Chain of command. Supply chain management systems. Key Functions of Supply Chain Management

Global competitive pressures and the need to further develop inter-organizational collaboration are forcing companies to improve their supply chains to make them more flexible, agile and reliable. To achieve this goal, supply chain management personnel must be prepared to respond to a large number of risk events, both expected and unexpected.

Unexpected events in the supply chain (aka, exceptions) occur because there is usually a gap between the planned and actual action (process, function, job, operation) in the chain. Supply chain planning is a series of objectives that can be achieved within a given time, subject to certain constraints. In a dynamic environment restrictions and operating factors are constantly changing, so we can talk about some regular discrepancy (deviation) between the plan and the fact. Examples of such deviation (which generally leads to increased costs in the supply chain) are inaccuracies in demand forecasting, lack of goods in a warehouse (or on a store shelf), delays in delivery of goods, etc.

Often events tend to ripple through a connected chain of business partners, as illustrated by the well-known bullwhip effect (see paragraph 6.1). The need to account, control and manage such risk events was the reason for the emergence of a new concept/technology in DRM - supply chain event management(SCEM) – supply chain event management.

The main goal of SCEM technology is the creation and operation of a certain control mechanism for managing events in the supply chain, especially exceptions, in a dynamic environment. This technology supports the functioning of supply chains in terms of efficiency, reliability and security. SCEM is now perceived as a management concept, information technology and component software in ERP/SCM-class systems.

SCEM is based on three main points. Firstly, supply chain event management is information systems and technical means monitoring (sensors) for identification and transmission up-to-date information about the flow of processes in the supply chain, such as barcoding systems satellite communications and navigation (tracking and tracing systems– T&T), RFID, mobile technologies and many others. Secondly, it is used (as part of controlling) to compare actual and planned performance of operations in the supply chain. Third, modeling methods in SCEM (for example, event-based) are used to make decisions to restore the efficiency of processes (works, operations) in the supply chain.

Conceptually, SCEM is an integration the following aspects SCM: monitoring, notification (message), controlling and measuring key functionality (processes) of the supply chain (Fig. 8.3).

Initially, a key aspect of SCEM technology was monitoring(1) logistics business processes in the chain

Rice. 8.3.

supplies to detect certain events. The interpretation of the concept of "event" was related to the logical or physical essence of a certain "object" (for example, a customer order or container shipment) as a type logistics activities in the supply chain. The SCEM concept assumed that in order to track such objects, they must be defined as reference points among a set of possible events. An event in this interpretation appears to be some indicator characterizing the difference between the actual and planned value of a parameter (KPI) of the supply chain logistics process.

The realization of such an event may be a consequence of the effects of planning or execution of other logistics processes (both up and down the supply chain). Effective SRM requires recording critical events associated with logistics processes and automatically notifying supply chain counterparties about them.

Subsequently, the SCEM ideology spread to other key processes in supply chains, in particular production, sales processes, etc.

To manage events you also need automatic notification(2) SC managers involved in this process in terms of coordination of adoption management decisions in the supply chain (see Figure 8.3). At the same time, obtaining relevant information for personnel responsible for managing events in the supply chain is a necessary condition ensuring counteraction to the negative consequences of risk events.

Based on the received reliable information, the modeling (imitation)(3) possible scenarios for the verification and benchmarking of possible alternatives for the implementation of processes in the supply chain (see Fig. 8.3). Next, the selected alternatives are projected onto the supply chain processes for the purpose of its possible adjustment (control (4)).

To ensure the planned conditions for the execution of key processes, measurement(5) and analysis of actual and planned KPI values of the entire supply chain.

According to AMR Research, " SCEM is an application (IT) that supports control processes to manage events within and between companies in the supply chain. This allows you to track processes in the supply chain, improving process transparency, and warn chain counterparties about possible critical situations."

SCEM class systems are designed to identify violations and deviations in the performance of individual processes (works, operations) in supply chains associated, for example, with a violation of the delivery schedule due to a breakdown vehicle, exceeding the safety stock level, deviation in compliance with production process regulations, etc. In the event of a deviation, the SCEM system identifies non-standard situations that have arisen in the supply chain and notifies the SC manager about the causes and consequences of the violations.

The functionality of SCEM systems consists of monitoring (together with SCMo technologies), recognition and visualization of disturbances and interference, and alarm management (alert management) and modeling alternative options for further execution of processes (works, operations). For the effective functioning of SCEM systems, it is necessary to create a UIP based on the information systems of all supply chain counterparties, which ensures the necessary degree of visualization, relevance and accuracy of data.

SCEM-class systems were actively developed in the period from 1995 to 2012. Currently, SCEM is considered as a link between planning and operational management of processes in the supply chain, as well as as a decision-making strategy in case of violations (deviations) of process regulations and KPI standards supply chain.

Achieving a given level of security, reliability and sustainability of supply chains in SCEM is determined by the event-based interpretation of key business processes (functions and operations) (Fig. 8.4).

At the same time, they stand out the following types events: standard, non-standard, planned, unplanned, expected, unexpected, registered and unregistered.

An event in a supply chain can be interpreted as some individual result (or lack of result) in an SC cycle or process, operation, task. Events are usually correlated with each other in the form of an event cloud; some events have a clear sequence and must be considered together; the consequences of events may vary significantly in terms of impact on supply chain performance. The key challenge lies in identifying significant supply chain events and monitoring them in real time.

This requires monitoring and a system for warning (predicting) the possible outcome of an event, modeling options for the development of events to support decision-making on DRM.

If supply chain counterparties are integrated, events occurring at one of the partners may affect

Rice. 8.4.

on the processes of others, and their reaction to these events can cause unpredictable changes ("storm of events").

