Material supply management in the project environment. Material resource management of the project Methods of planning the material support of projects

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Ministry of Education and Science of the Russian Federation

Federal State Budgetary educational institution Higher professional education

"Samara State University of Architecture and Civil Engineering"

Department: Economics and Management in Construction

Credit work

in the discipline "Project Management"

On the topic "Project Resource Management"

Completed: student FTGS

4 courses, group H-91

Zorkina A.N.

Checked by: Assoc., Petrov N.A.

Samara 2012

Introduction

1. Processes of project resource management

1.1 Project resources

Conclusion

Used Books

Introduction

We will consider two interconnected groups resources:

· Material and technical - raw materials; materials, structures, components; energetic resources; fuel; resources of the "power" type or technological resources (machines, mechanisms for the implementation of the project's work); installed equipment, etc.;

· Labor - carry out direct work with material and technical resources (for example, builders, car drivers, equipment installers, etc.).

Apart from the variety of types of these resources, it is advisable to single out two main ones:

Non-reproducible, stockpiled, accumulative - in the process of performing work, they are completely consumed, preventing reuse. Not involved in a given period of time, they can be used in the future. In other words, such resources can be accumulated with the subsequent expenditure of reserves. Therefore, they are often referred to as "energy" type resources. Examples: fuel, objects of labor, single-use tools, and financial resources.

Reproducible, non-stockpiled, non-accumulating - in the course of work, they retain their natural-material form and, as they are released, can be used in other jobs. If these resources are idle, then their unused ability to function in a given period of time is not compensated in the future, that is, they do not accumulate. Therefore, resources of the second type are also called resources of the "power" type.

Examples: people and means of labor of repeated use (machines, mechanisms, machine tools, etc.).

1. Project resource management processes

1.1 Project resources

The concept of resources is interconnected with the concept of "work", since resources are related not to the project as a whole, but to certain works performed in a planned sequence corresponding to calendar plan work on the project.

Within the framework of scheduling project activities describe the resource requirements for activities in the form of a requirement function. The need for work in the stored resource is described by the cost intensity function, which shows the rate of resource consumption depending on the phase of work, or by the cost function, which shows the total accumulated volume of the required resource depending on the phase.

The work demand for a non-stocked resource is specified as a demand function showing the number of units of a given resource required to complete the work, depending on the phase.

Along with the functions of demand, characterizing the tasks of the project, it is necessary to consider the functions of availability (availability) of resources, which are set similarly to the functions of demand. The difference lies in the fact that the availability functions are assigned to the project as a whole, so that their argument is not the work phase, but the time (work or calendar). Checking the resource feasibility of the schedule requires a comparison of the availability and resource requirements of the project as a whole.

In fact, the management of the material resources of the project begins in the pre-investment phase during the development of a feasibility study, then the needs for resources and the possibilities of their provision are worked out in the planning phase.

At each current moment in time, the resources of the project are limited, and therefore the main tasks of resource management are:

· Optimal planning of resources;

Logistics management, including:

· Management of procurement of resources;

· Supply management;

· Resource supply management;

· Management of stocks of resources;

· Management of the allocation of resources for the work of the project.

Figure 1 shows the structure of the logistics of projects.

Rice. 1. The structure of the logistics of projects

1.2 Resource management processes

Resource management involves a number of basic processes, including purchasing, supplying, resource allocation, and resource inventory management.

The structural model of resource management processes is shown in Fig. 2.

Rice. 2. Structural model of project resource management

Resource procurement is a central element of the resource management system. Here are the basic concepts.

Procurement is understood as activities aimed at providing projects with resources - that is, property (goods), performance of work (services), transfer of the results of intellectual creativity in connection with a specific project. Procurement and supply are interrelated and, in fact, are two sides of the project's logistics processes.

Procurement management, project logistics is a project management subsystem that includes the processes of purchasing goods, products and services for a project from external supplier organizations. The subsystem consists of planning logistics, selecting suppliers, concluding contracts and maintaining them, securing supplies, completing contracts.

Supply management stands out along with procurement management as an independent subsystem. Includes:

· Planning of supplies;

Organization accounting;

· Delivery, acceptance and storage of goods;

· Accounting and control of delivery.

