create purchasing logistics. The purchasing mechanism here comes down to maintaining inventory at the required level. The inventory maintenance system includes the following tasks: monitoring warehouse balances, determining the “order point,” placing an order.

Monitoring of inventory balances in the warehouse is carried out using a computer warehouse accounting program, which provides the ability to track inventory in real time. This allows you to determine the order point for a new batch of goods with sufficient accuracy. Since the order volume must provide an economically justified size of additional printing, the key point in optimizing inventory is determining the order completion time. Consequently, the order point is such a balance, the sales forecast of which corresponds to the production date of the additional printing of the circulation. The finishing process takes on average 30-45 days. The order is made by submitting an application to the publisher for additional printing of the required publications.

Let's consider the subsystem for receiving and processing customer orders for books. This problem is solved by a local computer network consisting of workstations for sales managers and administrators. Sales managers accept orders for books from clients, enter information about them into the information system, which takes them into account and automatically reduces the stock of goods by the number of copies ordered.

The administrator can receive information about orders at any time and, based on this information, make a decision on their execution, choosing the best options (taking into account the use of vehicles, optimization of warehouse processes).

Riva-Press LLC uses a centralized warehousing system, which includes one large warehouse, where the bulk of inventory is accumulated, and auxiliary warehouses. When determining the required warehouse space, the company took into account the requirements for storage conditions for book products.

The rational combination of the warehouse process with the transport process is ensured by a computer order processing system, which summarizes orders and helps create delivery routes to destinations (see Fig. 7).

Riva-Press participates in logistics distribution chains at various levels, so the recipients of goods are both wholesale and retail bookselling enterprises. The company does not work with end customers (with zero-level channels). The company serves about 4,000 bookselling enterprises. When selecting wholesale buyers, an integral indicator is taken into account - the efficiency of the distribution chain, which includes such indicators as the volume of purchases, payment terms for purchased goods, and individual trade costs.

The main problem of distribution logistics of the Riva-Press company is the shortcomings of input information flows, in particular, a large volume of orders is received by telephone and fax. This increases order processing times. To solve this problem, it is necessary to use modern information technologies, in particular the Internet. Processing orders generated in a standard electronic format will ensure speed of response and increase the efficiency of the Riva-Press logistics distribution system.

LLC "Kitoboy" produces food products and carries out their wholesale. The company has one distribution center and several wholesale intermediaries. The distribution logistics diagram is shown in Fig. 8 .

The warehouse network, through which the material flow is distributed, is an important element of the logistics distribution system. The construction of this network has a significant impact on the costs that arise in the process of bringing goods to consumers, and, consequently, on the final price of the goods. In this regard, it is important for each enterprise (both for the Kitoboy company and for its wholesale clients) to competently build its warehouse network.

Currently, according to some parameters, the distribution system of Kitoboy LLC does not meet the logistics principles of optimizing flow processes, i.e. ultimately, it does not ensure maximization of the profit received by the enterprise from the sale of its products.

Let's consider the positive and negative aspects of a logistics system with one distribution center.

Positive sides:

The company does not spend money on creating and maintaining an extensive warehouse infrastructure.

The company does not incur large transportation costs, since the distribution center is located in close proximity to production, and delivery to wholesale companies is carried out using the recipients' vehicles or specialized transport organizations.

These circumstances contribute to the fact that the enterprise has the opportunity to sell its products to wholesalers at a lower price. This price can attract those wholesale buyers who have a wide network of warehouses and established transport facilities. Thus, transport and most of the warehouse costs are transferred to wholesale companies.

Negative sides:

In this distribution system, the firm depends on its wholesale customers. That is, the structure of Kitoboy LLC is not diversified enough, as a result of which the company is subject to fluctuations in demand from wholesalers. This may negatively affect the future sales of the company's products. Wholesale buyers can, in a certain situation, dictate their terms to an enterprise, seeking unilateral benefits for themselves and taking advantage of the fact that the enterprise is quite dependent on them.

The situation when a wholesale enterprise is forced to independently export products leads to a limitation in the number of buyers willing to cooperate with Kitoboy LLC. That is why the company clearly does not have an insufficient number of wholesale customers.

It cannot be said that the distribution center is located at an equal distance from the warehouses of wholesale companies. In such a situation, the transport costs of wholesalers reach high levels, which increases the final price, and this, in turn, reduces the demand for products.

Thus, we can conclude that the distribution logistics system of the Kitoboy company is not optimized from the point of view of the logistics concept of total costs (i.e., costs borne by all distribution participants), and this leads to inefficient use of resources and, as consequence, to an inflated final price of products and a reduction in sales markets.

The newspaper and magazine association "Voskresenye" ​​was founded in 1991. The main activity is the publication of Russian classics, modern fiction, children's literature and books on home economics, as well as periodicals for children and adults. Misha magazine is one of the highest circulation magazines in Russia. Magazines such as “Horoscope”, “Saratoga”, “Russian Language Abroad” are published.

The publishing house's products are distributed through its bookselling network and through intermediaries. The publishing house has two warehouses - rented and own, located in the publishing house building. Book products from the printing house are delivered to warehouses in containers. Accounting for goods arriving at warehouses is carried out using the “Commodity Warehouse” computer program.

For real and potential wholesale buyers, the publishing house prepares price lists of the goods offered. They are sent by fax and email to wholesalers and bookstores.