In general, events in any supply chain business organization can arise from three sources:

1) events related to task status(such as the start and end of a task);
2) events generated by the task, for example, the events “stock is partially available”, “lack of stock”, as a result of the task of monitoring stock availability;
3) external events, which may arise from other supply chain counterparties or from external environment, for example, the appearance of a new order, a delay in shipment, a change in import policy, etc.

The listed types of events are usually called in SCEM straight or initial (primary) events, in contrast to complex(composite) events. Complex events are an aggregation of simple ones and are often a consequence of the occurrence of a group of initial events that, as a rule, cause Negative consequences in the supply chain. For example, a one-time lack of a product in stock during a month can be considered almost the norm and does not cause concern from the standpoint of customer service, but the absence of this product twice within a week can cause certain problems in the supply chain and be identified by the SCEM system as an event (exception).

Another example is a group of events identified with inventory associated with certain invoices, delivery times, and other order fulfillment parameters that may result in a violation of service policies and established process regulations.

Event aggregation is a mechanism for filtering initial events and extracting meaningful information from them to establish alarm points and respond to possible crisis situations. Thus, event aggregation adds value from a DRM perspective. In this regard, event aggregation rules play an important role, which should be established within the framework of business rules (see Figure 8.3). For example, if fulfillment of a customer order is delayed longer than the scheduled time T, this may be automatically identified in the SCEM system as a "cancelled order" event.

In addition, the supply chain is usually viewed as synchronous and asynchronous interactions (transactions) between trading partners. When an event occurs, especially an exception, the trading partner responsible for it can respond to the event with reasonable (contractually specified) additional time to resolve the event. For example, stipulate in the contract the possibility of delaying order fulfillment. However, if the delay exceeds the agreed delay period, the order may be automatically cancelled. The above examples show the need for careful and correct modeling of situations related to options for responding to events and managing associated risks.

The main idea of event analysis in the SCEM concept is presented in Fig. 8.5.

As stated above, events are a key element in SCEM. Events are characterized by three statuses: documented(description of processes and places of transfer of responsibility for a process/function/operation, for example, delivery of an order to a client); observable(current value of order fulfillment process parameters) and pending status information (characterizes the completeness and availability of the necessary information at a given control point; for example, a driver can deliver goods and enter data about this into the system using his mobile phone, but for technical reasons this information may, for example, not be delivered to the SCEM system). Events can be negative (“the car is several hours late”) and positive (“delivery is possible today”).

Rice. 8.5.

Another fundamental aspect in SCEM (as in general SC controlling) is deviations (gaps). To analyze them, certain areas of permissible values of deviations from specified parameters (KPI) are established. If deviations are within tolerances, then they do not cause violations that could lead to a decrease in the efficiency of processes (works, operations) in the supply chain and to failure to meet supply chain goals (for example, marginal costs, delivery time commitments, etc. ). This range of acceptable deviation values is the basis for notification ( alerting) and initiation in the SCEM system of calculation options for making a decision on eliminating the violation.

SCEM software allows supply chain counterparties to quickly, and sometimes automatically, identify and respond to unplanned events without completely redesigning DCM solutions. In the long term, the application of SCEM technology not only improves the business efficiency of supply chain partners, but also significantly improves customer satisfaction.

The application of SCEM technology is especially effective for supply chains that require the following elements.

1. Monitoring a large number of market segments/distribution channels, consumers, suppliers and products.

The SCEM analytics platform allows SC managers to focus not on monitoring a large number of transactions, but on critical parameters of supply chain processes, such as inventory levels limited by demand forecasts, customer service levels or delivery dates.

2. Support of product directions/lines.

With SCEM technology, variations in demand create specific events that trigger alarms and focus managers' actions on resolving the situation. Inventory may turn over faster, larger quantities of materials may be purchased, certain tactical decisions in production process be implemented at a faster pace, and orders are completed on time.

3. Tracking key indicators.

For many companies, one of the first steps to establish control and management processes is the formation of a KPI system and, based on it, analysis of exception situations (deviations from KPI standards). The SCEM analytical platform allows you to control tolerances to KPIs and promptly notify personnel about problematic events that have arisen.

4. Balancing demand and supply.

Today, a quick response to changes occurring in the market is a necessary condition for the competitiveness of companies and supply chains as a whole. Lack of balance between supply and demand can lead to losses in profits. Companies that use integration concepts/technologies, such as S&OP (see paragraph 7.1), need advanced tools for executing and monitoring supply chain planning. The SCEM system provides them with this opportunity.

SCEM considers all possible events in the supply chain that can create bottlenecks in the chain and proposes solutions to eliminate such bottlenecks. SCEM information systems operate with events based on the synchronization of discrete orders and inventory management processes in the management of distribution channels, order fulfillment, inter-organizational coordination, purchasing and delivery of products in supply chains. SCEM works by using rules for monitoring time-sensitive events, notification of these events, automatic adjustment of actions and general decomposition of processes using components automatic system monitoring critical events in each supply chain process.

Among the numerous SCEM software applications offered on the market by system integrators, products from SAP AG Corporation deserve special mention. In this regard, among the main categories of DRM supported by mySAP software applications (Fig. 8.6), it is necessary to point out the “Coordination” block, which includes performance management functions, reporting and event management in the logistics chain (supply chain).

At the level of monitoring events in the supply chain, tools for processing information are needed, since there is no need to analyze each of the orders or documents for the movement of goods. SC management, which performs the functions of monitoring and responding to events in the supply chain, receives aggregated data using the SAP EM solution, including

Rice. 8.6.

the section that is needed to make effective and efficient decisions.

Moreover, since all information is generated directly from operational documents, you can go to these documents to obtain more detailed information. Thus, if necessary, the quality of the generated plan can be assessed without analyzing all the documents generated during planning. To do this, the planner needs to analyze exception events (pain points), for example, where demand is higher than planned revenues, to understand the reasons for the current situation: supply chain bottlenecks in supply, production, distribution.