Planning and organizing procurement and supply is the first step in project resource management. Planning and organization are carried out on the basis of data from design estimates in conjunction with the general project plan and take into account the duration of the procurement and delivery cycle. Consists of stages including supplier selection, order placement and delivery control.

The selection of suppliers is based on the study of qualification questionnaires designed to highlight the management, technical, production and financial capabilities; the list of applicants, developed on the basis of studying the questionnaires, is coordinated with the customer and the project manager; the final selection of suppliers is made by bidding.

Placing orders - in conjunction with design organization measures are being developed to standardize (reduce the nomenclature) purchases; general orders are issued only on the basis of work to reduce the range of purchases; evaluation of bids and bidding precede the conclusion of contracts; the latter is made as a result of additional meetings and agreements with the winners of the auction on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

Delivery control - carried out on the basis of special schedules; organized for each type of supply (equipment, work, local materials, services); based on the overall project plan; all changes are made to the general project schedule; based on standard forms reporting.

Procurement processes are the most difficult to manage resources and require careful planning. Here are a number of basic concepts in a logical sequence.

The environment affecting procurement is a combination of internal and external forces, both separately and in interaction with each other, which contributes to or hinders the achievement of the procurement goal. These forces can be related to a business, a project, or due to political, economic, technological or organizational circumstances.

The procurement strategy for the project is a system of methods, principles of the relationship between the specifics of procurement for a specific project and the environment of the project.

The relationship of procurement (provision) for the project with the structure of work under contracts and stages of the project is a formalized structure of links between the work of the project and the required provision of resources in terms of terms and contracts.

Contract procurement planning is a process that results in the formation of procurement documentation that establishes the principles of procurement (project support), detailing the procurement process in terms of time, costs, performers, suppliers, contracts, project stages and types of resources.

Procurement Opportunity Preliminary Assessment - Assessment of experience, performance indicators (in retrospect), opportunities, resources and current workload of potential suppliers.

Sourcing sourcing is the process of selecting an organization and / or individuals whose resources, reliability and performance are expected to ensure the achievement of procurement objectives.

Evaluation of sources of procurement - a general study of possible suppliers to send them a request for proposals or to start negotiations with them in order to conclude a contract.

Verification (assessment) of suppliers for procurement under the project - qualification checks of compliance of specific suppliers with the project objectives at the negotiation stage in the contract phase of the project.

Consideration of the technical competence of suppliers at the procurement stage (project support) - assessment of the compliance of suppliers and their products (materials, services) with the technical requirements of the project.

Negotiations on purchases (supplies) - a stage of the project, which includes assessments of suppliers, discussions of terms of supply, draft supply contracts. Part of the procurement process support system.

Consideration of the cost of procurement - consideration by the customer of the approach to price, its feasibility and reasonableness, forecasting the impact economic factors on the costs and risks in relation to the cost of the project.

Evaluation of the implementation of procurement for a project - a tracking system, evaluations of procurement (provision) processes by project phases for maintaining statistics and a database for future use in other projects.

1.3 Basic principles of project resource planning

This section provides the foundational principles and concepts necessary for the context of resource management. At the planning stage, a balanced analysis of the work packages and consumed resources is carried out, taking into account the restrictions and their predicted distribution based on the resource demand graphs. Project Resource Planning is the basis for determining resource requirements over time and determining the ability to provide resources for the conclusion of contracts for the procurement of resources, planning the supply of resources, as well as the basis for the distribution of already purchased resources for the work of the project.

As the main component of project management, resource planning includes a number of components, including:

· Development and balanced analysis of work packages and resources aimed at achieving project goals;

· Development of a resource allocation system and appointment of responsible executors;

· Control over the progress of work - comparison of planned parameters of work with actual ones and development of corrective actions.

Resources act as supporting components of project work, including performers, energy, materials, equipment, etc. Accordingly, each work can be associated with a function of resource requirements and calculated by scheduling methods of resource requirements for the project as a whole and by alignment methods to ensure compliance with needs availability or capacity to provide resources.

There are two main methods for scheduling project resources:

· Resource planning with time constraints;

Planning for limited resources.

The first approach - resource planning with a time constraint - assumes a fixed end date for the project and the assignment of additional resources to the project during periods of congestion.

