Logistic process of warehousing management at the focal point of the supply chain of the "pharmacy". Supply chain management for petroleum products

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Growth in a falling market

The processes included in the field of logistics account for a significant part of the costs in any "production - transportation - sales" system, which means that there are also significant opportunities for optimizing and increasing business efficiency. Therefore, any company that claims to be successful has always paid increased attention to the most rational alignment of the flow of raw materials and products from production to the consumer. Completely new opportunities for this have appeared with the development of information technology. The emergence of the term "supply chain management" in the 1980s is also associated with the computer revolution. Among its authors are such gurus of system integration and optimization consulting as American i2 Technologies and Arthur Andersen. *

For large companies, supply chain optimization generates millions of dollars in additional revenue

In fact, we are talking about the integration of key business processes, and special software products are the instrument of this integration in the supply chain management system. SCM solutions create optimal plans for using existing technological capabilities, determining what, when and in what sequence to be manufactured, taking into account the limitations of capacities, raw materials and materials, build an algorithm for distributing manufactured products based on external and internal factors. For large companies with large volumes of production and a developed, geographically dispersed distribution network, optimization in the supply chain generates millions of dollars in additional revenue. Therefore, it is not surprising that with today's caution from business in investing in the information technology segment, the market for software in the field of supply chain management is actively growing. According to Gartner, in 2013 its volume was $ 8.9 billion, which is 7.3% more than a year earlier.

Gazprom Neft is developing its supply chain management system based on the products of AspenTech, a leading provider of software for optimization and engineering modeling of production processes in the oil and gas industry. In the optimization software market, AspenTech's share is over 80% - almost all refineries in the world operate on the software products of this manufacturer.

At the operational level

In Russia, more or less active development of SCM systems began only in the 2000s. 2007 was the starting point for the implementation of the Supply Chain Management program at Gazprom Neft. In many ways, we had to start from scratch. When distributing petroleum products at the planning stage, practically no changes were taken into account in the production plans of refineries, nor volumetric market restrictions, nor information on prices and costs at points of sale. The RPMS system used by Gazprom Neft plants had rather serious limitations for the development of optimization models; moreover, there were no uniform approaches to the use of planning models at the company level, and the modeling systems themselves were not integrated with the company's information systems. The IT systems for planning and monitoring the execution of plans did not have much connection with each other. There was no automated analytical system for economic analysis of planned and actual data at all. Moreover, the IT architecture that existed in the company did not even allow obtaining up-to-date detailed information about the process of supplying petroleum products.

The new production planning optimization system began to work at the company's Omsk and Yaroslavl plants in early 2008: RPMS was replaced by Aspen PIMS, which has similar operating principles, but more successfully adapted to modern user requirements and the goals of modeling in processing, and therefore more efficient and convenient ... “The plant is a very flexible production with a large number of installations, flows between them, so it is almost impossible to calculate manually what we have to do to get the maximum effect,” explained Vladimir Reflov, Head of the Operational Planning and Controlling Department of Gazprom Neft. “By optimizing the basket of petroleum products, we extract the most marginal products from oil to the maximum, generating additional income.”

The logistics and sales optimization system was also developed on the Aspen platform - Petroleum Supply Chain Planner (formerly DPO), and it was Gazprom Neft's specialists who, for the first time in the domestic industry history of SCM development, managed to most effectively integrate it with the refining optimization planning system. “The integrated system of optimization planning allows achieving a synergistic effect in the distribution and production of petroleum products. In the logistics and sales optimization system, we calculate what we need to produce at the factories so that, taking into account transportation, storage, price and cost parameters, we get the maximum margin, ”said Denis Petrenchuk, Head of the Gazprom Neft Optimization Planning Department. - If we describe the process in the direction of movement of material flows, then in PIMS we calculate the basket of the most marginal products and in the DPO we sell them most effectively. To integrate these systems, we, together with AspenTech specialists, have developed a completely new mechanism that still works today. "

Today we can already say that the operational planning processes in the company are automated at a high level. However, Gazprom Neft's Operational Planning and Controlling Department reminds that planning without monitoring the execution of plans costs practically nothing.

Efficiency balance

According to Vladimir Reflov, within the ERP ** SAP system, the implementation of the resource balance is very tightly controlled - and this is also unique for the Russian market, where the process of resource planning is, as a rule, divorced from the process of fulfilling the sales plan by the trading departments. “In our country, if a resource is not allocated in the balance sheet, sales will not be able to sell it,” explained Mr. Reflov. - Any changes in plans go through the procedure of additional calculations, without which it is impossible to ship a single car in excess of the balance, everything is controlled at the hardware level. Of course, such rigidity also requires the corresponding quality of information in the input streams - the quality of the forecast is made, the same is the quality of the plan. "

The accuracy of forecasts today is quite high, primarily due to the motivation of the sales departments themselves. “If the initial data are incorrectly predicted, more resources are allocated to the company on the basis of the balance sheet than needed, and on this basis, a revenue plan is formed, which the unit will not be able to fulfill. In the opposite situation, that is, if the product is not ordered enough, the sales department earns less than it could, which means it works ineffectively. Therefore, now everyone is interested in making the forecast as close to reality as possible, ”explained Vladimir Reflov.

Improvement of the planning process continues, and one of the most important areas of development is the formation of operational plans for several months, the so-called rolling multi-period planning. The development of this functionality will make life easier for many departments of the company. Operations will have a clear understanding of what the future holds and will be able to better plan capacity utilization and tank farm utilization, which is especially important as the seasons change. Logisticians will be able to plan the order of transport facilities with a high degree of confidence and will receive another reliable source of information for more effective interaction with logistics service providers. Trading divisions will be able to better predict their activities and the utilization of oil storage facilities, will receive a consistent vision of the company's transportation and production capabilities, which will facilitate decision-making to achieve operational and medium-term goals.