The mySAP SCM supply chain dashboard (see Figure 8.6) is integrated with both alerting and planning and analysis tools. Integration with the alert system allows you to see exception alerts in relation to the supply chain objects to which they relate. Thus, the SC manager can quickly assess the current situation and move on to response tools for more detailed information and adjustments to the plan.

The centralized SAP EM warning system (Fig. 8.7) allows you to control the supply chain as a whole; SC managers receive timely information about possible supply problems and other negative events in the chain; focus the efforts of SC managers on problem points (bottlenecks in supply chain processes).

The SAP SCM tool is new version previously known SAP APO application (advanced planner & optimizer). Under-

Rice. 8.7.

system Event management(EM) is included in latest versions SAP SCM along with APO itself, as well as a number of additional modules that simplify work in supply chain management: Extended warehouse management, Forecasting and replenishment, Supply network collaboration. But the core of SAP SCM is, of course, the APO functionality.

SAP EM is located in the monitoring block of the hierarchy of SAP SCM modules by planning horizon when interacting with the ERP system (Fig. 8.8).

The results of using SAP EM are the generation of messages about events in the business processes of the supply chain, increasing

user harassment about in various ways reactions to emerging events and visualization of information about events. To optimize response time to emerging events and improve the quality of consumer service, the system allows you to identify personnel responsible for making decisions to resolve critical situations and manage exceptions. For example, if the personnel of the DRM department works with a business information repository (SAP BIF –Business information warehouse), SAP EM supports performance evaluation tools.

In SAP EM, notifications about special situations in the planning and operation of the supply chain are automatically transmitted to the alert monitor (Fig. 8.9). The Alert Monitor provides centralized control over negative events in the supply chain.

As a result, SC managers receive detailed information about factors in the supply chain that can cause a critical event, and about ways to eliminate the risk situation.

SAP EM integrates supply chain partners and allows you to achieve the benefits of cross-functional collaboration. At the same time, supply chain counterparties can use SAP EM for all processes of planning and execution of logistics activities.

SAP EM functionality includes:

transfer of relevant data to "SCEM-relevant" from any SAP applications;
production and evaluation of supply chain event messages, which allows monitoring of processes and events (for example, product availability, receipt and transmission of a purchase order, end of a production cycle or shipment);

automatic monitoring and launch of process steps that were not localized (for example, a preventive reaction of an SC manager to a delay or incorrect parameters for delivering an order to a client);
generating an overview (status, location and process parameters) SCEM of relevant objects and providing the user with current information about the object at any time;
exchange of information between partners (for example using EDI, Internet or XML technology);
alerting supply chain partners (e.g. using Email or SMS messages);
analysis of data from the system database if adaptation of the production of future events is required.

In Fig. 8.10 provides an overview of the SAPEM processes described above.

To obtain meaningful information about supply chain events and generate reports, SAP EM uses the following interfaces.

Interface for exchanging data with system applications. This interface allows SAP EM to receive relevant data from system applications and to confirm internal information (for example, status updates or sending overdue event messages).

Interface for communication of internal and external systems and devices, which send event messages to SAP EM (for example, access via an Internet browser or PDA).
Interface for transferring data to the system database. This interface allows SAP EM to send information to a system database (for example, SAP BIW) to evaluate possible decision options.

In Fig. 8.11 provides an overview of the interfaces and participants with which SAP EM communicates.

Rice. 8.11.

The key points in implementing the SCEM ideology are two questions: how to determine the tolerance limits for KPIs and how to choose decision-making options to restore the efficiency of the supply chain. The relative first question is used in practice expert methods and heuristic methods, in rare cases quantitative methods. To make decisions on options for eliminating violations, scenario-event modeling methods are used, based on the fact that already at the supply chain planning stage, possible management scenarios for exiting them are correlated with various possible violations.

In practice, it is impossible to take into account all possible scenarios for the flow of processes in the supply chain and the emergence of risk situations due to the high uncertainty of external and internal environment. Currently, several methodological approaches to solving this problem have been developed, based on the analysis of supply chain sustainability and a system of multi-level adaptation (see, for example, work).

Supply Chain Management, SCM) are designed to automate and manage all stages of the enterprise’s supply and to control the entire flow of goods in the enterprise. The SCM system allows you to significantly better satisfy the demand for the company's products and significantly reduce logistics and purchasing costs. SCM covers the entire cycle of procurement of raw materials, production and distribution of goods. Researchers generally identify six main areas on which supply chain management focuses: production, supply, location, inventory, transportation, and information.

The SCM system can be divided into two subsystems:

SCP - (English) Supply Chain Planning) - supply chain planning. SCP is based on systems for advanced planning and scheduling. SCP also includes systems for collaborative forecast development. In addition to solving operational management problems, SCP systems allow strategic planning supply chain structures: develop supply network plans, simulate various situations, evaluate the level of operations, compare planned and current indicators.
SCE - (English) Supply Chain Execution) - real-time supply chain execution.

Supply Chain Management (SCM)

Supply Chain Management (SCM) is the process of planning, executing and controlling from the point of view of reducing the costs of the flow of raw materials, materials, work in progress, finished products, service and related information from the point of origin of the application to the point of consumption (including import, export, internal and external movements), i.e. until customer requirements are fully satisfied. The essence of the concept of "supply chain management" is the consideration of logistics operations throughout life cycle products, i.e. the process of development, production, sale of finished products and their after-sales service.
Supply chain management is a business strategy that ensures effective management material, financial and information flows to ensure their synchronization in distributed organizational structures.

Composition of SCP systems

Company sales forecast- forecasting weekly/daily product sales;
Inventory Management- optimization planning of guarantee stock, current stock, etc., taking into account the selected inventory management model for each product category;
Replenishment management- optimization planning of supplies within the company’s logistics network, taking into account planned sales, deliveries from the manufacturer, availability of stock, transport capacity, various restrictions and business rules.