The second approach - scheduling with limited resources - assumes that the initially specified amount of available resources cannot be changed and is the main limitation of the project.

As a result of resource planning, the project manager gets the opportunity to move on to the next phase of resource management - to the organization of procurement and supply of resources.

1.4 The main tasks of procurement and supply

In fig. Figures 3 and 4 show the location of procurement and supply in the project life cycle. In this chapter, procurement is considered as a stage life cycle project (project cycle). At the same time, certain aspects of the procurement of material and technical resources are considered.

Rice. 3. Enlarged stages of the design and procurement cycle

Rice. 4. Place of purchases and supplies in the project cycle

The main task of the design and procurement phase of the project is to ensure the supply of equipment, structures, materials and services in strict accordance with the project plan. This process can be divided into two parts:

· Procurement of resources and services on a competitive basis;

· Delivery to the place of work.

In fig. 5 shows the structure of the resource allocation system for the work of the project.

Rice. 5. Project resource allocation system

The structure of the tasks of the logistics of projects is consolidated into the following steps:

1) preparation of specifications and technical conditions characterizing the quantity and quality necessary equipment, machines and mechanisms, structures, materials, works, services;

2) planning and organization of the procurement process;

3) study of possible sources of procurement of resources and negotiations with possible suppliers;

4) preliminary selection of bidders;

5) preparation of documents for bidding;

6) holding tenders and making a decision on awarding contracts to applicants who won the tender;

7) placing an order, including negotiating supplies;

8) control over supplies (timeliness, completeness, quantity and quality) with taking the necessary measures in case of deviations;

9) conflict resolution;

10) mutual settlements;

11) hiring the necessary specialists (contractors), including consultants;

12) planning of supplies;

13) organization of accounting;

14) delivery, acceptance and storage of goods;

15) accounting and control of delivery.

In the West, it is customary to allocate the last 4 positions into an independent block of work, called deliveries. The rest of the work is referred to as procurement. This division is not accidental, since the Purchases are carried out by the Customer, and the Deliveries are carried out by the Contractor.

1.5 Legal regulation of purchases and supplies

The main legal form of organization and regulation of relations in the implementation of purchases between their participants (subjects) is a contract.

Element structure legal regulation contractual relations for purchases and deliveries is shown in Fig. 6.

The role of the contract in procurement is the legal consolidation of relations between the subjects of procurement, establishes obligations between them, the performance of which is protected by law. At the same time, the agreement not only enshrines the obligations and rights of the parties, but also determines the procedure for their implementation, and also provides for ways to protect the interests of these parties.

Let's give definitions to two main types of contracts on the basis of which purchases are organized: a supply contract (material and technical resources) and a work contract (procurement of services, labor resources).

A supply agreement is an agreement under which a supplier, who is an entrepreneur, undertakes to transfer ownership (or in full economic management or in operational management) to the buyer the goods intended for entrepreneurial activity or other purposes not related to personal (family, household) consumption, and the buyer undertakes to accept the product and pay a certain price for it.

Rice. 6. The structure of legal regulation of procurement

The supply contract is concluded at the discretion of the parties, i.e., as a rule, there is no supplier's obligation to enter into the contract. Note: in some cases, legislation obliges the supplier to conclude an agreement at the request of the buyer - for example, in the case of deliveries of products to the Far North or for state needs.

The work contract regulates purchases, the necessary object of which is the result of certain actions.

The essence of the relationship arising from such purchases is that one party, on the instructions of another person, undertakes to perform for him for a fee a certain work (order), the result of which becomes the property of the customer.

On the basis of such obligations, the following are carried out: creation of new property (construction of enterprises, construction of roads); repair and improvement of existing things (work on reconstruction and overhaul of buildings, structures, equipment, repair and Maintenance machines, equipment); implementation of the results of creative activity (implementation of scientific research, design and engineering documentation, the creation of industrial innovations - a sample of a new product).

The main source that regulates this type of contracts is the Civil Code of the Russian Federation.

The types of a contract are: a contract for capital construction, a contract for the production of design and survey work, as well as an agreement for the performance of research and development work. Note that, in accordance with the law, the risk of accidental failures under the work contract is borne by the contractor.