Orders received from clients are recorded by the manager and sent for execution. Next, work with them is carried out by a sales manager, who calls customers and discusses all the terms of sale. Based on the results of negotiations, contracts are drawn up. After the customer pays for the goods, information about the need to complete and dispatch the order is sent to the warehouse.

Small quantities of goods are delivered to small stores by courier service. The goods are delivered to Moscow stores by the publishing house's vehicles, and to other regions - by postal cars or, less commonly, by railway containers.

The publishing house also uses such a form of distribution as “Books by mail”, which is carried out through a special catalogue.

Multi-volume editions of classics of Russian literature are mainly distributed by subscription.

GZHO "Voskresenye" ​​has an online store, but its scope of activity is limited only to buyers from Moscow and the Moscow region.

The publishing house publishes information about published and upcoming books in its books and magazines. The advertising materials published there indicate the telephone number and address of the publisher where you can order the book. In placing advertisements, the Voskresenye GJO cooperates with other publishing houses and editorial offices of magazines. For example, excerpts from published books are published in Rossiyskaya Gazeta.

Presentations of the publishing house’s products, held in large bookstores: “Moscow House of Books”, “Biblio-Globus”, “Moscow”, are very popular among buyers.

It should be noted that the distribution system of the Voskresenye GZhO developed without the use of modern logistics principles. In many of its links it is necessary to carry out a number of improvements (for example, communication between the branch of the association and the warehouse only by telephone and fax is completely insufficient). The efficiency of distribution activities is also reduced by the lack of a computer information system that unites all structural divisions. However, although these are important, they are not the defining elements of logistics optimization. It is necessary to begin the optimization process with the development of a general concept for distribution logistics of the Voskresenye GZhO.

The publishing and bookselling enterprise "Sfera" produces textbooks on psychology and pedagogy, didactic materials and other publications for schoolchildren. "Sfera" is engaged not only in publishing, but also in wholesale, small wholesale and retail sales. The company is small, but its partners include such large book publishing companies as Top-Kniga (Novosibirsk), Peter (St. Petersburg), etc. The main wholesale buyers of Sfera publications are bookselling enterprises in Moscow and St. Petersburg . The publishing house has a bookstore that carries out retail and small wholesale sales.

An important feature of the distribution logistics of this company is the constant development of distribution channels and the search for trading partners. This issue is dealt with by the managers of the sales department. Each manager is assigned a specific region of Russia, in which he identifies interested companies. We work with potential partners over the phone and then send them price lists by fax or email. If the client expresses interest in cooperation with the publishing house, then an agreement is concluded with him, which specifies the terms of delivery, sale and return of goods, form of payment and delivery. Having received an order from a client with whom a contract has been concluded, the manager transfers it to the warehouse, where it is fulfilled (selection, picking, registration, packaging, etc.). Delivery is carried out in accordance with the conditions fixed in the contract: within Moscow - by road at the expense of the Sfera publishing house, to other cities - by rail and air transport at the expense of the wholesale buyer.

In addition to its products, Sfera sells publications on similar topics from other publishing houses in Moscow and St. Petersburg. These are mostly permanent and reliable partners.

The main advantage of the company's distribution logistics system is its simplicity and smoothness, so any new employee who comes to the sales department can quickly join it. The main disadvantage of the system is the abundance of documentation, the registration of which requires the collection of many signatures, seals, resolutions, and discussions. This slows down the processes of movement of material and other flows. In addition, the use of rail and air transport sometimes leads to a slowdown in the movement of goods at the stage of their preparation for transportation. This is due to the lack of cars, shifting schedules, etc. Another problem that may arise is that an inexperienced manager may establish a relationship with an insolvent trading partner. In order to prevent such a situation, information about each potential client must be carefully collected and analyzed.

The publishing center (IC) “Academy” was formed in 1995, and the following year there was a reorientation of its activities from the production of scientific publications to educational ones, and the publishing house remains faithful to this specialization to this day. The publishing house's assortment includes books for primary, secondary and higher vocational education in various fields of knowledge.

Gradually, the Academy IC occupied a certain niche in the Russian book market and today is known as a fairly large specialized publishing house. It ranks 67th in the ranking of publishing houses by number of titles and circulation.

The success of the publishing house depends on the coordinated and competent work of its eight main structural divisions: three editorial offices, production, computer and marketing departments, accounting and sales departments.

Distribution logistics is mainly handled by the sales department. The geography of distribution of the Academy's products is quite wide. The department works with Moscow, St. Petersburg, Samara, Kazan, Belarus, Ukrainian and many other bookselling wholesale and retail organizations. Wholesale enterprises, as a rule, are the most stable and largest clients. They purchase goods in bulk, place their orders and manage inventory in warehouse systems more efficiently. Among the wholesale structures working with the publishing house, JSC Tsentrkniga (Moscow) and Top-Kniga (Novosibirsk) stand out.

IC "Academy" works closely with many educational institutions: universities, technical schools, colleges, as well as with library collections.

Particular attention is paid to working with bookstores. Regular clients are: “Pedagogical Book”, “Biblio-Globus”, “Moscow”, “Young Guard”, “Moscow House of Books”, etc. Among the large stores in other cities, it should be noted “St. Petersburg House of Books”, “Book World” "(Khabarovsk), "Prometheus" (Bratsk), "Knowledge" (Ufa), etc.

In Moscow, books are delivered by road transport at the expense of the publishing house. Transportation to other regions is carried out by rail.