Another area of development is the development of automated scheduling tools. Now production schedules are formed almost by hand, based on the limited functionality of the Excel platform. The problem here is not only the low speed of the process, but also its non-replication: a limited number of specialists have the skills and experience necessary for the competent formation of schedules. The introduction of automated tools makes expert knowledge a common property.

When scheduling shipments in manual mode, the problem of efficiency is already becoming critical: a large amount of information with which logisticians work makes the process of recalculating plans labor-intensive and time-consuming. Another topical SCM project - called BALI - is also aimed at increasing efficiency - efficiency in obtaining information, and most importantly, its implementation will allow to form a holistic picture of the execution of plans along the entire chain of movement of petroleum products.

The main idea of the BALI project is to understand what resource and where it is at the moment

BALI and SAUCE

The main task of BALI is to neutralize the consequences of the patchwork automation of accounting processes, which, like almost any Russian company, has not been avoided by Gazprom Neft either. “It so happened in Russia that all systems and processes are implemented piecemeal, as we need a quick result,” said Vladimir Reflov. - In science, of course, you must first develop a comprehensive concept, a methodology, under which the systems are placed - then everything will work organically. But this takes 7-10 years, so quick projects were made, which now have to be sewn together. "

However, according to Mr. Reflov, the task is somewhat simplified by the fact that in Russia, in fact, today there are two global accounting systems: SAP and 1C. Therefore, the main difficulty lies not in the connection of blocks, but in the data collection methodology. “The main idea of the BALI project is to understand what resource and where we have at the current moment,” added his colleague Denis Petrenchuk. - In one form or another, all the information of interest is available in the company, but due to inconsistency in systems, in terms of timeframes, in formats, according to vision, according to expert opinion, collecting data for making management decisions requires a lot of time. We want all data to be collected in the system according to a single methodology. "

The first (and most difficult) stage of data collection, analysis, and aggregation is almost complete - as part of a pilot project implemented on the basis of one processing and two sales enterprises of the company. “We have made sure that the chain is working, now the issue of replication is on the agenda,” said Vladimir Reflov. - Of course, improvements will still be required, but this is already a matter of technology, we have taken the most important step. "

GOALS AND OBJECTIVES OF BALI

The launch of the BALI system into commercial operation will also become an important milestone in the implementation of the project to create an operational event management system (SOUS), which allows you to quickly respond to any external and internal influences affecting the process of implementing plans. Another task of the SOUS is to determine the cause of the incident, assess its financial impact on the planned indicators and adjust the financial result of the units involved in the event. That is, in fact, to digitize the economic efficiency of the adopted operational decisions. “SOUS is the most complex system in terms of methodology, at the same time it is quite simple from the point of view of technical execution,” noted the head of the operational planning and controlling department. - The most important question is how to calculate the cost of the decisions made? It is almost impossible to automate this operation, because each of the events, even if they are very similar, can be caused by completely different reasons. And this is where BALI can help us a lot, because if we see the whole chain - where is the skew, where the product lingered - in principle, it will be clear for what reason. And the decision on each specific event, of course, must be made by a person. "

By the way, the human factor in the development of SCM - this seemingly completely IT story - actually plays an important role, and Gazprom Neft takes this into account. First of all, creating a favorable environment for the interaction of participants in the process, who are in all links of the supply chain. For this, a competence center for optimization planning in oil refining has already been created, within which specialists communicate, advise each other, together look for solutions to emerging problems in the implementation of IT systems, they themselves become the initiators of promising developments. That is, we are talking about the formation of a strong professional team capable of performing, among other things, the functions of an internal consultant.

THE PURPOSE OF CREATING A SYSTEM OF OPERATIONAL EVENT MANAGEMENT (SAUCE). Infographics: Rambler Infographics / Oleg Vasiliev

Specificity and priorities

The effect of the introduction of a supply chain management system at Gazprom Neft is approaching 2 billion rubles. In Russia, the company is the industry leader in the direction. It is difficult to judge the position of the global oil industry in terms of SCM development - the tasks of companies in different countries are too dissimilar. The Europeans have developed scheduling in the absence of operational planning - small areas of activity allow. America has a very specific transport system - in the absence of pipeline transport and limited railways, the emphasis is on road transport. “It is difficult to compare incomparable things,” says Denis Petrenchuk. “Due to our specifics, we are one of the most active users of product distribution optimization systems and, probably, have worked this process most fully in comparison with our Western colleagues.”

Among the priority tasks of the SCM development program, specialists from the Economics and Investment Department of the Logistics, Refining and Sales Unit of Gazprom Neft named, first of all, the introduction of multi-period planning processes for the production and distribution of petroleum products, as well as the creation of an automated scheduling system. An important task is the modernization of measurement systems in factories. This will make it possible to implement existing optimization models with the maximum effect, and even a simple reduction in the existing measurement error will provide additional profit. Due to a more accurate description of processes, planning the distribution of petroleum products, the formation of a calendar, the likelihood of plans fulfillment will noticeably increase, which means that it will be possible to increase the detail of planning the receipt of funds in the company. The effective management of these funds is, of course, outside the scope of SCM. This is just another area of increasing the efficiency of the company's business - a complex task in which the development of the supply chain management system is far from the last place.