1.6 Organizational forms procurement

There are the following organizational forms of procurement:

direct, in which a legal link exists between the two subjects of procurement; a corresponding agreement is concluded between them. Direct purchases are usually preceded by tenders, but direct purchases without tenders can also be carried out;

intermediary, in which the person implementing the project enters into a legal relationship with the intermediary, i.e. the person who contributes to the provision of the project with the necessary resources;

exchange, in which members of the exchange carry out exchange trading: a) directly on their behalf and at their own expense; b) on behalf of the client and at his expense; c) on its own behalf at the expense of the client; d) on behalf of the client at his own expense. Visitors to exchange trades can be legal and individuals that are not members of the exchange and have the right to make exchange transactions.

The protection of the violated or disputed rights and interests of the enterprise and entrepreneurs when making purchases is carried out by arbitration courts (as a rule) and general courts (in some cases). Disputes arising in connection with foreign trade activities are resolved in the International Commercial Arbitration Court at the RF Chamber of Commerce and Industry.

1.7 Basic requirements for procurement and supply management

project management procurement supply

Consider the requirements for some of the above steps in the procurement and supply cycle that are specific to a market economy:

· Purchases and supplies are carried out on the basis of data from project documentation;

· Schedules are developed in conjunction with the general plan of the project and take into account the duration of all its phases;

· The plan should cover the entire project as a whole;

· The choice of the place of purchase is determined based on the calculation of the cost of options;

· The plan defines the structures and persons responsible for each item to be delivered.

The choice of suppliers is carried out on the basis of a study of the so-called. qualification questionnaires designed to highlight the managerial, technical, production and financial capabilities of the provider. The final selection of suppliers is made by bidding.

Requirements for the order of placing orders:

· Together with the design organization, measures are being developed to standardize (reduce the nomenclature) procurement;

· General orders are issued only on the basis of work to reduce the range of purchases;

· Evaluation of bids and bidding precede the conclusion of contracts;

· The conclusion of contracts is carried out as a result of additional meetings and agreements with the winners of the auction on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

Delivery control:

· Carried out on the basis of special schedules, including planned and actual terms and volumes of deliveries;

· Organized for each of the above types of supplies (equipment, work, local materials, services);

· Is based on the general project plan;

· All changes are made to the general project schedule;

· Based on standard reporting forms.

All of these works are headed by the project manager's service, which works in contact with all enterprises and organizations that provide the project with resources. In large projects, the chief executive (general manager) of the project delegates the appropriate authority to a dedicated procurement manager (or even a dedicated service).

Conclusion

In principle, the concept of a resource in project management methodology is interpreted broadly: everything that a project has - including labor, financial and material and technical resources, a project team, time (duration, time limits), information, knowledge and technology - is interconnected project resources. And the main task of resource management is to ensure their optimal use to achieve ultimate goal project management - the formation of the project result with the planned indicators.

Used Books

1. Mazur I.I., Shapirov V.D., Olderogge N.G. "Project Management" M .; 2007.-664s.

2. Project management. The basics project management: textbook / count. author; ed. prof. M.L. Once. M .; 2006. - 768 p.

3. Kolosova E.V., Novikov D.A., Tsvetkov A.V. Earned value methodology in operational management projects. M.; 2000 - 153 p.

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Inventory management project

As you know, a necessary condition for the successful implementation of the project is the timely delivery of material and technical resources in accordance with the project documentation and the technology of project implementation.

The main tasks of providing the project with resources are considered at the earliest stages of the development of the project concept. The fact is that many projects are extremely material, energy and technically intensive undertakings. Often, the factor of resource provision turns out to be decisive in making strategic decisions on a project. In this regard, purchases and deliveries in the context of PM are usually separated into an independent subsystem of the project.

As noted earlier, procurement and supply are two interrelated processes. Nevertheless, the process of supplying material and technical resources is a relatively independent area of activity. V broad sense- management of material and technical support, the movement of inventories, information flows, a logical chain in relation to production, managers automated systems... The science of planning, control and management of transportation, warehousing and other material and intangible operations performed in the process of bringing raw materials to manufacturing enterprise, in-plant processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with the interests and requirements. Volodin V.V. "Project management"

Methods for planning logistics in a project environment

V last years in the practice of material and technical support of projects, new methods and technologies based on the concept of logistics began to be used.