Let's consider the features of the work of sales department managers with individual groups of clients.

Work with educational institutions is structured as follows. Twice a year, an annotated graduation plan from the Academy IC is sent to them. According to these six-month plans, educational organizations form and send their orders, which are issued in the form of an invoice for prepayment. After receipt of advance payment to the publisher's account, the sales department, as publications are published, completes batches of goods in accordance with customer orders. Depending on the quantity, they are sent either by railway containers or by mail and luggage wagons.

Work with bookselling organizations is carried out as follows. The publisher's price list is sent to them by fax or mail. Booksellers use it to place their orders and send applications. In accordance with them, the ordered batches of goods are completed. If a bookselling organization operates on the basis of advance payment for goods, then it is issued an invoice for the selected books. After the money is transferred to the publisher's account, the goods are shipped. If the organization works with deferred payment (the deferment period is specified in the concluded contract), then the goods are shipped immediately after the shipment is formed. At the same time, the manager monitors the timely receipt of money. If the client violates the established payment terms, then it is considered inappropriate to work with him further with a deferred payment. The sales department receives information about payment for goods from the accounting department.

Information Center "Academy" has its own warehouse and, in addition, uses storage services provided by the Central Collector of Scientific Libraries.

The publisher does not sell to individual customers through its retail structures, but it provides reference and consulting services to this group of clients. Sales to individual customers are made only by mail. In order to inform these clients about the books available, the Academy Information Center publishes advertisements in such magazines as “Preschool Education”, “Public Education”, “Book Review”, “University Book”.

Publishing house distribution logistics can and should be improved. Here the feasibility of using such distribution channels, which have not yet been used by the Academy IC, can be considered, such as creating a small network of own stores, organizing a book club aimed at teachers. Since the publishing house actively works with the regions, it is possible to analyze the effectiveness of working with dealer and distribution structures.

Triumph LLC is a publishing and bookselling company specializing in computer literature. In 1999, on the basis of the sales department of this company, the book trading enterprise Triumph - Book Trade LLC was created.

Currently, the company "Triumph - Book Trade" LLC is the official representative of the publishing houses "Triumph", "Technology-3000", "Best Books", "For Adults Only". All of the listed publishing houses specialize in publishing computer literature. Most books are published in series that are clearly targeted at a specific readership. Thus, the series “Self-Teacher”, “Quick and Easy”, “Latest Versions of Programs” are intended for beginners and those who have basic knowledge. The series “Programming Practice” and “Computer for Hobby and Work” are designed for professionals.

The structure of Triumph - Book Trade LLC includes a wholesale warehouse, a transport expedition and a financial and accounting group.

Despite the small distribution staff, the publications with which this company works are sold in more than 1000 cities of Russia, as well as neighboring countries (Kazakhstan, Ukraine, Belarus, the Baltic countries) and far abroad (Germany, USA, Israel, Turkey) . Such territorial coverage is carried out not only by the Triumph company, but also through its major partners located in Moscow, St. Petersburg and Novosibirsk.

Triumph LLC sells its products to 80 wholesale buyers (intermediaries), who then independently distribute them through their own channels. The company cooperates with 70 bookstores. Among them: “Moscow House of Books”, Trade House “Biblio-Globus”, “Young Guard”, “Science and Technology”, “Omega L”, etc.

The company also works with small wholesalers, using Book Club LLC (Moscow, Olympic sports complex). Contact with retail customers is maintained through the book mail delivery department.

The company supplies reliable customers with deferred payment for one to two months. At the same time, stores are supplied with free display copies of books.

The company has one distribution center (finished product warehouse). Thus, the distribution logistics scheme of Triumph LLC looks like this (see Fig. 9).

The distribution logistics system includes the following processes:

Order processing;

Sales registration and analysis;

Sales forecast;

Inventory and warehouse management;

Transport management.

The flow of goods begins with the receipt of an order from the client. The order department prepares invoices and sends them to the appropriate departments of the company. Editions that are temporarily out of stock are recorded as a debt to the client and are carried out as soon as possible. Shipped products are accompanied by shipping and payment documentation.

Based on sales information, records are kept of the implementation of contracts for the supply of products according to terms and amounts, reports are prepared for groups of goods, identified by a combination of different characteristics. The effectiveness of sales forms and distribution channels, sales trends by customer, title, and type of publication are also studied.

The task of Triumph - Book Trade LLC is to bring the published publications to the end consumer. It is necessary that the entire offered range be present in the maximum number of outlets selling computer literature. To achieve this, the company cooperates with many Moscow stores, large bookselling companies and publishing houses. It should be noted that so far the Moscow region has been better developed.

A peculiarity of the company's activities is that books on computer topics age very quickly, their life is about a year, and they are most relevant in the first 3-6 months. In this regard, the movement of material flows must be quite fast, which necessitates the use of logistics principles.

The trend of increasing the number of books distributed with a relatively stable volume of total circulation places increased demands on the formation of a book assortment and informing customers about upcoming and published publications. It is necessary to improve the collection of pre-orders and develop cooperation between bookselling enterprises to ensure that the buyer can find and sell the book he needs.

Triumph LLC has an Internet site http://www.triumf.ru/, which, in addition to information about the company’s activities, contains information about books available for sale and books being prepared for release. It is planned to create an online store, which will simplify and speed up communications with customers and give them the opportunity to quickly purchase books.

