Features of the problem and prospects for the development of the transport system. Prospects for the development of world transport. Questions and tasks for repetition and self-control

Transport should not stand still. It must constantly develop together with other sectors of the economy and even outstrip them, since it depends a lot on it. One of the ways to develop transport is to equip transport with highly qualified labor personnel. The transport complex needs highly qualified personnel. And not just qualified drivers, auto mechanics, etc., but personnel associated with economic planning, distribution, provision - logisticians. Until 1980, not a single encyclopedia, not a single reference book had this concept. And already in the 1990s, this term was "on everyone's lips." At present, the issue of training personnel in the field of logistics is already seriously raised. Logistics is a new branch of science that is devoted to the study of the movement of goods from the manufacturer to the recipient and the participation of transport systems in it. Therefore, all transport systems are logistic. All processes that accompany the movement of goods: warehouse, financial, labor, etc. - are also logistic.

All conditions have been created at the Moscow Automobile and Highway University for the development of logistics and the training of specialists in this new field of knowledge. Moscow University became the firstborn in training logistics specialists in Russia. And we can say that logistics in Russia began precisely from this university. Using the colossal scientific potential, creating modern educational programs in the field of transport policy, legislation, engineering environmental protection, service, certification of services, having a solid base, MADI TU has created a whole range of programs for the training of logistics specialists. Currently, it is planned to introduce training of logistics specialists of three qualifications.

The first level is higher education with the qualification of a manager-logistician and in parallel with this, taking into account specialization - a manager-freight forwarder.

The second level is postgraduate retraining of personnel with higher education for the transport complex with the assignment of qualifications - manager of intermodal transportation.

The third level is the training of technical personnel with the assignment of qualifications - the operator of intermodal transport.

L. Mirotin emphasized that the main thing is not to waste time on organizing intensive work in terms of training logistics specialists, otherwise one can lag very far behind the developed countries in this matter. Now, when our country is integrating into the world market, this is especially important. A logistics specialist is an elite specialty. It has the fourth place in the specialist market different professions... Logistics has become an area of ​​activity that will allow our country and, in particular, the transport industry to make a breakthrough into the market. It is very important that public transport does not stay away from this.

The revival of the economy triggered an increase in demand for transport services. In the work of the road transport industry, positive processes and positive trends are less noticeable than in general, but they are clearly there.

In the medium term, we can expect an increase in the competitiveness of road carriers in the domestic market of transport services by increasing the efficiency of the functioning of vehicles, the quality of transport services and better use of consumer demand monitoring data. The level of vehicle loading during intercity cargo transportation will increase by about 1.5 times (from 48-50% to 75-80%) with an average annual savings of 800 million rubles. The volume of cargo transportation using modern technologies, primarily terminal, will grow 1.8-2 times. Accordingly, the annual income from the implementation of intercity transportation will increase by 650-750 million rubles.

In the next 5-8 years, it is expected that the cost of transportation of goods will decrease by at least 10-12%. At the same time, the financial costs and the consumption of material and technical resources required for the operation and modernization of the rolling stock fleet will be reduced. Conditions will be created for the formation of a civilized market. This will minimize the difficulties of entrepreneurs-manufacturers of auto services when accessing the market with a system of state control over the quality of services provided.

Improving the efficiency of freight transport and its competitiveness in the domestic market of transport services will be facilitated by:

• * completion of the process of forming a legal framework in the field of road freight transport;
• * creation of legal conditions stimulating the production of vehicles, components and materials at the level of requirements international standards;
• * development of freight forwarding companies and "transport exchanges" that facilitate the search for clientele, the provision of additional services related to terminal handling of goods, the development of intercity transportation using logistics systems;
• * introduction of unified forms of primary accounting of transportation for all subjects of the transport services market in order to ensure fair competition, as well as a system of control over their application by interested government and regulatory bodies;
• * replenishment of the fleet of trucks that are in demand both in terms of body structure (dump trucks, tanks, refrigerators) and in terms of carrying capacity (up to 2 tons and over 15 tons), including in such a way of lending to motor transport companies and entrepreneurs as leasing.

In accordance with the "Transport Strategy Russian Federation for the period up to 2030 "the main task facing the state is to increase the competitiveness of the domestic economy through the implementation of high-quality transport services and the use of geographical location.

How can you get the desired result? First, it is necessary to develop competition in transport, increase attention to social and environmental factors, use advanced technologies in the industry, and improve the country's economic security. Such approaches will allow to influence the internal competition between carriers and certain modes of transport, which will undoubtedly contribute to an increase in the level of services provided. And this will have a beneficial effect on the country's competitive position and will allow ensuring the flow of transit cargo, more effectively using the geo-economic and geopolitical position of Russia.

Secondly, it is necessary to achieve balanced development transport system countries in order to ensure the entry of regional economic entities into the international arena. The formation of a market for competitive transport services will allow attracting transit freight flows to domestic routes.

Thirdly, integration into the global transport network will allow domestic producers to find new markets for goods and accelerate the delivery of goods to recipients, increasing the competitiveness of Russian products.

Do not forget about reducing the harmful effects of transport on the environment. However, Russia has experience in this direction, since environmentally friendly modes of transport are traditional for our country, although they need to be modernized in accordance with the world level of development of technology and technology.