The concept of logistics is multifaceted. In the very general view it is defined as the science of management (planning, organization, control) of the movement of material and related information and financial flows from the primary source to the final consumer.

Logistics in the field of logistics is understood as the science of:

· Rational organization of production and distribution, which comprehensively studies the supply, sale and distribution of means of production;

Aggregates different types activities in order to obtain the required amount of products at a specified time and in a predetermined place, in which there is a need for these products;

· Interaction of all elements of production and transport systems - from production to consumption;

· Management of the process of physical distribution of products in space and time;

· Integration of production and transportation processes, including all transportation, loading and unloading and other operations requested by the clientele, and their necessary information support;

· Planning, management and control of the material flow entering the enterprise, processed there and leaving this enterprise and the information flow corresponding to it;

· Planning, management and control of material, information, human and energy flows;

· Physical distribution of material resources, technical, technological, organizational and information support of this process.

The purpose of logistics is to meet the needs of consumers on the basis of optimal management of material flows, for which information flows are organized in logistics.

Material flow is a product considered in the process of applying various logistic operations to it (transportation, warehousing, etc.) and referred to a time interval.

The most common logistics operations with material flows are warehousing, transportation, picking, loading, unloading Vehicle etc. The collection, storage and processing of data can also be classified as logistic operations with information flows corresponding to material flows.

Thus, material flows are formed as a result of transportation, storage, operations with raw materials, semi-finished products, finished products, from the primary source to the final consumer. "Project management"

Chapter I Conclusions

A project is a purposeful, pre-analyzed and planned set of interrelated measures to create or change an object (a set of objects) aimed at achieving predetermined goals within a given period of time, with a set budget and a certain quality.

The life cycle of a project can be divided into three main semantic phases:

· Pre-investment, including, for example: preliminary justification, feasibility study (feasibility study), analysis of investment opportunities;

· Investment, including, for example: a report on investment opportunities, negotiations and conclusion of contracts, design, production of work, staff training;

· Operational, including, for example: acceptance and trial run, equipment replacement, expansion, innovation, reaching design capacity.

Planning is a set of interrelated procedures. The first step in project planning is the development of initial plans, which are the basis for developing a project budget, determining resource requirements, organizing project support, concluding contracts, etc.

The main goal of planning is to build a model for project implementation. It is necessary to coordinate the activities of the project participants, with its help, the order in which the work should be performed is determined.

A project plan is a set of tasks, united by a common goal, which must be completed in a certain sequence and on time. At its core, a plan is a model of the future, a scenario for the development of events.

Project planning - bringing the system from the desired state to the possible.

The planning process is a dynamic, systematic, continuous process of realizing long-term goals and objectives, and finding ways to solve them.

The goals of planning are the formation of mutually agreed characteristics of the desired and potentially feasible results of the project implementation within the specified constraints on the basis of anticipating the possible dynamics of the project's development and options for future decisions.

Resource management is one of the main subsystems of project management. Includes the processes of planning, procurement, supply, distribution, accounting and control of resources, usually labor and logistics. The concept of "resource" in project management methodology is interpreted broadly: everything that a project has - including labor, financial and material and technical resources, the project team, time (duration, time limits), information, knowledge and technology - is interconnected project resources.

Project management is usually divided into two main types:

· Non-reproducible, stockpiled, accumulated resources;

· Reproducible, non-stock, non-accumulative resources; Volodin V.V. "Project management"., Project management "

Mazur I.I., Shapiro V.D., Olderogge N.G.

8.1 Project resources

8.2 Resource management processes

8.3 Fundamentals of Project Resource Planning

8.4 Main tasks of procurement and supply

8.5 Organizational forms of procurement

8.6 Basic requirements for procurement and supply management

8.7 Inventory management

8.8 Logistics as a New Method of Logistics Management

Key terms

Selection of sources of procurement, Material flow, Assessment of procurement for the project, Evaluation of sources of procurement, Negotiation of procurement (procurement), Planning for procurement by contract, Planning and organization of procurement and deliveries, Preliminary assessment of procurement opportunities, Verification (assessment) of suppliers for procurement by project, Procurement Cost Consideration, Environment Affecting Procurement, Project Procurement Strategy, Resource Management

Project resources

Resource management- one of the main subsystems of project management. Includes the processes of planning, procurement, supply, distribution, accounting and control of resources, usually labor and logistics. Control financial resources carried out within the framework of cost management.