For the buyer, the most important thing is the breadth of assortment of the store where he makes a purchase. Not having the right book is the main reason for losing customers. The store must carefully monitor its assortment and replenish stocks in a timely manner. The solution to this problem is the introduction of a computer inventory management system in bookstores. If a large store orders computer books once every 2-3 months, this means that new items will not be able to appear on its shelves in a timely manner and the current assortment will never be fully represented.

Even more negative consequences for publishers are the policies of some wholesalers who seek to prevent books on competing topics from appearing on the shelves of the bookstores they supply. Not only the publishing house and the store suffer from this, but also the end consumer, who does not find the book he needs in the store. In this regard, stores should not focus only on large suppliers, leaving the opportunity to promote their books to small publishers.

Based on the principles of logistics optimization, the distribution system of Triumph LLC can be improved in the following areas. Necessary:

1. Study the issue of a possible increase in distribution centers to optimize transport costs.

3. Create a sufficient fleet of vehicles and rationally organize their work for the delivery of book products from the place of production (printing house) to the place of consumption.

4. Conduct a constant search for new partners among wholesale and retail book trade enterprises in order to reduce the risk that some products may remain unsold or become obsolete. It is necessary to achieve the most stable contractual relationships with wholesale buyers as possible.

5. Improve accounting and control of the condition of inventory, seeking to minimize the cost of maintaining them. Maintain a high percentage of on-time fulfillment of orders from wholesale customers.

Book Trading House (TDK) "Moscow" is one of the largest and well-known universal retail bookselling enterprises in the capital. It has three departments: fiction, literature for specialists and an antiquarian and second-hand book department.

The warehouse consists of two parts: the central warehouse and the warehouse of the literature department for specialists (OLDS). Books received from suppliers are received at the central warehouse, and from there they are distributed to the fiction department and to the OLDS warehouse in the amount of 1-3 packs. The warehouse serves TDK branches in St. Petersburg and Voronezh, as well as kiosks.

Formation of the store’s assortment and control of the supply of goods is carried out by a group of merchandisers, each of whom manages his own assortment area. The main direction of the assortment policy of TDK "Moscow" is to expand the assortment while simultaneously reducing the number of copies of one item (excluding bestsellers, which are ordered in large quantities). This policy leads to increased turnover.

The movement of goods flows in the warehouse begins with the unloading of vehicles, which takes place in a specially designated sector of the warehouse, equipped with a conveyor belt. Goods from one supplier are placed on one of the receiving tables, where acceptance is carried out based on quantity, quality and completeness. Samples of each name are selected, and the operator enters them into the computer system. Orders are printed, on the basis of which invoices are drawn up.

Intrawarehousing transportation of goods from the unloading zone to the receiving zone and further to the storage zone occurs with a large number of goods - on a hydraulic trolley, with a medium amount - with platform trolleys, with a small amount - with mini-trolleys or manually.

To store book goods in a warehouse, frame metal one- and two-sided shelving, as well as mobile turntable racks, are used. When placing goods for storage, the main principle is the rational use of warehouse space. Each shelf has a code consisting of the shelf number and the rack number. When packing goods, each item is assigned its own address.

The process of selecting orders coming from sales floor employees is as follows. A picker with a mini-trolley drives around the storage area and selects books according to the addresses indicated on the delivery note. The selected order is moved to the receiving table, where pre-sale preparation takes place: gluing of markings, which are attached to the delivery note in the required quantity, placement of magnetic protective elements (preferably in the most inaccessible areas of the book).

Then the warehouse manager performs a control check of the compliance of the generated order with the accompanying document. Book goods are loaded onto a lift and delivered to the sales area.

Information services are the connecting link in the functioning of all services of the warehouse, sales floor and administrative departments. Warehouse information creates the main database in the general computer system of the TDK. When goods are received from a supplier, invoices and delivery notes are created using a computer. The employee who placed the books in storage enters the warehouse addresses in the invoices, then this information is entered into the computer by the operator. Further, when filling out documents for order selection, information about the location of the book will be entered in the invoice automatically.

Based on incoming and outgoing documents in the warehouse, a commodity report is compiled every day.

Ways to optimize the logistics process at the Moscow Trade House warehouse:

1. Greater consistency is required in the actions of merchandisers with each other and with the warehouse in order to eliminate frequent cases of simultaneous arrival of large quantities from several suppliers. This situation leads to a shortage of workers and warehouse space for reception, and entails disruptions in the work of other store services. So, for example, the help desk gives customers information that a book is in stock because it is already present in the computer database, but this title has not yet arrived on the sales floor and the buyer cannot purchase the book. Ultimately, this leads to loss of sales and negative customer emotions.

There are also opposite situations: on some days there are no deliveries at all, and this also has negative consequences, as it leads to downtime for workers.

2. It is necessary to strive for efficient use of the height of the warehouse premises.

3. Improving working conditions, reducing manual labor. Nowadays, many warehouse operations are performed manually, in part because there are not enough hand trucks. The costs of their acquisition will be justified by increased labor productivity, which will ensure increased sales and, ultimately, increased profits for all parts of the store’s logistics chain.

4. It is advisable to use the Pareto method when placing goods in a warehouse, which will minimize the number of movements during picking. Frequently released items account for no more than 20% of the total quantity and should be placed in as accessible locations as possible.

Logistics is an extremely important science for doing business; knowledge of it is necessary for qualified personnel, and its application can significantly increase the efficiency of trading activities.