Manufacturers of SCM solutions

7Hills Business Solutions
I2 Technologies
HighJump Software
Manhattan Associates
Infor
Management Dynamics Inc
Kewill
Beroe-inc.
Kinaxis
CDC Software

Inventory Management
SSTD - Unified system for solving corporate problems
EAM systems - systems for managing enterprise fixed assets
ECM systems - enterprise information management systems
ERP systems - systems for enterprise resource planning
CPM systems - systems for enterprise performance management
CRM systems - customer relationship management systems
MES systems - production control systems
WMS systems - warehouse management systems
EDMS - electronic document management systems

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See what “Supply chain management systems” are in other dictionaries:

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Books

Logistics in foreign trade activities. Textbook, Igor Ivanovich Kretov, Kirill Vadimovich Sadchenko. The manual examines export-import logistics operations, touches on the most problematic issues in logistics and the procedure for resolving them in practice. Practical examples are provided...

Topic 2. Supply chain modeling

Supply chain management systems (SCM) are designed to automate and manage all stages of an enterprise’s supply and to control the entire flow of goods within an enterprise. The SCM system allows you to significantly better satisfy the demand for the company's products and significantly reduce logistics and purchasing costs. SCM covers the entire cycle of procurement of raw materials, production and distribution of goods. Researchers generally identify six main areas on which supply chain management focuses: production, supply, location, inventory, transportation, and information.

The SCM system can be divided into two subsystems:

SCP - (English Supply Chain Planning) - supply chain planning. SCP is based on systems for advanced planning and scheduling. SCP also includes systems for collaborative forecast development. In addition to solving operational management problems, SCP systems allow for strategic planning of the supply chain structure: developing supply network plans, simulating various situations, assessing the level of operations, comparing planned and current indicators.

SCE - (Supply Chain Execution) - execution of supply chains in real time.

Supply Chain Management (SCM)

Supply Chain Management (SCM) is the process of planning, executing and controlling from the point of view of reducing the costs of the flow of raw materials, materials, work in progress, finished goods, services and related information from the point of origin of the application to the point of consumption (including import, export , internal and external movements), i.e. until customer requirements are fully satisfied. The essence of the concept of “supply chain management” is the consideration of logistics operations throughout the entire life cycle of products, i.e. the process of development, production, sale of finished products and their after-sales service.

Supply chain management is a business strategy that effectively manages material, financial and information flows to ensure their synchronization across distributed organizational structures.

Supply chain network structure. From an organizational point of view, The supply chain for a product consists of from several layers of suppliers who provide the material resources needed to perform basic operations from the original sources, as well as from several levels of customers who move materials to end users.

In practice, of course, there are many variations on this basic model. In some supply chains there are few levels of customers and suppliers, in others there are many; in some chains there are very simple material flows, in others the networks are complex and branched. Of course, different types of products require different structures supply chains, and, say, sand for construction requires a completely different chain than DVD players. Here, the important factors are the cost of the product, its size and weight characteristics, the preservation of its properties, availability, profitability, etc. Let's go back to the previous example. Sand is low cost, bulky and easily available. Therefore, it is best to have a short supply chain so that suppliers are located as close to the end consumer as possible. DVD players are compact, high-value products manufactured in specialized facilities and therefore have a longer supply chain.

Different strategies also lead to different types supply chains, and therefore a company that prefers fast delivery, creates a chain that is different from the company chain, focusing on low costs. Other factors influencing the structure of supply chains include types of consumer demand, the economic situation in the country, the ability to obtain logistics services, culture, pace of innovation, level of competition, market and financial features.

Organizations should consider all such factors and design their supply chain structures accordingly. In other words, they must decide what types of intermediaries (who will be the suppliers and customers in the chain) they will deal with, what the number of these intermediaries should be, where the warehouses should be located, what work will be performed in the logistics centers, which customers will be served from each center, modes of transport, delivery speed, etc. It is likely that at this stage the choice of the length and width of the supply chain becomes key.

The length of a supply chain is determined by the number of levels or intermediaries through which materials pass from the beginning of their production/extraction to their destination. We can approach the supply chain in terms of suppliers, wholesalers and retailers. In practice, some chains are shorter because manufacturers, for example, sell their products directly to end consumers. On the other hand, supply chains are often much longer than in the diagram because they involve many intermediaries; There may also be several stages of production, each of which is connected to the others through its own intermediaries. Likewise, exporters can use multiple logistics centers, transport companies, agents, freight forwarders, brokers to move products between different parts of the overall route. The width of a supply chain is the number of parallel routes along which products can move. We can think of this in terms of the number of routes reaching end consumers. Let's say Cadbury's has a wide supply chain, which means you can buy their chocolate from many locations retail; Thornton has a narrower chain as most of its chocolate is sold through own stores this company; Pigalle et Fils has a very narrow chain - they only sell their chocolate in two stores located in Belgium. The best choice The length and width of the chain depends on many factors, of which three are most important: the degree of control over logistics that will satisfy the organization, the quality of services and costs. Thus, a manufacturer that delivers its products directly to consumers has a short and narrow supply chain. This provides him with control over logistics, but with this option it is often difficult to achieve High Quality customer service and low costs. Lengthening and expanding the chain leads to improved quality of service, but is accompanied by increased costs and decreased control on the part of the manufacturer. Choosing a long, narrow supply chain may introduce middlemen and reduce costs, but the manufacturer loses some control and does not improve customer service. While simultaneously lengthening and expanding supply chains allows for better service, the manufacturer loses even more control.