* Companies ceased to exist: Arthur Andersen - in 2002, after the scandal surrounding the bankruptcy of AA client, Enron, and i2 Technologies in 2011 was acquired by JDA Software

** ERP-system is a software package that implements the strategy of enterprise resource planning (Enterprise Resource Planning, ERP), which allows you to integrate production processes, management of human resources, assets, finance, focused on continuous balancing and optimization of enterprise resources

SCM development stages

1. Optimization planning for the distribution of petroleum products
Before the start of the project	Current state
Lack of transparency in the planning process for the distribution of petroleum products Distribution of petroleum products without taking into account the flexibility of production plans Lack of consideration of volumetric restrictions on the market and logistics capabilities at the planning stage Lack of accounting for information on prices and costs at points of sale when distributing petroleum products at the planning stage	DPO models have been implemented for planning the distribution of oil and oil products, scheduling the supply of oil and oil products. At the planning stage, multi-scenario calculations are carried out using the production vectors of all refineries of the companies. The DPO distribution model uses over 1,500 detailed restrictions on sales markets, supply directions, shipping and cross-over capabilities, price and cost indicators. Planning and distribution of petroleum products is carried out for specific directions of supply and customers. A flexible reporting system has been developed and is functioning for analyzing the results of calculations DPO is integrated with PIMS and SAP to reduce the time for updating data in all systems.
Development
The presence of a single center for the development and management of models Integration of optimization models for the distribution of petroleum products with forecasting systems for demand and calendar shipments Development of a sliding multi-period planning and modeling system for the supply of raw materials, production of products and their distribution Increasing the speed of settlements through the use of the most modern IT solutions
2. Optimization planning for the production of petroleum products
Before the start of the project	Current state
Lack of a unified program for the development of a production planning system Limited development possibilities of the model due to the peculiarities of the RPMS system Lack of uniform approaches and procedures when using the planning model for all refinery companies Lack of integration of modeling systems with information systems of companies	Use of a single flexible and powerful modeling tool at all refineries of the companies, in "CM" and NIS. Developed refinery models (modeling of primary processes, secondary processes (ONPZ, MNPZ), modeling using engineering programs (YANOS), updated NIS models). A unified procedure for using models in CC for all refineries of companies in multi-scenario PIMS-DPO calculations. Solution fully integrated with information systems of companies (DPO, SAP). Conducting on a regular basis conferences of PIMS users of Gazprom Neft.
Development
Having our own center of excellence that allows you to implement best practices without the involvement of external consultants Completion of the audit of MNPZ models and their revision taking into account the proposals Development of the Omsk Refinery model in terms of modeling production processes (base + delta, WASH scheme, etc.) Model audit Development of YANOS models in terms of using engineering models data Implementation and use on an ongoing basis of PIMS-AO nonlinear optimization tools, oil quality modeling, reporting visualization, etc.
3. The process of execution of plans and controlling
Before the start of the project	Current state
High labor intensity of the processes of maintaining balances of petroleum products Lack of integration between IT-systems for planning and monitoring the execution of plans Lack of a single repository of information on changes in plans at the stage of their use Lack of analytical IT-system for economic analysis of planned and actual data Lack of detailed information. Inability to obtain information about the current state of supply of oil products	Automation of processes for monitoring the execution of plans in the SAP system. Integration of the IT planning system and use into a single circuit (DPO - PIMS - SAP). An economic assessment of all changes in planning data is carried out. The process is automated. All changes in planning information that occur at the stage of execution (SAP) are stored. Planning and execution control are carried out on a single basis (information on specific NB and clients). An analytical reporting system has been implemented that takes into account planning information and actual data from the transactional system (SAP)
Development
Development of a synergistic effect from the use of planning, execution and control tools through their development within the framework of a single SCM concept Implementation and development of a productive system for recording up-to-date information on the movement of products along the entire supply chain of Gazprom Neft (BALI) Implementation and development of a productive operational event management system throughout the Gazprom Neft supply chain (SOUS) Development of analytical and probabilistic tools for the Gazprom Neft supply chain Implementation and development of forecasting tools, scheduling of production and shipments. Using the most modern IT solutions

Text: Sergey Orlov

Introduction

Supply chain concept

Supply chain classification

Types of relationships in the supply chain

Supply chain management challenges

Conclusion

Introduction

The present period of development of a market economy is marked by an increase in interest in logistics and supply chain management. The globalization of the market for goods and services, as well as revolutionary changes in information technology, require ensuring the clarity of physical supply flows as a necessary condition for the mandatory continuity of business processes.

The external environment in which logistics operations are carried out is constantly undergoing changes under the influence of changes in the market and conditions of competition. In order to timely and adequately respond to these changes, any company needs a methodology for systematic planning, design and reengineering of the logistics system, which allows it to take into account the current circumstances and evaluate possible alternatives for its development. A new direction is actively developing in project logistics in a global format - supply chain design. This is a new type of logistics systems, the management of which from the standpoint of minimizing total costs, increasing profits, improving customer service and reducing the influence of uncertainties on the system, is called supply chain management. In order to carry out effective management, it is necessary to understand the concept of supply chains, namely, their classification.

Currently, Russian specialists involved in logistics planning and supply chain modeling face a number of problems related to supply chain management.

First, complex, multifactorial, non-stationary processes (material, informational, financial, etc.) require for their description and subsequent optimization of management decisions to involve adequate sources of information, a powerful analytical apparatus and modern computer technologies.