Let us consider the wholesale link of the distribution channel using the example of the KNO company. The KNO company was founded in 1829 in Leipzig. Constantly developing, it currently has a complex and branched structure. Its head office is located in Stuttgart. The activities of its main structures are described below.

KNO Barsortiment GmbH is a trading company that buys and sells books and other printed products. The assortment includes 275 thousand book titles coming from three thousand publishing houses. Shipments are generated and shipped to 1,500 stores every day. At the same time, orders from 80% of stores are fulfilled the next day after the order is sent. This level of logistics service allows stores to serve customers at a high level. If the book the buyer needs is not currently available in the store’s sales area, then, at the customer’s request, it can be delivered to the store the next day (if it is one of the 275 thousand book titles available in the KNO warehouse) or in a week (if the book is not available at KNO warehouse and must be ordered from the publisher).

At the first stage of organizing the logistics process in a company, products are purchased from publishing houses. This is handled by the purchasing department, consisting of 20 people. They maintain contacts with publishing houses, select purchased goods and negotiate the size of trade discounts provided by publishing houses. As a rule, publishers provide the company with discounts of up to 50% from the retail price. The company sets a discount of 15 to 20% for its services, therefore, books are delivered to bookstores at a 30-35% discount.

The main competitive advantages of this company are:

1. Providing bookstores with the opportunity to order a large number of book titles in one place. In this case, the order can be made in small quantities (1-2 copies of each item) and almost daily, i.e. as orders are received from buyers.

2. A simple and economical way to submit purchase orders. A bookstore can order a book using any method convenient for it: by e-mail, by fax, by phone, or using the KNO terminal. The KNO terminal is a small device, the size of a calculator, that connects via a modem to the telephone network. The order is made by dialing the ISBN numbers required by the book store. An order placed in this way enters the KNO electronic system, is automatically processed there, and sent to the warehouse for execution. As a rule, the books are delivered to the customer the next day, before the store opens.

3. Convenience and flexibility of transport services. The company takes care of transport services for stores. Delivery costs depend on the weight of the book shipment.

KNO Verlagsauslieferung GmbH is a wholesale company, but the nature of its activities differs from that discussed above. This division does not buy books from publishers, but provides them with warehousing and transportation services. At the same time, individual work is carried out with each publishing house. Each publishing house has a dedicated warehouse where its products are stored and orders are selected and dispatched.

Thus, this company provides the following services to publishing houses:

Reception of finished products and their storage;

Receiving orders for the shipment of goods, their processing, selection and packaging of shipments, forwarding them to customers;

Preparation of statistical data on sales, inventory, accounting of receivables of recipients;

Reception of defective products and their processing.

Publishers using the services of KNO Verlagsauslieferung GmbH receive the following competitive advantages:

No need to invest in the development of your own warehouse facilities;

Absence of risks in maintaining at a modern level and ensuring the functioning of warehouse technological equipment;

Modern level of computer processing of customer orders and means of communication with customers.

The presence of two main divisions providing different types of logistics services gives KNO stability, despite possible fluctuations in demand for services in the field of distribution logistics.

The third structural component of KNO is the publishing house K.F. Koehlek Verlag GmbH. This publishing house specializes in publishing a wide variety of bibliographic catalogs and advertising materials.

The catalogs are sold to booksellers for a very small fee, and this activity is practically unprofitable for KNO. Losses are covered by the core distribution logistics business. And this is quite justified, since the bibliographic service provided by the publishing house allows KNO to provide its clients with information services, without which its activities in the field of distribution logistics would not be so successful.

The interaction of the three divisions discussed above ensures the high standard of logistics service provided by KNO to retail bookstores.

Let's look at the retail book trade using the example of one of the stores of the Hugendubel bookselling chain. The first store of this chain appeared more than a hundred years ago. Since then, the company has successfully developed and now has 23 stores, 6 of which are located in Munich, where the central office is also located. The Frankfurt store is one of the largest. It occupies four floors and has an area of ​​4 thousand square meters. m. The store has a staff of 140 people: these are salespeople working on the sales floor. There are practically no administrative and maintenance personnel, since all services are located in the central office of the company. 10 thousand people visit the store every day, 80% of them leave with purchases. The store has self-service, and the buyer can freely walk around all floors with selected books and pay for the purchase only when leaving the store. The store is equipped with compartments with chairs and the necessary lighting where customers can sit, read, chat with friends and drink coffee.

Books are supplied to the chain stores by wholesalers KNO and Libri, which ensures prompt delivery and pre-sale preparation of goods. One of the elements of pre-sale preparation is to indicate on the sticker the code of the section where the publication should be located. Thus, the store clerk can only put the book on the shelf.

The store's assortment includes 150 thousand book titles, most of which are presented in 1-2 copies. At the same time, popular publications are published in large quantities and are accompanied by advertising materials.

In each department of the store there is an “information desk” where a visitor can independently use a computer to check the availability of the required book or ask for help from consultants.

In general, the book trade in Germany is characterized by clearly thought-out book flow processes, high technical equipment, and high optimization of all logistics processes.

Let's consider how the distribution logistics of a small publishing house operating under an association of educational institutions is built. The publishing house produces educational and pedagogical literature. Products are distributed mainly through retail bookstores in Moscow and St. Petersburg, as well as through the distribution channels of large publishing houses.