Several types of analysis can help managers when designing supply chains.. It is quite obvious that one of the first is the assessment of the total costs of delivering the product to the end user and the time required to complete the order. These types of analyzes can also take into account less obvious factors such as supply chain efficiency or customer satisfaction. Unfortunately, there is no single “best” solution, and ultimately you have to choose a compromise option that best suits the given goals of the logistics strategy. However, there is currently a clear trend - the desire for shorter supply chains. Organizations of all types are now increasingly realizing that they can reduce costs and improve customer service by moving materials more quickly through supply chains, which obviously can be done in shorter chains. This typically means removing a number of intermediaries and performing logistics functions in fewer parts of the overall infrastructure. Manufacturers are therefore increasingly transacting directly with their end consumers, eliminating much of the traditional layer of intermediary. In the European Union, the free movement of products means that companies can replace national warehouses with single European logistics centers. A similar example can be given in the USA, where efficient transport allows companies to carry out all types of work from one large center.

Delays and situational actions.

Postponement. An excellent example of deferral is the paint mixing service provided by one retail store. Instead of predicting which colors consumers will want to buy, the retailer waits until it is time for a specific purchase and mixes the raw ingredients into the colors the consumer wants. Other examples are painting the panels on built-in kitchen equipment in the color required by a particular customer, allowing the same piece of kitchen equipment to ultimately be available in any of the many possible colors; centralization of slow-selling products in one warehouse and final assembly and bringing products to marketable condition only after receiving an order for it.

Situational actions- the opposite approach to deferment. This means that a certain channel structure, instead of passing on the risk further, takes it upon itself. Situational actions can reduce marketing costs by:

I) savings on large-scale production;

2) receiving large orders, which reduces the costs of order fulfillment and transportation;

3) reducing the occurrence of product shortages and associated costs;

4) reducing the level of uncertainty. To reduce the need for inventories needed to support situational actions, managers in many companies resort to a competitive strategy based on reducing lead times (time-based competition). By using this rivalry option, managers can significantly reduce the time necessary for the company for production of products, while simultaneously reducing inventory and increasing inventory turnover, reducing cost of ownership and increasing customer satisfaction.

Management of modern supply chains allows you to reliably control and direct commodity, as well as information and financial flows interconnected with them, from primary suppliers, manufacturers and sellers of goods to final buyers within a specified time frame. Supply chain management and logistics can be understood as a tool that enables the preparation, execution and completion of business transactions. Reliable supply chains ensure continuity and sustainability of production and distribution international companies.

In the modern global economy, many transnational corporations and manufacturing companies place orders at the factories of their numerous suppliers and subcontractors as part of international cooperation. This development of global production has led to a partial loss of control over supplies, leading to additional financial costs, delays in deliveries and failure to fulfill contractual obligations. In the case of international sales transactions, supply chain management has its own specific features, since the goods must go through a fairly strictly established regime of export-import procedures in accordance with international rules, foreign trade, customs and currency legislation of the country of the exporter, importer. Supply chain management and Logistics can be understood as a tool that ensures the preparation, conduct and completion of commercial operations. At the same time, the purchase and sale transaction itself is understood as the starting point, after which all relationships are built with production management, purchasing and supply activities, including providing production with the necessary material and technical resources, transportation and warehousing of material and technical supply elements, inventory management and optimal on time by issuing everything that production needs to support its rhythm and high-quality production of finished marketable products.

The goal and task of supply chain management is to ensure integration and coordination of individual links in the chain: procurement of raw materials, materials, components, their delivery, storage in warehouses within the production cycle and delivery of goods to the final consumer.

In supply chains, it is often necessary to deliver goods under foreign trade contracts in accordance with Incoterms and international transportation rules, and to undergo export-import procedures. Such supply chains may contain distribution logistics centers, manufacturer warehouses, intermediate warehouses in the country of shipment, transit, and customs warehouses. As a rule, the supply chain of large manufacturing companies involves many participants from various sectors of the economy: suppliers, subcontractors, subsidiaries producing raw materials, materials, components; directly the manufacturer or several manufacturers of the final product; freight forwarding companies, carriers, etc.

Many large technology companies create structures appropriate for these purposes to optimize the supply of goods. Companies most often create the following divisions and departments for the purpose of organizing and controlling the supply of goods:

Order management

Order fulfillment management

Supply management (supply and purchasing management)

Manufacturing planning management

Logistics management

The main responsibilities of supply chain management are the integration of the above structural divisions into a single system, assistance in resolving issues related to order fulfillment at various stages, delivery, export and import of goods. Supply chain management is a specific management strategy that allows for synchronization of individual links in the chain, optimizing time and costs for the supply of goods.

Supply chain management is the control and planning of all company activities related to the supply of goods from the moment of concluding a contract and placing an order until the moment the goods are delivered to the final consumer.

Modern information systems play a very important role in supply chain management. Information systems are used to plan purchases of raw materials, components, monitor order fulfillment and synchronize the entire supply chain as unified system. Information systems allow you to control warehouse stocks, ensure appropriate document flow and generate the necessary shipping documents for transportation. When using information systems, a high degree of optimization of operations in the supply chain is achieved, time and costs for fulfilling orders are reduced. Information technologies make it possible to integrate and synchronize the entire supply chain at a much higher level and minimize consumed resources.

Reliable supply chains ensure the continuity and sustainability of production of international companies and their long-term systematic development. A properly formed supply chain allows you to increase sales volume, improve the quality of supplies and attract new customers. Thus, supply chain management plays a key role in modern international business, providing a real instrument for the development of the international division of labor and world trade.

Based on materials from the books “Foreign Trade Business” (http://dis.ru/shop/book/371).

"Logistics in foreign trade"(http://dis.ru/shop/book/374), authors Kretov I.I., Sadchenko K.V., ed. "Business and Service". Logistics in foreign trade activities. Kretov I.I., Sadchenko K.V., textbook. 2nd edition revised. and additional Grif UMO, M.: Business and service, 2006, (http://dis.ru/shop/book/374)

Approved by the Educational and Methodological Association for Education in Marketing as teaching aid for higher education students educational institutions students studying in specialty 080111 (061500) - Marketing.