Secondly, at the turn of the XX-XXI centuries, there was a paradigm shift in the theory of logistics and supply chain management. The resource paradigm was replaced by an innovative one, which is based on the infrastructural, organizational and informational integration of the supply chain. The essence of the innovation paradigm lies in the holistic consideration of business processes in supply chains. A new understanding of integrated logistics and supply chain management cannot automatically lead to an increase in the success of counterparties in the chain and requires the development of new concepts, methods and models based on a process approach to modeling and integrated planning of the supply chain.

Thirdly, the external environment in which companies that are counterparties in the supply chain operate is characterized by a high degree of uncertainty and risk. Making decisions in the face of uncertainty and risk requires the use of adequate modeling methods.

1.Supply chain concept

In logistics management, such a concept as a supply chain is important. The logistics chain is a number of independent companies that are involved in material sourcing, production and physical distribution to end customers.

The term "supply chain" originated in parallel with the term "supply chain management<#"justify">· A supply chain is a number of companies that promote materials (finished products forward (to the end customer);

· Supply chains are coordinated companies that bring products or services to market;

· The supply chain consists of stages that are directly or indirectly involved in the customer satisfaction process;

· A supply chain consists of three or more organizations (or individuals) involved in the upstream and downstream flows of products, materials, and / or information from sources of raw materials to the customer.

It is important to note that these definitions include the end customer. Several other authors define the supply chain as a network of partners, which more accurately reflects reality:

· A supply chain is a network of production and distribution points that includes the functions of purchasing materials by a supplier and selling finished products to consumers;

· A supply chain is a network of organizations that are involved in upward and downward relationships, a variety of processes and activities that create value in the form of products and services delivered to end users. It is also important to note that one company can be part of several supply chains at once.

It is necessary to distinguish between concepts such as a logistic chain and a logistic channel. A logistics chain is a linearly ordered set of individuals and / or legal entities (manufacturers, distributors, warehouses) carrying out logistics operations (including value added.) To bring the external material flow from one logistics system to another (in the case of production consumption) or to the final consumer.

It is also possible to characterize the supply chain more broadly or narrowly. Thus, the logistics chain is a linearly ordered set of individuals and / or legal entities (supplier, intermediaries, carriers) directly involved in bringing a specific product to the consumer. The second approach to the definition states that a logistic chain is a sequence of technological and logistic operations in any branch of production, under a single control. Thus, the logistics chain in this situation is a subset of the logistics channel, that is, the concept is narrower.

The logistics channel (distribution channel, sales channel, distribution channel) is a broader concept, which in the terminological dictionary is defined as “a partially ordered set, consisting of a consumer, supplier, intermediaries, carriers, insurers and other persons involved in the movement of goods.

These two categories of logistics are closely related. The logistics channel represents a potential opportunity for the consumer to choose in a market economy, and after the choice is made, it is transformed into a logistics chain.

.Supply chain classification

The main characteristics of the supply chain that distinguish it from conventional cargo transportation:

· it is a network of partner companies, not competitors;

· the goal of the supply chain is to maximize added value and profit for all interacting companies;

· the supply chain consists of different types of autonomous organizations;

· partners act in concert according to the general rules of strategy and tactics;

· joint study of market needs and product design;

· the nature and use value of goods as they move along the supply chain change - from materials to finished goods, while creating additional value;

· organization of work and supply chain management - joint improvement of the parameters of material and information flows during the delivery of goods;

· joint distribution of income and profits.

Table 1. Types of supply chains by time of delivery of goods and forecasting capabilities

Delivery times of goods (including manufacturing) As per market demand Easy to predict Difficult to predict Long delivery time Lean supply (according to plan and schedule) Mixed supply with delayed delivery Short delivery time Lean supply with restocking Fast delivery from stock on request

It should be noted that in Russia it is not yet possible to create such logistics systems for the delivery of goods, which, according to all the above-mentioned features, could be attributed to the class of supply chains. The reasons for this are closed nature, non-transparency of business, double or even triple bookkeeping, a tendency to fraud in relation to government bodies and to their business partners, corruption, in which the personal interests of employees are put above the interests of their companies, etc.

Supply chains are classified according to the following criteria:

· by the complexity of the structure and the number of partners involved: simple CPUs, complex CPUs, supply chains;

· in terms of strategy - regular economical supply (Lean) and quick (Agile) response to market demands;

· by the type of cargo: standard, identical and varied; piece, bulk, liquid, gaseous;

· by the number of names of goods: multi-item and homogeneous (mass), with a small number of items;

· in terms of traffic volumes: small cargo flows up to 100 thousand tons / year; average freight traffic 100-500 thousand tons / year; large freight flows of 500-1000 thousand tons / year, massive cargo flows over 1000 thousand tons / year;

· by the stability of cargo flows: constant, regular, pulsating, variable;

· by the size of transport consignments: small shipments, wagon shipments, container shipments, whole vehicles, group shipments, route transportation;

· by the nature of transportation and the number of modes of transport used: direct, unimodal, mixed, multimodal, intermodal, domestic, international, transit;

· by the predominant mode of transport: rail, road, sea;

· according to the technology and conditions of transportation: in bulk, in transport containers, in separate piece pieces, in transport packages on pallets, in containers (medium-tonnage, large-tonnage, specialized, isothermal, thermoses, tank containers).

By the nature of market needs, the ability to predict them and meet the supply chain can be classified, as shown in table. 1, and in complexity - as shown in Fig. 1.

The country's economy consists of three spheres: production, distribution and consumption (Fig. 2). The expediency of dividing the modern economies of countries into three spheres was revealed as a result of the social division of labor and specialization of types of activity, and this was confirmed by the entire process of development of social production.