The need for logistical optimization of the distribution system of this publishing house is caused primarily by the fact that this enterprise is extremely limited in financial resources, and therefore its further development is only possible by increasing the efficiency of its activities and reducing unproductive costs (the logistics concept of “lean production”).

The publishing house employs young specialists; there are only five full-time employees. In addition, student trainees are involved. Due to the small number of employees, in addition to their main functional responsibilities, each employee has to perform auxiliary operations (unloading vehicles with products, delivering documents, etc.).

The products are printed in a printing house near Moscow, which does not have modern equipment that ensures high quality printing work. Finished products from the printing house are delivered to the publishing house's warehouse, which primarily performs storage functions.

The director of the publishing house is responsible for formulating the policy in the field of sales of finished products. As can be seen from the above, the publishing house does not use direct distribution channels (the publishing house is the final buyer). Products are first supplied to bookstores or other publishing houses, and with their help they reach consumers. With intermediaries who undertake the functions of selling finished products, the publishing house formalizes relations in the form of contracts.

It should be noted that the publishing house has not effectively built relationships with partners in the field of distribution. This is mainly due to the publisher’s insufficiently strict adherence to its obligations to partners. For example, in addition to the ordered book titles, the publishing house tries to impose its other publications on its partners when preparing shipments. This situation can lead to conflicts. In some cases, conflictual relationships arise due to non-compliance with the order and timing of financial settlements. All this worsens mutual understanding with partners and ultimately leads to the fact that it is increasingly difficult for a publishing house to establish stable and mutually beneficial relationships with bookselling structures.

Insufficiently effective ways of distributing products lead to a low speed of movement of goods to consumers, which ultimately causes a lack of cash flow. The consequence of this is a lack of money for advertising and promotion of book products.

The analysis of the publishing house's distribution system allows us to offer some recommendations.

First of all, the management of the publishing house must realize the urgent need to reform its activities using modern logistics principles. Logistics teaches that without establishing good relationships with efficiently working partners, an enterprise cannot function normally. However, such relationships can be built only if the company adheres to the principles of strict compliance with contractual relations, supplies high-quality products, and treats partners with respect and care. In addition to changing the policy in the field of working with partners, the publishing house needs to develop a set of measures aimed at improving the quality of its products. At the same time, at first you should focus on activities that do not require large financial costs. Only after a certain time, when the measures taken give positive results and the publishing house receives some funds, can they be used to improve, first of all, personnel logistics, as well as to increase the technological equipment of editorial, publishing and distribution processes.

Close attention should be paid to improving the movement of information flows, which is very important for improving distribution logistics, as it allows you to speed up the movement of goods to consumers.

It is necessary to consider the distribution logistics system. Since the publishing house is small, it might be advisable for it to completely transfer the functions of distributing its products to specialized companies. As already noted, it is possible to interest such companies in cooperation only by offering high-quality products on favorable terms. At the same time, the main focus of the publishing house’s activities, the topics and types of publications produced require a fairly clearly defined array of consumers. In order to better understand the needs of its customers, it is advisable for the publishing house to conduct marketing research. Apparently, when forming a distribution logistics system, one should focus on the selective type of distribution.

Considering that one of the main consumer groups of this publishing house are university students, it is important to use modern means of communication with this audience. To do this, you need to create a high-quality and maximally informative website on the Internet.

Thus, the publishing house must develop traditional areas of distribution logistics, combining them with the latest achievements in this area. Since logistics involves a systematic approach, it should be remembered that it is impossible to achieve significant results by improving only one subsystem (distribution logistics). To effectively bring high-quality products to consumers, it is necessary to reform all areas of activity on the principles of logistics - purchasing, production, information, personnel, etc.

Let us consider a systematic approach to organizing material flow using the example of supplying bookstores with goods from the warehouse of a wholesale and retail company. The participants in the process of movement of goods at this stage are the following: warehouse, transport structures, bookstores.

Let's analyze two main options for organizing the commodity (material) flow: the first is traditional, when stores independently organize the transportation of goods from the warehouse of a wholesale enterprise; the second is the centralized delivery of goods carried out by the transport of a wholesale enterprise.

The first option has the following characteristics:

There is no single body ensuring the rational use of transport. Stores independently, in various ways, solve the issues of delivery of book goods. In warehouses, transport and stores, traditional technological processes are used that are not coordinated with each other. Of necessity, some coordination of actions occurs only at the moment of transition of the flow of goods from one enterprise to another;

Neither the wholesaler nor the stores have strict requirements for reducing transport costs. The main task for them is to deliver the goods;

There is no need to use a single cargo unit, i.e. strictly defined types of containers that reduce the labor intensity of work and speed up the operations of fulfilling store orders;

Most often, stores do not have normal conditions for unhindered access of vehicles, quick unloading and receipt of goods.

An analysis of the characteristic features of the traditional delivery scheme shows that the participants in the logistics process do not have a single goal - the rational organization of the movement of the total material flow. Each of them organizes its part of the flow only within the area of ​​its direct activity. It is this disunity and inconsistency that distinguishes the traditional, pre-logistic way of forming a system for the movement of economic flows. Indeed, we see that there are three independent subsystems at work here:

A subsystem that ensures the passage of material flow in the warehouses of the wholesale base;

A subsystem that ensures its processing and movement by a transport company;

A subsystem that ensures its processing in bookstores.