The book examines export-import logistics operations, touches on the most problematic issues in logistics and the procedure for resolving them in practice.
Practical examples of import and export contracts are given, as well as the most typical contracts for the forwarding of export-import cargo. The main responsibilities of forwarders appointed by the seller and the buyer are formulated, depending on the terms of delivery in accordance with Incoterms.

The book is intended for a wide range of business people involved in foreign trade activities, managers, employees of enterprises, trading companies, freight forwarding companies, representative offices foreign companies, lawyers, students and graduate students of economic universities, university students in courses foreign economic activity, logistics, supply chain management, as well as for all readers who wish to familiarize themselves with the basics of logistics and foreign trade.

D. Cherkizov

ERP (Enterprise Resource Planning) is the common name used by all production systems management. This abbreviation is translated into Russian as “enterprise resource planning”*. The main goal of such a system is to integrate all divisions and functions of the enterprise into a single computer network, which is designed to meet the various needs of almost all departments of the company. As a result of such a combination, a synergistic effect is achieved: each of its participants receives significantly more from the system than they invest in it themselves. This significantly increases the return on the system for each team member.

*In the literature and press, this abbreviation is usually used; less often, the abbreviations KIS, ASU, ISUP, etc. are used to designate such systems, although this does not accurately reflect their modern specifics.

Build a unified methodological and computer system that will be equally used in finance department, both in production, and in the sales department, and in the warehouse, is nevertheless not an easy task. Each department often has its own solution, optimized for the specific tasks of this particular department, and the ERP system combines their work in a single integrated computer system with a common database. Through this, different departments can easily transmit and receive information and interact with each other.

ERP automates such business processes of the company as receiving an order, planning its production, direct execution, shipment, payment, etc. With its help, the sales manager has all the necessary information for placing an order, payment history, credit line, product availability warehouse, expected arrival from production. Any participant in the entire chain - from ordering to payment for the final product - has access to a single database. In addition, access to the database, with certain restrictions, can be provided to external parties, for example, suppliers and consumers.

The basis of any ERP system is usually considered to be the MRP (Material Requirements Planning) system or, more precisely, its modern version MRP II (Manufacturing Resource Planning). In addition, ERP systems use the methodology of the Just In Time concept and the Theory of Constraints (TOC). An alternative to the Theory of Constraints, Just-in-Time and MRP II for process production is currently considered the process flow scheduling system (PFS - Process Flow Scheduling) and the PRISM system. Other products are also popular today information technologies, which are add-ons to a standard ERP system that can be used separately. The following systems can be distinguished from them:

customer relationship management (CRM – Customer Relationship Management);
supply chain optimization (SCM – Supply Chain Management);
interaction with partners via the Internet and electronic trading platforms(e-business and B2B, B2C);
business analysis or analytical information processing tools (BI – Business Intelligence);
personnel management (HRM – Human Resource Management);
warehouse management (WMS – Warehouse Management System);
synchronous planning and optimization (APS - Advanced Planning and Scheduling);
management of fixed assets (EAM - Enterprise Asset Management);
document management or corporate information management (ECM – Enterprise Content Management);
cost accounting by function (ABC – Activity Based Costing);
electronic data interchange (EDI – Electronic Data Interchange);
planning of needs and necessary resources for distribution (DRP - Distribution Requirements Planning / DRP II - Distribution Resource Planning);
production management (MES – Manufacturing Execution System);
product information management (PDM – Product Data Management);
transportation management (TMS - Transportation Management Systems), etc.

It should be noted that along with ready-made computer and methodological solutions of the ERP class that are presented on the market, there is the possibility of developing your own system. But one thing is certain - any modern system ERP, to a greater or lesser extent, includes elements of at least several of the above systems.

Building a supply chain

The supply chain is understood as an interconnected system of relationships between suppliers of materials and services, covering the entire cycle of transformation of material resources from raw materials into final products and services, as well as the delivery of these products and services to the final consumer. It turns out that the supply chain includes many counterparties, transferring raw materials and components with ever-increasing added value right up to the end consumer.

An integral part of this process is the provision of information necessary for planning and managing the chain. Information flows may include market forecasts, customer orders, production and purchasing requirements, and orders to suppliers, among others. Accordingly, the information flow is directed in the direction opposite to the material flow (Fig. 1). It should be noted that the information contains not only quantitative, but also qualitative indicators characterizing the preferences of the market and individual customers.

In most cases, the chain structure looks like this. Companies with a large number of suppliers have own network distribution and developed transport service. Enterprises working to order rarely have a distribution network and ship finished products directly to customers, either using transport subcontracting to third-party companies under a long-term contract, or transferring the goods for pickup wholesale networks, warehouses, retail points of sale. Suppliers included in the chain are usually divided by position in relation to a given company into immediate (direct), second, etc.

The functioning of a single supply chain requires close relationships between its constituent parties. This can be achieved in two ways. The first option involves organizing a strict system of requirements imposed at all levels of the chain. An example of this can be the methods of selecting suppliers at large engineering, and especially automotive enterprises, where the main assembly plant develops requirements for delivery conditions, quality, reporting, etc. in relation to its direct suppliers. They, in turn, make demands on their suppliers, based on the instructions of the main production. As a result, a single chain is built based on the preferences of the end consumer.

Another way is to directly control the supply chain through the participation of various suppliers and customers. Here there is a huge choice of forms and levels of control, which provides the presence of affiliated structures, different forms of ownership and relationships between companies, the degree of their participation, methods of influence, etc.