Fig. 1. Classification of supply chains according to the complexity of the structure: a) simple supply chains, b) complex, c) supply chains

There are warehouses in all three sectors of the economy:

· in the field of production - warehouses of materials and components, technological production and warehouses of finished products;

· in the field of distribution - transshipment warehouses on the main transport and warehouses of forwarding, logistics companies, cargo terminals;

· in the sphere of consumption - wholesale and retail trade warehouses, warehouses at stores, hypermarkets and supermarkets.

Rice. 2. The structure of the economy of a modern state

Freight flows circulate between warehouses, connecting all three spheres of social production, distribution and consumption. At the same time, freight flows are formed in logistics chains, chains and supply chains of materials, goods, semi-finished products, finished goods, connecting all three spheres of the economy, or rather, the corresponding warehouses in these spheres of the economy.

Freight flows by the completeness of the production of goods can be classified as follows:

· raw materials (end consumers - enterprises);

· semi-finished products and components (end consumers - industrial enterprises);

· finished goods and products (end consumers - industrial enterprises and retail stores). The classification of goods traffic in the economy is shown in Fig. 3.

Rice. 3. Scheme of classification of freight flows by types of transported materials and goods

By the nature of the backbone (central or focal) company, the following types of supply chains can be distinguished:

· central company - industrial enterprise - manufacturer of goods;

· central company - wholesale trading company;

· the central company is a retail trade network.

Objects in the supply chain:

· industrial enterprises - manufacturers of materials;

· industrial enterprises - manufacturers of semi-finished products;

· industrial enterprises - manufacturers of components;

· industrial enterprises - manufacturers of finished goods;

· wholesale trading companies;

· retail trading companies;

· warehouse service providers;

· railway transport enterprises;

· automobile transport enterprises;

· enterprises of maritime transport;

· inland waterway transport enterprises;

· forwarding companies; y warehouses

· warehouses: industrial enterprises: finished products; industrial technological; material and technical supply (raw materials, semi-finished products (forgings, stampings, casting), components); wholesale trading companies; retail trading companies; transshipment warehouses on mainline transport; forwarding companies; customs (temporary storage - temporary storage warehouse, general use, specialized);

· legal companies;

· Insurance companies;

· transport agencies;

· Customs;

· Exchanges;

· Banks.

One of the modern effective methods for analyzing and improving technical objects and economic systems is the process approach. When using this method in relation to the supply chain, the following two types of processes can be distinguished in it:

· processes of functioning (work) of the supply chain;

· processes of design and formation of the supply chain.

Supply chains are complex in terms of their composition and the nature of the functioning of the system. Therefore, it is advisable to analyze and create them on the basis of the methodology of the general cybernetic theory of systems (OCTS).

General systems theory assumes that any object or process (technical, economic, social, biological, physical) can be analyzed and created as a system, that is, as a complex of interrelated elements acting to achieve a single goal. To achieve its goal, an object has certain constituent parts (elements), structure (diverse relationships between the elements of the system), exhibits behavior (activity or functioning), interacts with the external environment and receives the result of its action, which is compared with the set goal.

In this case, the object is considered by analogy with biological systems, that is, living beings acting on the basis of control processes.

In accordance with this theory, the supply chain can be analyzed or created as a technical and economic system with the fixation of the following points of the systems approach.

There is also another classification of supply chains, which is given by E.A. Smirnova. in the tutorial "Supply chain management": depending on the number of links, there are three levels of complexity of supply chains:

) direct supply chain;

) extended supply chain;

) maximum supply chain.

A direct supply chain consists of a focal (central) company (usually an industrial or trading firm), a supplier and a buyer / consumer involved in the external and / or internal flow of products, services, finance and / or information. At the same time, as a rule, the focus company determines the structure of the supply chain and management of relationships with business counterparties.

The extended supply chain includes additional suppliers and second-tier customers.

Rice. 5. Extended supply chain

The maximum supply chain consists of the focal company and all of its counterparties on the left (up to the suppliers of raw materials and natural resources) that determine the resources of the focal company - at the "entrance", and the distribution network on the right - Tier I supplier Focus company Tier I consumer Tier I supplier Focus company Tier I consumer Tier II supplier supplier Tier II consumer consumer14 down to final (individual) consumers, as well as logistic, institutional and other intermediaries.

Thus, supply chains are sequences of suppliers and customers: each customer then becomes a supplier for the next (lower link) activities or functions, and this continues until the finished product reaches the end user.

Rice. 6. Generalized view of the maximum supply chain

Therefore, we can talk about a kind of "network structure of supply chains", in which each company (organization or separate structural unit) supplies each other with material and commodity products or services, adding a certain value to the product.

.Types of relationships in the supply chain

Supply chain relationships between players (buyers and sellers) play a key role in the supply chain. The type of supply chain depends on the relationship between the partners. Below are two classifications of relationships (relationship strategies) proposed by J. Mentzer and colleagues (2001) and N. Campbell (2002). According to the article by J. Menzer et al., There are three levels of complexity in the supply chain: "direct supply chain", "extended supply chain" and "final supply chain".

A direct supply chain consists of a company, a supplier and a customer involved in the upstream and / or downstream flows of products, services, finance and / or information. An example is either a very large vertically integrated supply chain (for example, RusAl) or a very small company that does not have the resources or the need to track second-tier partners.

The extended supply chain includes both the direct supplier and the direct customer of the target company who are involved in upstream and / or downstream flows of products, services, finance and / or information. This is a traditional supply chain.