Basically the concept "resource" in the project management methodology is interpreted broadly - everything that the project has, including labor, financial and material and technical resources, the project team, time (duration, time limits), information, knowledge and technology, are its interrelated resources. And the main task of resource management is to ensure their optimal use to achieve the ultimate goal of project management - the formation of a project result with planned indicators.

This paper considers two interrelated groups of resources:

material and technical resources, those. raw materials; materials, structures, components; energetic resources; fuel; resources such as capacity or technological resources, i.e. machines, mechanisms for the implementation of the project; installed equipment, etc.;

labor resources, directly working with material and technical resources (for example, builders, car drivers, equipment installers, etc.).

Apart from the variety of types of these resources, it is advisable to distinguish two main types.

Non-renewable, stockpiled, accumulable resources in the process of performing the work, they are consumed completely, without reuse. Unused in a given period of time, they can be used in the future. In other words, such resources can be accumulated with the subsequent expenditure of reserves. Therefore, they are often referred to as "energy" type resources. Examples of such resources are fuel, labor, disposable labor, and financial resources.

Reproducible, non-stockpiled, non-accumulative resources in the course of work, they retain their natural-material form and, as they are released, can be used in other work. If these resources are idle, then their unused ability to function in a given period of time is not compensated for in the future, i.e. they do not accumulate. Therefore, resources of the second type are also referred to as resources of the "power" type. Examples of resources of the "power" type are people and reusable means of labor (machines, mechanisms, machine tools, etc.).

The concept of resources is interconnected with the concept of "work", since resources are related not to the project as a whole, but to certain works performed in a planned sequence, corresponding to the schedule of work on the project. Let's briefly dwell on the resource aspects of the schedule.

As part of the scheduling of work on the project, the resource requirements for work are described in the form needs functions. The need for work in the stored resource is described cost rate function, showing the rate of resource consumption depending on the phase of work, or a cost function showing the total accumulated volume of the required resource depending on the phase.

The need for work in a non-stocked resource is given in the form needs functions, showing the number of units of a given resource required to complete the work, depending on the phase. Along with the functions of need that characterize the tasks of the project, it is necessary to consider and availability functions(availability) of resources. The availability functions are defined in the same way as the requirements functions. The difference lies in the fact that the availability functions are assigned to the project as a whole.

So, their argument is not the phase of work, but the time (work or calendar). Examination resource feasibility the schedule requires a mapping of the availability and resource requirements of the project .

The management of material resources of the project begins, in fact, at the pre-investment phase during the development of a feasibility study, then at the planning stage the needs for resources and the possibilities of their provision are determined.

At each current moment in time, the resources of the project are limited and therefore the main tasks of resource management are:

optimal resource planning;
logistics management, including:

resource procurement management;
supply management, including:
resource supply management;
resource inventory management;
management of the distribution of resources for the work of the project.

Figure 8.1 shows the structure of the logistics of projects.

The management of material resources of the project begins, in fact, in the pre-investment phase when developing a feasibility study for the project, then in the planning phase, the needs for resources and the possibilities of their provision are worked out.

The main task of material resources management is to ensure their optimal use to achieve the ultimate goal of project management - the formation of a project result with planned indicators.

Material management involves a number of basic processes, including purchasing, supplying, resource allocation, and resource inventory management.

The diagram shows a structural model of resource management processes. These processes are divided into three groups - planning, regulation and control processes.

Rice. 3.1.

At each current moment in time, the resources of the project are limited and therefore main tasks material resource management are:

resource procurement management;
supply management, including:
- resource supply management;
- resource stock management;
- management of the distribution of resources for the work of the project.

The main result of the planning process is the development

Procurement Plan, which provides answers to the following questions.

What and in what quantities to buy?
When to buy?
How to buy? (Definition of contract types)
The circle of potential suppliers.

In fig. 3.2 shows the structure of the logistics of projects, which is subdivided into the procurement process of resources and the procurement management process.