A supply chain organization typically goes through several stages of functional and organizational integration. At the first stage, suppliers and consumers are external market participants, while the exchange of information between them is purely formal, and the distribution of costs is normal. market relations independent contractors. Simply put, everyone works for their own profit in the presence of competition in the industry. However, in addition to external vertical inconsistency at the industry level, there is also inconsistency within the company, whose procurement, production management and distribution divisions also operate independently of each other. Therefore on at this stage all external and internal links in the chain manage only their own reserves, often using their own methodology. This disconnection of chain links ultimately leads to the accumulation of a large amount of inventory at each site, which can be interpreted as a general inefficiency of material flows.

At the second stage, the enterprise integrates purchasing, production management and distribution functions into one structure within one materials management department. This creates an internal supply chain within the enterprise. The information flow acquires the functions of a single database, which is formed and used, in addition to departments related to inventories, by financial, accounting, marketing services and all operational control bodies.

At the third stage, internal integration develops into external integration, and its basis can be established already at the second stage, for example, through electronic data exchange and automatic analysis of incoming information internal system enterprises. Thus, the extension of the internal chain to suppliers and consumers leads to the emergence of an external chain. In the process of integration, simply responding to customer demand as the main focus of products and production operations shifts towards interaction with customers, involving them in the development of new products and services that meet market requirements. Suppliers can then be immediately involved in the development process. In the end, a full-fledged integrated supply chain with full management is organized.

Let's dwell on information systems for supply chain management.

ERP systems using SCM (Supply Chain Management) modules allow you to cover the entire supply chain between several enterprises, managing from single center. Structurally they can be independent legal entities or components of the holding (Fig. 2). The enterprise here is a physical structure, a place where work is actually performed. It could be industrial enterprise, distribution department, remote warehouse, etc. Each enterprise has its own independent database containing all the information necessary for management. Businesses can only be based in one country, transact in only one currency, and use the relevant corporation's chart of accounts.

The corporation includes several businesses and is engaged in financial consolidation (balance sheets and other financial information). It has its own chart of accounts.

The holding is the unifying element for all corporations. He can have his own own enterprises to perform, through the latter, the functions of centralized resource management and provision of stocks to the enterprises of the relevant corporations. A holding may have its own chart of accounts (GAAP, IAS) and its own currency to consolidate financial information. In this case, it performs the functions of centralized inventory assessment for shipment from any of the enterprises, order management (reception of orders at one enterprise, execution and shipment from another, or reception at one central office and placement at the corresponding enterprises), maintaining a unified database of materials, semi-finished products and finished products, a single database of suppliers and customers, as well as a single balance and tracking of total receivables and payables, calculating the needs of the corporate structure.

In Fig. Figure 2 presents a situation that can be described as follows. Company Center is a trading company that sells products of enterprises Alpha, Beta, Gamma, and also makes centralized purchases of raw materials for all enterprises. In addition, the enterprise Gamma supplies enterprises with semi-finished products Alpha And Beta.

After calculating the sales plan, the enterprise Center forms its needs and transmits them via the Internet to enterprises Alpha, Beta, Gamma. From the generated sales plan, the enterprise Alpha forms a production plan and transfers its needs for semi-finished products to the enterprise Gamma, as well as the need for raw materials for the enterprise Center. The company does the same Beta, transferring their needs for raw materials and semi-finished products to enterprises Center And Gamma. Company Gamma based on sales plan Center and production plans Alpha And Beta, forms the requirements for raw materials and transfers them to the enterprise Center. based on needs transferred from enterprises Alpha And Beta, calculates supply needs and generates requests to suppliers.

Thus, for each material, semi-finished product and finished product, at each enterprise, a method of acquiring it is formed: either production at the enterprise itself, or transfer from another (in this case, an application for transfer between enterprises is automatically generated), or purchase. In this case, the shipment of a certain product can be carried out by one enterprise, and payment – by another. It is possible to consolidate balance sheets and financial statements of enterprises at the corporate level and corporations at the holding level. At the holding level, the correspondence of accounts can be determined, which will allow obtaining a consolidated balance sheet of the organization in the required format. It is also possible to track the financial indicators of each of the enterprises in the general balance sheet of the holding.

Of course, the whole structure can be quite confusing, but with electronic data exchange and automatic information processing, the system will be protected from human error.

Planning requirements for distribution (distribution)

Often, a manufacturing company has a more or less extensive distribution network. To meet demand as much as possible and keep inventories low, a sophisticated planning system is required to ensure timely deliveries from the plant or central warehouse. The Distribution Requirements Planning (DRP) system is designed to solve such problems. IN Lately More often, this approach is referred to as “planning the necessary resources for distribution” (Distribution Resource Planning, DRP II). Logically, DRP is similar to MRP, and its main element is the schedule.

Let's consider an example with an enterprise Gamma and its two distribution centers (of course, the number of distribution centers can be completely different) - Gamma-1 And Gamma-2. Replenishment of stocks of both bases is carried out by delivering products by road. In this case, the economically profitable batch is 100 units, and the delivery time is 1 week (equal on both bases). Delivery time does not take into account the time required to produce items in the factory.

Initial stock at base Gamma-1 is 100 units, which are planned to be delivered to customers within two weeks, with a shortage of 10 units expected by the end of the second week. To cover this deficit, within one week it is planned to send an order to the plant for a batch of 100 units, which will arrive at the base during the second week. In this case, at the beginning of the third week, cash reserves will be 90 units. During the third week it is planned to sell 70 units, the balance will be 20 units. During the fourth week - 60 units, with a deficit of 40 units. This means that during the third week an order should be sent (100 units), etc. (Table 1).