Strategy of the client (buyer) Strategy of the supplier (seller) Name of the combination of strategies Recommendation to the client (buyer) Recommendation to the seller Competitive Competitive “Ideal market” Work in the market with the existing conditions; standardize requirements (in order to make the search for alternatives as easy as possible) To work in the market or leave it, try to offer the lowest possible prices (price is a key factor in a client's decision in this market); try to differentiate your product (go to a different strategy) Competitive Team "Seller's market" Accept the terms, purchase jointly (with other buyers in the form of an alliance, for example); Exchange information with other buyers; Invite competitors to the market Accept the rules of the game or leave the market; Form a cartel; Legitimize your activities; Standardize the product (to reduce costs) Team Competitive Buyer's Market Ride the Waves; Accept Competitive Pricing Terms; Try to offer a minimum price or differentiate; Cooperative Cooperative "Internal market" Adapt, cooperate, work together Customize, specialize, differentiate, create innovative products Cooperative Team "Market captured by the supplier" Learn from the supplier Teach the buyer Team Co-operative Learn from the customer "Market", capture

The final supply chain includes all organizations involved in the upstream and downstream flows of products, services, finance, and information from the initial supplier to the final customer.

N. Campbell described three types of relationship strategies between partners in the supply chain.

Competitive - an independent relationship, the price is set based on the market forces of the partners (power in negotiations). Most markets for commodities (with low cost to switch to a new supplier) or markets with a large number of small customers operate on a competitive basis. There is no point in building long-term relationships because you can find a new partner at any time at no additional cost. Accordingly, in such conditions the partners will “compete for profit”, and the price will be set at the mark that corresponds to the strength of each of the parties. Supply chain management is not possible within such a relationship.

Cooperative - an interdependent relationship, within the framework of this relationship, new value can be created. Cooperative relationships involve serious specific investments, for example, investments in a common information system; the return on this relationship can only be obtained in the long term. Cooperative relationships are preceded by a number of prerequisites, and they can rightfully be considered as relationships within a managed supply chain.

Team - dependent relationships, one side dominates the other (due to market position, ownership structure, opportunistic behavior, etc.) and can impose their own decisions.

Any of these strategies can be applied by one of the parties: a buyer or a seller, depending on how powerful the player is, what his strategy and plans are, what are the alternatives, etc. Some of the parameters that determine a partner's strength and strategy are listed below. Product related characteristics:

· Frequency of product purchases;

· Switching costs due to specific investments;

· The complexity of the product (how quickly it is possible to find an alternative in the market; the more difficult it is to find an alternative, the stronger the motivation for cooperative relationships will be).

Industry characteristics:

· The level of concentration in the industry (the higher the concentration ratio, the more difficult it is to find an alternative supplier and the stronger the suppliers available in the market);

· The number of alternatives when choosing a partner (the higher the number of potential partners, the lower the motivation for cooperative relationships);

· Intensity of competition (the higher the competition among suppliers, the less the client's motivation for cooperation);

· Traditions and norms (are there traditions and norms for long-term relationships, for example). Company characteristics:

· Relative size (the larger the company, the higher its bargaining power);

· Required infrastructure (the more specific infrastructure the client requires, the greater the strength of the supplier);

· Centralization of procurement (usually centralization of procurement leads to higher volumes of procurement, and therefore more power).

Personal characteristics (managers involved in maintaining the relationship);

· Relative awareness (the better the negotiator knows about the counterparty, the higher his strength);

· Perceived importance of purchasing;

· The ability to take risks

Thus, recommendations for a strategy for building relationships between the parties are presented in Table 1. This information provides the basis for the development of an enterprise's supply chains as one of the key areas of increasing competitive advantages.

.Supply chain management challenges

Supply chain management is a unique process as it spans several companies and depends on many aspects. According to the annual survey of the Logistics Coordination Council, the implementation of supply chain management systems has become a priority that the companies plan to tackle in the coming years.

Problem analysis will help you develop the right approach to effective management. Practice shows that the main sources of problems are:

· material flow (cargo, stocks, finished products);

· information flow (electronic data exchange, transfer of information between people);

·relationship.

The human factor plays a critical role in any organization, so relationships can provide a more sustainable advantage than other assets because they cannot be copied and therefore should not be ignored. Let's consider the main problems that arise in supply chains.

Relationship conflict occurs when the goals of the parties involved are opposite or unclear. There is an internal conflict of interest in supply chains where the optimal course of action for an individual firm in the supply chain may differ from the optimal course of action for the entire supply chain. Conflict also often arises from competition in the distribution of profits. And even internal, interpersonal conflicts between departments or individuals can hinder productivity. A role conflict can also occur, which arises due to disagreements about the goals, methods, interpretation of contracts. Security problems are associated with information leakage, as well as opportunistic behavior of partners. To address this issue, it is recommended to develop and strengthen open and trusting relationships. Trust increases information flows, enables quick decision making, and plays an important role in supply chain management. Loss of goods and theft of cargo lead to stoppages of production facilities, incomplete sets, as well as unnecessary costs when ordering additional consignments of cargo.

Delays in deliveries and selection of inefficient transport routes can have serious consequences and even lead to production stoppages in supply chains. In addition, they negatively affect customer satisfaction, as one of the most important factors in customer satisfaction is meeting delivery time commitments. Information delays affect the usability of the information. If information arrives after it was needed, if a decision has already been made, this information becomes useless. Delays can affect the decrease in the efficiency of planning, lead to untimely control.