Resource purchases - the central element of a project's material management system. Procurement processes are the most difficult to manage resources and require particularly careful elaboration.

Procurement management and in general, the logistics of the project is a project management subsystem, which includes the processes of purchasing goods, products and services for the project from external organizations (suppliers). The subsystem consists of planning logistics, selecting suppliers, concluding contracts and maintaining them, securing supplies, completing contracts.

Rice. 3.2.

Purchase. In the western methodology of project management, the central term in this area is the term "Procurement" - acquisition, purchase, supply, receipt, material support. In a broad sense, this is the process of purchasing equipment, raw materials and other types of resources necessary for the creation of an object, construction. For the project, this is ensuring the procurement of equipment, structures, materials and services in strict accordance with the project plan. In project management, the following are distinguished: procurement of works, procurement of materials and equipment, procurement of consultants. In turn, the procurement of materials and equipment is subdivided into: procurement of materials, procurement of equipment and procurement of services (in the context of project management, this includes the services of labor resources implementing the project, services of design, repair and other organizations). In foreign practice, within the framework of the material and technical preparation of projects, the processes of supplying resources and services for the project and, accordingly, supply management are separately distinguished.

Under purchases and supplies understand activities aimed at providing projects with resources, that is, property (goods), performance of work (services), transfer of the results of intellectual creativity in connection with a specific project. Purchases and supplies are part of the business relationship; basic legal form regulation of relations in the implementation of purchases, supplies and contracts is a contract, an agreement. The role of the contract lies in the legal consolidation of relations between the subjects of procurement, the establishment of obligations between them, the performance of which is protected by law.

Supply chain management sometimes it stands out as an independent subsystem along with procurement management and includes:

planning of supplies;
organization of accounting;
delivery, acceptance and storage of goods;
accounting and control of delivery.

Planning and organizing purchases and supplies - the first stage in project resource management. Planning and organization are carried out on the basis of data from design estimates in conjunction with the general project plan and take into account the duration of the procurement and delivery cycle. Consists of stages including supplier selection, order placement and delivery control.

Supplier selection carried out on the basis of the study of qualification questionnaires designed to highlight the management, technical, production and financial capabilities; the list of applicants, developed on the basis of studying the questionnaires, is coordinated with the customer and the project manager; the final selection of suppliers is made by bidding.

Placing orders- together with the design organization, measures are being developed to standardize (reduce the nomenclature) procurement; general orders are issued only on the basis of work to reduce the range of purchases; evaluation of bids and bidding precede the conclusion of contracts; the conclusion of contracts is carried out as a result of additional meetings and agreements with the winners of the auction on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

Delivery control carried out on the basis of special schedules; organized for each type of supply (equipment, work, local materials, services); based on the overall project plan; all changes are made to the general project schedule; based on standard reporting forms.

Environment affecting procurement,- a combination of internal and external forces, both separately and in interaction with each other, contributing or hindering the achievement of the procurement goal. These forces can be related to a business, a project, or due to political, economic, technological or organizational circumstances.

Procurement strategy for the project - a system of methods, principles of the relationship between the specifics of procurement for a specific project and the environment of the project.

Procurement relationship(security) for the project with the structure of work for contracts and project stages - a formalized structure of links between the work of the project and the required provision of resources in terms of terms and contracts.

Planning for procurement by contract - the process, as a result of which procurement documentation is formed, which establishes the principles of procurement (project support), detailing the procurement process in terms of time, costs, performers, suppliers, contracts, project stages and types of resources.

Consideration of procurement costs - consideration by the customer of the approach to the price, its feasibility and reasonableness, forecasting the impact of economic factors on costs and risks in relation to the cost of the project.

Assessment of the procurement performance of the project- a system for tracking, evaluating procurement (provision) processes by project phases for maintaining statistics and a database for future applications in other projects.

Procurement management includes the following processes to ensure project execution.

Supply planning(Procurement Planning) - determining the needs of the project (what and when to acquire).

Supply planning(Solicitation Planning) - identification of potential suppliers and preparation of documents for procurement.

Receiving offers(Solicitation) - The process of obtaining information from prospective suppliers.