These subsystems are interconnected to a large extent mechanically. The operation of a traditional system that ensures the movement of flows in the chain “wholesale enterprise - transport - store” is associated with high costs caused by inconsistency in the actions of participants in the distribution of goods.

The second option is characterized by the following provisions:

Participants in the logistics chain create a single body whose goal is to optimize the movement of material flows. Such a structure could be the logistics department of a wholesale enterprise. The department’s tasks include organizing uninterrupted centralized delivery at the lowest cost for all companies participating in the logistics chain. This department plans, organizes and controls the movement of all types of flows at the stage “wholesale enterprise - bookstores”;

Traditionally established technological processes at enterprises participating in the logistics chain are adjusted in order to coordinate and coordinate actions aimed at optimizing the movement of the total material flow;

Schemes for the delivery of goods to stores are being developed, while optimal routes, rational sizes of consignments of goods and the frequency of delivery of goods to stores are calculated;

A fleet of specialized vehicles is being created, a single cargo unit (box, box) is being introduced, and a number of other measures are being taken to reduce costs and speed up the movement of goods and information flows.

Analysis of the second option, built on the principles of logistics, shows that centralized delivery of goods can significantly reduce transport costs, while improving the process of supplying stores:

The capabilities of wholesale, transport and retail enterprises are used more efficiently;

Inventories of all participants in the book production movement are optimized;

The quality and level of logistics service provided by the wholesale enterprise and transport structure to stores is increasing, which, in turn, creates the prerequisites for increasing the service provided by retail enterprises to end book buyers;

The sizes of transported consignments of goods are optimized;

Transport and storage costs are optimized.

We looked at an example of using logistics achievements to design harmonious, coordinated commodity distribution systems. The Novosibirsk enterprise Top-Kniga follows this path in its activities.

The publisher’s choice of distribution channels for its products depends on many factors, which include: the characteristics of the distributed publications, buyers, including their territorial location, the volume of demand, the capacity of the publishing house itself, etc.

You can sell books in different ways and in different places. When choosing distribution channels, it is important to find the best ones for the particular publisher operating in the particular circumstances. From an economic point of view, it is beneficial when the entire circulation is purchased by one or several wholesale buyers. However, in this case, there is a high risk of the publishing house becoming dependent on wholesale buyers and losing control over the situation developing on the book market. A more reasonable solution is to use regulated competition between wholesale buyers of the publisher's products, when, along with independent wholesalers, there is a powerful distribution channel controlled by the publisher. This channel allows the publisher to encourage wholesale firms to compete for the purchase of his books, since the right to choose with whom to enter into a sales contract is in his hands.

Another method of forming a distribution logistics system that allows one to avoid the dictates of wholesale bookselling firms is the active work of the publishing house’s sales service in the targeted selection, analysis and evaluation of the results of intermediaries, and the creation of long-term and mutually beneficial relationships with the most profitable partners.

A properly constructed book product distribution system allows the publishing house to pursue its policy in the market. One of the activities of the publishing house, which allows it to pursue its policy within the framework of the established distribution system, is the creation of advantages for those wholesale enterprises that are the most profitable partners for it. Such advantages may be price benefits, granting the right to exclusive distribution of publications in a certain territory (traditionally, this sales method is used in small cities and towns where the sales market does not have a large capacity), etc.

AST Publishing House is the largest Russian manufacturer of book products of various topics and types. Like many other publishing houses, its distribution logistics system is based on two main components - wholesale and retail bookselling enterprises.

AST's main partners in the sale of book products are large bookselling enterprises in Russia, neighboring countries (Ukraine, Belarus, Kazakhstan, etc.) and foreign countries (USA, Germany, Israel, etc.). Improving distribution logistics, the publishing house built and put into operation a highly mechanized book warehouse located in the near Moscow region (Vidnoye).

When choosing distribution partners, publishers first of all pay attention to the reliability of their activities and financial position. Well-proven regular partners are provided with a system of loans and deferred payments. Work with new partners begins on the terms of prepayment for the products purchased by them.

In addition to wholesale and retail intermediaries, to promote products to customers, the publishing house uses such a channel as a network of its company stores. These stores not only provide a certain share of the sale of book goods to the population, but also provide rich marketing information, including about the demand for AST books by end customers. Thus, through company stores, the publishing house maintains a direct, stable and prompt connection with its customers.

Retail and wholesale booksellers can choose one of the following options for working with ACT. The publishing house manager comes to these enterprises and informs them about new publications; the booksellers themselves visit the publishing house and select the books they need; information about books is transmitted to the client by fax or email. Regular customers receive preliminary information about upcoming publications, which gives them the opportunity to organize advertising and study demand in advance.

Another distribution channel used by AST Publishing House is the “Book Club”, through which publications are sold that are intended for sale only to club members, i.e. they are not sold through other logistics channels. There is such a modern distribution channel as selling via the Internet.

Thus, almost all types of distribution channels existing in the modern book business operate in AST, which corresponds to the development strategy of the publishing house. As already noted, AST seeks not only to maintain, but also to develop its role as a leader in the book market in terms of production and sales of book goods. However, this strategy also has its negative aspects - a possible decrease in the quality of publication and promotion of publications. In our opinion, the publishing house should pay attention to a more thorough formation of the publishing portfolio, for example, to eliminate the duplication of publication of books on similar topics by different editors. In the latter case, there is competition within the enterprise itself and, as a consequence, a decrease in profits for the publishing house as a whole.