Unexpected fluctuations in demand lead to excessive or, on the contrary, insufficient stocks. These problems can be caused by the whip effect associated with product promotions and forward purchases. As for seasonal demand fluctuations, they are relatively predictable by themselves and are unlikely to cause problems. At the operational level, problems arise when demand changes too quickly and unpredictably for the company to respond to it. Even when manufacturing can respond to unexpected fluctuations in demand, this can lead to side effects such as increased product defects. Fluctuations in demand can be reduced by sharing information in supply chains, thus reducing inventory holding costs.

Information inaccuracy by its nature reduces the value of information, as well as the feasibility of decisions made with its help. Inaccuracies can arise during forecasting and manual data entry, which can lead to errors in price, order number, etc. Logistic information should accurately reflect both current values and performance trends. Higher information accuracy reduces uncertainty and the need to take additional steps. The problems of poor quality and repeatability of information between partners can be solved by using data synchronization. 6. Lack of resources A shortage of goods occurs when the demand exceeds the available supply. Information gaps arise when too little data is available to optimize the decision-making process. This can be the result of measuring too few variables or poor communication between organizations and departments. In this matter, return information flows are very important. Lack of skills and knowledge, as well as low qualifications of employees lead to excessive labor costs and low productivity.

High inventory levels are associated with high uncertainty, large batch sizes, fluctuations in demand, seasonality, and high service levels. In conditions of uncertainty, a high level of stocks allows to smooth out random uneven consumption of stocks, and also protects against two types of uncertainty: an excess of demand over the expected level within the functional cycle (the buyer orders more than planned) and fluctuations in the duration of the functional cycle (due to delays in deliveries of goods, failures ). However, a high level of inventory can also have a negative impact on the organization's operations, as it includes storage costs, reduces liquidity and leads to the risk of damage and obsolescence. Uncertainty can be avoided through integration between companies in the supply chain. Underloading a vehicle is a costly problem in freight transport. Duplication of actions due to barriers between companies that prevent effective communication of information is also a problem.

The problem of pricing for products in the supply chain, as a rule, lies in the imperfect processes between enterprises, leading to an increase in the price of the final product, which loses its price advantage over the competitor's product. Another problem is the wrong balance of costs and benefits. The pricing problem can also arise from partner pricing pressures. We have to start looking for new partners, which implies new costs.

All of the above supply chain problems can be used to diagnose bottlenecks and make decisions.

logistics chain supply cargo traffic

Conclusion

The company seeks, develops and uses all of its logistics skills to meet the needs of its critical customers at a realistic total cost. An extremely well thought out, intelligent logistics strategy focuses on the lowest possible level of total costs or the highest level of customer service attainable. A well-established logistics system is characterized by a prompt response to emerging consumer requests, a built-in mechanism for monitoring changes in operational activities and minimal inventory requirements.

A reasonable compromise is found between costs and quality of service. To develop a reliable strategy, the cost of alternative service options is estimated. Alternative options for the logistics system are considered in the light of the overall marketing and production strategy of the enterprise.

A properly debugged and well-functioning logistics system helps an enterprise achieve a competitive advantage. The development and implementation of such a cost-effective system requires significant management efforts, large financial investments in professional training and a significant investment of time. Typically, enterprises that have achieved strategic advantages through logistics competence determine the nature of competition in their industries.

Successful enterprises pay close attention to the development and continuous improvement of their logistics skills. I also understand and develop the main categories of logistics.

The supply chain management process is the integration of key business processes and the coordination of the counterparties in the chain in order to synchronize all activities performed during production and distribution, which add value to the end user, and eliminate all ineffective activities. Supply chain management is not only about maximizing the productivity and profitability of individual business units in the chain, but about optimizing the entire system to achieve higher quality of service at lower overall costs.

Finding new ways to interact with supply chain partners is essential for companies as all organizations in the supply chain must work together on product planning, forecasting, manufacturing, distribution and delivery. To improve the efficiency of functioning, the company should be considered not just as an established structure, but as a system of interrelated business processes aimed at achieving strategic, tactical or operational goals of the business. Organizing a business on this basis makes it possible to solve a number of critical tasks: from reducing non-production costs and optimizing the use of resources to achieving strategic compliance with the requirements of consumers in a particular market segment. By modeling business processes and subsequent control of their parameters in the information system, a company can more accurately describe its actions and quickly respond to changes in the external and internal environment.

Bibliography

1.Chopra S. and Meindl P. (2003) Supply Chain Management: Strategy, Planning, and Operations

.Ganeshan R. and Harrison T.P. (1993) An introduction to supply chain management

.Mentzer J., DeWitt W., Keebler J., Soonhoong M., Nix N. Smith C., Zacharia Z. (2001) Defining supply chain management Journal of Business Logistics, Vol. 22 Issue 2

.La Londe and Masters (1994) Emerging Logistics Strategies: Blueprints for the Next Century, International Journal of Physical Distribution & Logistics Management

.Stock J., Lambert D. and Ellram L. (1998) Fundamentals of Logistics Management

6.Dolgov A.P., Kozlov V.K., Uvarov S.A. Logistic management of the company: concept, methods and models: Textbook. - SPb .: Publishing house "Business-press", 2005. -384 p.

.Logistics Coordination Council [# "justify">. Christopher M. Logistics and Supply Chain Management. - Peter, 2005 .-- 315 p.

.Basic and supporting functional subsystems of logistics / Ed. B.A. Anikina and T.A. Rodkina. - M .: Prospect, 2011 .-- 608 p.