Supplier selection(Source Selection) - analysis of the proposals received and the application of evaluation criteria to select a supplier.

Administration of contracts(Contract Administration) - The process of verifying that supplier performance meets contractual requirements.

Completion of contracts(Contract Closeout) - the process of administrative completion of contracts.

Resources - providing components of the activity, including performers, energy, materials, equipment, etc. Accordingly, a resource requirement function can be associated with each job.

Resource classification, planning and management

As described above (see Fig. 4), during the operation, input resources are converted into output goods and / or services. Typically, an operation generally requires the following input resources:

· equipment,

Materials,

Energy,

· Information.

A useful classification of inputs to transformation processes is proposed by Slack. Two resource classes stand out:

1. Resources that are being converted and included in the output. Examples include:

· materials - for example, clay for making bricks, postage in the postal service, or food in a restaurant;

· information - for example, business information processed by a management consulting firm or messages transmitted by a telecommunications company;

· consumers - for example, dentist patients or restaurant patrons.

2. Resources required for the conversion process, but not part of the output. Examples include:

· fixed assets - usually factories, machinery, equipment, buildings, land;

· Consumables - These are non-repayable resources that can be costly (for example, energy for baking bricks in ovens) or low costs (for example, fountain pens for management consultants or water for a restaurant kitchen);

· people- recently often referred to as human resources. It is difficult to imagine an operation that does not require the participation of people, usually the employees of the organization performing the operation. This kind of resource is used in all of the examples of conversion processes shown.

Incoming resource planning and management appears to be the primary concern of most operational managers. Because the inputs are very diverse in nature, operations managers must use different approaches to manage them.

· People in the process of transformation, they are either personnel or consumers. The planning and management of personnel in operations is a vast field of research and the subject of an independent scientific discipline, denoted by the term "human resource management". Human resource planning takes up the lion's share of operational managers' time and is their main concern. This refers to: hiring, training, motivating, rewarding, designing work orders, organizing work, and all other activities required for human resource management. In the service industry, consumers are themselves part of the transformation process. The passage of consumers through the transformation process is in many ways similar to the processing of materials. However, the materials cannot complain and apply for the service they need elsewhere if they are forced to wait a long time or are not served the way they want. This is something to keep in mind, especially when planning and managing customers in turn. The rate at which consumers enter the operational process is a parameter that largely depends on the organization providing the service. The discipline dealing with these issues is called demand management.

· Materials (edit) can either be processed or used in the operational process. Unlike consumers, materials do not complain if they are kept in warehouses for a long time before use. However, building up stocks of materials increases costs. Many organizations are looking for ways to reduce these costs and have made significant progress lately. Another feature of the materials is that they come to the organization from suppliers. The nature of the relationship between supplier and consumer of materials has recently been the subject of intense debate in Western literature.

· Information- a resource that can either be used in the form in which it arrived, or be transformed in the operational process. Implementation information technologies(IT) has greatly expanded the possibilities of using information in both ways.

· Equipment, like other capital means of production, they are fixed assets that are not completely expended immediately, but serve for many years. Equipment is usually the main determinant of an organization's production capabilities. Replacing it is not easy and takes a long time. Consequently, the timescales for equipment planning and management are large compared to other types of inputs.

Perfection structural diagram the design level showed that the most important role in the structure belongs to the allocation of resources. One of the possible schemes of the resource allocation process is shown in Fig. 22.

Fundamentals of resource allocation. Making plans and schedules for their implementation involves allocating resources to tasks, and this in itself often becomes a rather difficult task. In most cases, it makes sense to deliver a schedule of work and a schedule for spending the resources that are needed for this work. Usually, several graphs of the corresponding resources are formed:

· Task sequence graph. The order of the tasks is shown here, indicating the start and end times and the processes used. In this case, for clarity, Gantt charts are often used.

· Human resource utilization schedule. It shows the work that each of the employees will do on a specific day or week.

· Equipment operation schedule. It indicates to what extent the functionality of each component in the complex technological equipment will be involved in the current time interval.

· Material consumption schedule. He shows what materials are required. Expenditure and replenishment management will be discussed in more detail in subsection 3.6.

Material supply management in the project environment. Material resource management of the project Methods of planning the material support of projects

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