Based on the concept of total quality management, the publisher should develop a program to improve the quality of publications. The requirements of the modern buyer for book products are constantly growing; he has the opportunity to choose book products from an increasingly wide range of publications available on the market.

As one of the directions for the development of distribution logistics, it would be possible to propose the formation for each specific publication of its own individual set of channels for bringing it to consumers. Using the same distribution scheme for all publications sometimes does not make it possible to effectively distribute those that have a specific consumer audience.

A project is proposed to create a large regional store with a universal assortment, located next to the Voykovskaya metro station. The choice of location is due to good transport accessibility. Important for the formation of customer flows is the presence of such large stores nearby as “Snow Queen”, “M-Video”, “Stroy Dvor”, etc. Three secondary schools are located within walking distance. The store can also count on a student audience, since trams run from the metro to the Academy of Management, Moscow State Unitary Enterprise, Timiryazev Academy and several colleges.

Thus, the target audience of the designed store is quite wide: from schoolchildren and students to office workers and visitors to shopping centers. In this regard, it is necessary to offer customers the largest and most varied assortment. The main components of consumer flows should be considered schoolchildren and visitors to shopping centers. Shopping center visitors visit a bookstore on their way to other stores, i.e. They do not plan their visits and book purchases in advance. When they enter a bookstore, they are most likely inclined to purchase books on topics that are in one way or another related to the purpose of their visit to shopping centers. This is due to the fact that people are planning to make (or have made) a more or less large purchase in shopping centers and are inclined to prepare for the use of the purchased item or justify its need. For example, visitors to the Stroy Dvor center will undoubtedly be interested in literature on home economics, apartment renovation, and homestead construction.

Taking into account this feature of consumer flows, it is advisable for the designed store to establish partnerships with shopping centers. For example, the Stroy Dvor store may advertise books on furnishing apartments and the possibility of purchasing them in the bookstore. In turn, the bookstore can inform its visitors about the services provided by Stroy Dvor.

An equally important component of the purchasing flow are schoolchildren and students, so special attention should be paid to the formation of a department for educational and pedagogical books. For example, this department may have an expanded range of textbooks and teaching aids for studying English, since it is studied in depth in one of the nearby schools. The assortment should include publications on those specialties that are studied at nearby universities and colleges.

To synchronize customer flows, the bookstore’s operating hours should be similar to those of shopping centers, namely from 10 a.m. to 8 p.m. without a lunch break.

Given the location of the bookstore described above, the following fluctuations in customer flows can be expected. In the morning, the main audience consists of pensioners and housewives who stop by the bookstore on their way to grocery stores. A certain part of the visitors may be young parents going with their children for a walk in the park. Next, it is planned to gradually increase the flow in the morning and reach increased intensity by 14:00, when school classes end and employees begin their lunch break. The flow will reach its maximum intensity at 19:00. At this time, the bulk of people coming to the bookstore will be visitors to shopping centers. It should be emphasized that the good work of a bookstore over time can help attract residents from other areas of the city, who will come here specifically to visit this particular enterprise. For this group, visiting nearby shopping centers will be an added convenience.

When designing a retail enterprise, it is necessary to take into account seasonal fluctuations in consumer flows, first of all, a significant decline in demand for educational literature in the spring and summer. During this period, it is necessary to make maximum use of the revival of demand and the increase in the number of buyers of the Stroy Dvor shopping center. A large influx of buyers is also typical for the Business Buket shopping center. These are people who take care of garden plots. Taking this circumstance into account, the bookstore should maximally expand the range of books on construction, repairs, and homesteading.

In autumn, the consumer flow is very intense, which is explained by the beginning of the school year in schools and other educational institutions. In addition, a revival of trade is also taking place in shopping centers. For example, “The Snow Queen” begins an intensive advertising campaign in September-October. If the demand of students is quite easy to determine and reflect in the assortment, then the demand of visitors to The Snow Queen, who may also come to the bookstore, is more difficult to determine. Most likely, they may be interested in high-quality publications and gift books.

The season for giving books is, of course, the New Year. The winter holidays bring another peak in shopping activity, and the bookstore must prepare for it in advance.

Taking into account the considered characteristics of consumer flows, books should be placed on the sales floor of a bookstore. Educational and pedagogical literature, books on home economics and gift editions should be allocated the largest and best part of the sales floor.

As the sales floor operates, it is necessary to conduct a thorough analysis of sales. Here you can apply the methods of ABC analysis and XYZ analysis. Those publications that are in greatest demand should be presented in the maximum quantity, appropriately placed and displayed on retail equipment. At the same time, the movement of customer flows inside the store must be constantly analyzed. The analysis must be carried out not only from the point of view of the most visited sections of the assortment, but also from the point of view of the ease of movement of customers, the ability to easily find the book they need, etc.

In conclusion, it should be noted that one of the most powerful factors that attracts traffic to a bookstore is the level of service provided by the retailer. A bookstore should not have a level of service lower than that of the surrounding shopping centers. An important component of bookselling service is qualified and friendly staff.

Let us note one more direction of possible development of the service based on the characteristics of the designed store. A number of benefits can be offered to student buyers by establishing contacts with schools. Or, by agreement, for example, with Business Bouquet, you can mutually provide small discounts to those who bought a book or gardening products.

And finally, the most important thing. It is important not only to attract the maximum number of visitors to the bookstore, it is important to ensure that the maximum number of visitors become customers, and even better - regular customers.