.Smirnova E.A. Supply Chain Management: A Study Guide. - SPb .: Publishing house of SPbGUEF, 2009. - 120 p.,

Tutoring

Need help exploring a topic?

Our experts will advise or provide tutoring services on topics of interest to you.
Send a request with the indication of the topic right now to find out about the possibility of obtaining a consultation.

From a historical perspective, supply chain management is a young direction, which is understandable, since it is fully connected with the development of information technologies. However, over the 30 years of its existence, the development of this segment has become an important factor in the competitiveness of companies whose business includes complex and branched logistics schemes.

Growth in a falling market

For large companies, supply chain optimization generates millions of dollars in additional revenue

* Companies ceased to exist: Arthur Andersen - in 2002, after the scandal surrounding the bankruptcy of AA client, Enron, and i2 Technologies in 2011 was acquired by JDA Software

At the operational level

Aligning product flows from production to consumers is an important component of a business

Efficiency balance

The purpose of creating an operational event management system (SOUS)

BALI and SAUCE

The main idea of the BALI project is to understand what resource and where it is at the moment

Goals and objectives of BALI

Infographics: Rambler Infographics / Oleg Vasiliev

Specificity and priorities

SCM development stages

1. Optimization planning for the distribution of petroleum products

Before the start of the project

Lack of transparency in the planning process for the distribution of petroleum products

Distribution of petroleum products without taking into account the flexibility of production plans

Lack of consideration of volumetric restrictions on the market and logistics capabilities at the planning stage

Lack of accounting for information on prices and costs at points of sale when distributing petroleum products at the planning stage

Current state

DPO models have been implemented for planning the distribution of oil and oil products, scheduling the supply of oil and oil products. At the planning stage, multi-scenario calculations are carried out using the production vectors of all refineries of the companies. The DPO distribution model uses over 1,500 detailed restrictions on sales markets, supply directions, shipping and cross-over capabilities, price and cost indicators. Planning and distribution of petroleum products is carried out for specific directions of supply and customers. A flexible reporting system has been developed and is functioning for analyzing the results of calculations DPO is integrated with PIMS and SAP to reduce the time for updating data in all systems.

Development

The presence of a single center for the development and management of models

Integration of optimization models for the distribution of petroleum products with forecasting systems for demand and calendar shipments

Development of a sliding multi-period planning and modeling system for the supply of raw materials, production of products and their distribution

Increasing the speed of settlements through the use of the most modern IT solutions

2. Optimization planning for the production of petroleum products

Before the start of the project

Lack of a unified program for the development of a production planning system

Limited development possibilities of the model due to the peculiarities of the RPMS system

Lack of uniform approaches and procedures when using the planning model for all refinery companies

Lack of integration of modeling systems with information systems of companies

Current state

Use of a single flexible and powerful modeling tool at all refineries of the companies, in "CM" and NIS. Developed refinery models (modeling of primary processes, secondary processes (ONPZ, MNPZ), modeling using engineering programs (YANOS), updated NIS models). A unified procedure for using models in CC for all refineries of companies in multi-scenario PIMS-DPO calculations. Solution fully integrated with information systems of companies (DPO, SAP). Conducting on a regular basis conferences of PIMS users of Gazprom Neft.

Development

Having our own center of excellence that allows you to implement best practices without the involvement of external consultants

Completion of the audit of MNPZ models and their revision taking into account the proposals

Development of the Omsk Refinery model in terms of modeling production processes (base + delta, WASH scheme, etc.) Model audit

Development of YANOS models in terms of using engineering models data

Implementation and use on an ongoing basis of PIMS-AO nonlinear optimization tools, oil quality modeling, reporting visualization, etc.

3. The process of execution of plans and controlling

Before the start of the project

High labor intensity of the processes of maintaining balances of petroleum products

Lack of integration between IT-systems for planning and monitoring the execution of plans

Lack of a single repository of information on changes in plans at the stage of their use

Lack of analytical IT-system for economic analysis of planned and actual data

Lack of detailed information. Inability to obtain information about the current state of supply of oil products

Current state

Automation of processes for monitoring the execution of plans in the SAP system. Integration of the IT planning system and use into a single circuit (DPO - PIMS - SAP). An economic assessment of all changes in planning data is carried out. The process is automated. All changes in planning information that occur at the stage of execution (SAP) are stored. Planning and execution control are carried out on a single basis (information on specific NB and clients). An analytical reporting system has been implemented that takes into account planning information and actual data from the transactional system (SAP)

Development

Development of a synergistic effect from the use of planning, execution and control tools through their development within the framework of a single SCM concept

Implementation and development of a productive system for recording up-to-date information on the movement of products along the entire supply chain of Gazprom Neft (BALI)

Implementation and development of a productive operational event management system throughout the Gazprom Neft supply chain (SOUS)

Development of analytical and probabilistic tools for the Gazprom Neft supply chain

Implementation and development of forecasting tools, scheduling of production and shipments. Using the most modern IT solutions

Logistic process of warehousing management at the focal point of the supply chain of the "pharmacy". Supply chain management for petroleum products

Send your good work in the knowledge base is simple. Use the form below

Similar documents

Growth in a falling market

At the operational level

Efficiency balance

BALI and SAUCE

Specificity and priorities

SCM development stages

1. Optimization planning for the distribution of petroleum products

2. Optimization planning for the production of petroleum products

3. The process of execution of plans and controlling

Tutoring

Growth in a falling market

At the operational level

Efficiency balance

The purpose of creating an operational event management system (SOUS)

BALI and SAUCE

Goals and objectives of BALI

Specificity and priorities

SCM development stages