Table 1. Distribution Requirements Planning (DRP)

Period	1	2	3	4	5	6	7	8
Distribution base "Gamma-1"
Forecast	50	60	70	60	40	40	50	40
Inventory balance (100)	50	01/ 90	20	–40/ 60	20	–20/ 80	30	90
Planned arrival		100		100		100		100
Shipments	100		100		100		100
Distribution base "Gamma-2" Batch = 100, time = 1 week
Forecast	70	80	100	80	20	50	60	40
Inventory balance (100)	–20/ 80	0	–100/ 0	–80/ 20	0	–50/ 50	–10/ 90	50
Planned arrival	100		100	100		100	100
Planned shipments		100	100		100	100
Factory "Gamma"
Forecast	100	100	200	0	200	100	100

The same planning is carried out on the basis Gamma-2. As can be seen from table. 1, at the end of the second and fifth weeks there are zero inventories. If such a situation is considered too risky, then it is necessary to take into account and create a safety stock. In principle, the presence of a small safety stock (commensurate with the possible additional sales volume for the period before the arrival of a new batch) does not significantly increase costs. The expenses consist only of financial resources frozen for this period, equal to the cost of the goods and the cost of its transportation. The warehouse costs themselves still exist, since it is somehow necessary to maintain the minimum warehouse space for the minimum stock (planned and consumed in our example during each week). For example, the costs of maintaining a warehouse are calculated regardless of the availability of goods, wage loaders is most often fixed, and even if it depends on the volume of cargo handled, the safety stock will not greatly increase its level. The only alternative option is possible if the warehouse is rented and the rent is calculated based on the daily volume of goods stored there. But such a scheme will be absolutely unprofitable for the tenant in case the rate is too high, or for the landlord, since it is too difficult to calculate a rate system that reflects all warehouse costs, regardless of the level of warehouse occupancy.

In this way, the two distribution bases plan shipments from the plant so that the product is available whenever it is needed. As can be seen from table. 1, each of the bases planned four deliveries. This data is a supply forecast for the plant. The plant builds these needs into the core production plan. At the end of each week, it is necessary to record actual data and adjust the plan taking them into account: this is necessary in order, on the one hand, to avoid deficits, and on the other, surpluses.

Minor deviations of actual data from planned data are unlikely to require adjustments to the plant’s delivery schedules. But if the differences turn out to be significant, the plant may not have time to quickly significantly increase production and shipment: this requires a safety stock. In this case, you can turn to the Just-in-Time concept. Its use, firstly, leads to a reduction in inventories by quickly responding to deviations from the plant, and secondly, it is aimed at reducing the size of batches and the period of service for distributors by the plant.

Electronic Data Interchange Management

If enterprises are not connected into a single holding, but interact with each other only as a client and supplier, another option for organizing a joint structure of a group of enterprises is possible - using electronic document management and the Internet (Fig. 3). Such a system includes arbitrarily complex relationships. The transfer of needs occurs through electronic document management– Electronic Data Interchange (EDI) system. In this case, enterprises can transfer needs among themselves, as well as exchange needs or accept orders from external clients and suppliers.

With this structure, the customer will have access to production plan data with the ability to select the order date and quantity required. The client can also transfer orders, which will be automatically generated, to production and/or to generation of requirements. The system itself will confirm the acceptance of the customer’s order, subsequent shipment according to it and transmit the invoice to the customer in in electronic format.

The supplier may have access to the corporate database for planning purposes own production or shipping dates. The system automatically transfers the need to the supplier in the form of an order or purchase request, it itself will confirm the acceptance of the order by the supplier, later – the supplier’s shipment of the order and transmit the supplier’s invoice to the enterprise in electronic form (Fig. 4). In this case, both the enterprises themselves and external contractors can act as suppliers and clients.

Implementation of SCM systems

Experts have different opinions regarding how much of an obligatory “precursor” of SCM in a company is ERP. The world practice of SCM projects shows that before implementing solutions of this class, an enterprise needs to ensure a fairly high level of organization of internal business processes. The implementation of SCM must definitely be preceded by the creation of a basic information infrastructure, at least at the level of accounting systems.

Of course, the situation when the company already has an ERP system and there is a single open internal corporate space is considered more advantageous. In this case, the integration of automated internal processes with external ones will happen quite quickly. SCM application providers typically develop interfaces to the most popular ERP systems. For example, the i2 company has a standard interface to SAP and Oracle products.

Also, an optimal alternative could be ERP implementation simultaneously with SCM functionality. Often, even as part of the most “heavy” system, this opportunity is provided by the same SAP and Oracle. Having appreciated the attractiveness of the SCM market, these companies are actively developing their ERP modules focused on supply chain management. In this case, it is believed that their integration with management and accounting applications will be tighter.

For their part, manufacturers of specialized SCM tools emphasize that their software is more flexible and better adapts to a variety of customer business processes. Since these software products were initially developed to work with the widest range of systems, their integration capabilities are considered no worse than those of the modules included in ERP packages. Nevertheless, many experts today are inclined to believe that the presence of a resource management system in an enterprise is preferable, but not mandatory, for automating supply management. At least, the absence of an ERP system at an enterprise is not an obstacle to the implementation of SCM solutions.

Within the framework of SCM projects, the main focus is on creating a unified information space, automating processes and analyzing the information received. The customer company may require additional consulting services that make this transition possible. There is an opinion that only large companies, having a huge network of distributors and suppliers, need SCM systems. However, in reality, the functionality of distributed resource planning is necessary at a minimum for relatively small companies, including online stores, which often do not have their own storage facilities and work with several trading enterprises, selling their goods.

For suppliers and other partners trading company SCM solutions also provide benefits by providing better service. Applications are processed faster, and it becomes possible to control the order formation process. Modern SCM solutions provide the ability to collect, process, store and analyze data on demand and the dynamics of individual customer needs. Based on this information, it is easier for managers to forecast demand, create individual purchasing plans for different suppliers, plan production and organize deliveries in such a way as to reduce costs as much as possible.