The main development challenge railway industry is the development of high-speed lines (HSR), which currently in many countries compete even with air transport in a number of parameters. This and reducing the harmful impact on the environment, as you know, rail transport is one of the most environmentally friendly. This and high speed delivery of goods and passengers. It is also worth mentioning the high level of high-speed railroad safety associated with the automation of traffic control and the separation of cargo and passenger flows to different lines. Unfortunately, Russia has lagged behind the world leaders in the development of high-speed rail for twenty years and only now has begun to master these technologies. But with proper funding, you can count on the widespread introduction of new generation formulations in the near future.

In accordance with the Transport Strategy of the Russian Federation, the following directions of high-speed traffic have been developed and should be implemented by 2030: Moscow - Krasnoe (border with Belarus), Moscow - Suzemka (border with Ukraine), Moscow - Saratov, Ussuriisk - Khabarovsk, Moscow - Adler and others.

The next task is to increase the share of Russian railways on the international transport market and attracting transit cargo flows to the network of Russian railways. This provision directly depends on the development of international transport corridors, the route of which passes through the territory of the Russian Federation, in particular, the pan-European corridor No. 9, the North-South corridor and the Trans-Siberian Railway.

Forecasting the growth in the volume of freight traffic and the volume of transit freight traffic by rail and road are illustrated in Fig. 9.3 and 9.4.

Do not forget about strengthening competitive positions in relation to alternative routes of communication. This can be achieved by creating a competitive market for services of cargo terminals and transport and forwarding services, increasing the speed of delivery of goods.

Rice. 9.3.

Rice. 9.4.

To integrate Russia into the global air transportation industry, it is necessary to improve competitiveness and efficiency domestic aviation industry. Let's name the main indicators of competitiveness in this sector:

• developed route network;
• stable flight frequency;
• the state of the aircraft fleet;
• flight safety;
• developed ground infrastructure.

Only large airlines can meet the growing needs of the country's economy. The 159 operators currently operating on the Russian air market are not able to provide the listed conditions properly.

According to the Ministry of Economic Development and Trade and the Ministry of Transport, from 20 to 70 airlines should remain in Russia. Market participants agree with this data: this is what the industry would come to naturally. But there is also a more radical assessment: only 5-7 companies should remain in the sky. These are the carriers who can independently modernize the fleet and establish a route network.

The state assumes that one largest company should be considered national and be a representative of Russia abroad, another 2-3 may remain on long-haul lines, mainly within the country. Others will get local transportation - they will only deliver goods to major transshipment airports.

Let's name the main directions of the industry development:

• development of ground infrastructure for air transport within the framework of existing federal target programs;
• setting up the production of highly reliable, economical aircraft in the country;
• implementation of measures to create an alternative fuel supply system at Russian airports and the availability of these services for airlines;
• modernization of the air traffic management system, providing for the creation of enlarged control centers, improvement of the structure of the airspace of the Russian Federation, development and implementation of new technologies for air traffic control, replacement of outdated systems and means of observation, navigation and communication;
• increased requirements for training of flight personnel for civil aviation;
• improvement and introduction of new information technologies in the process of air transportation of passengers and cargo;
• implementation of the measures provided for by the State Program for Ensuring the Safety of Civil Aviation Aircraft and the Civil Aviation Safety Program of the Russian Federation;
• development and implementation of a set of measures aimed at the development of air transportation of the EurAsEC member countries. The forecast for the growth of air traffic is shown in Fig. 9.5.

Rice. 9.5.

Currently, almost all sea transport carrying Russian foreign trade cargo is in foreign registration, although their owners have Russian citizenship. This is primarily due to the desire of shipowners to register new ships in foreign registers of countries with preferential taxation conditions. There are slightly more than thirty countries of the world that provide the "flag of convenience", among them Antigua and Barbuda, the Bahamas, Bermuda, the Cayman Islands, Panama.

Transportation of goods and cargo turnover of sea transport in international traffic are given in table. 9.7.

Table 9.7

Freight turnover of sea transport in international traffic

As a positive trend in recent years, it should be noted that the volume of cargo handled by domestic seaports has grown by 12% over the past five years and exceeded the maximum volume of cargo transshipment in the USSR in 1989. 9.8.

Table 9.8

Prospects for increasing the volume of cargo turnover at seaports of Russia, million tons

The development of Russian maritime transport has a pronounced regional character. By 2015, it is planned to complete the modernization of ports in the Azov-Black Sea, Caspian and Baltic basins. In the future, the development of the Northern Sea Route and the ports of the Far Eastern basin will continue in connection with the extraction and export of natural resources.

In order to increase the capacity of domestic ports, it would be logical to create a "river - sea" chain. For this, it is necessary to replace the outdated equipment with which the ports of inland waterways are now equipped, to create container terminals on the basis of river ports.

The industry also needs to modernize the Unified Deep Water System of the European part of the Russian Federation, create conditions for the delivery of goods to hard-to-reach regions of the Far North, and develop communications and navigation.

• URL: gks.ru
• Transport strategy of the Russian Federation for the period up to 2030

At present, the transport and road complex of Russia, like the entire economy, is going through a transitional state, all of its links are adapting to new forms of functioning in a market economy. This process is proceeding with difficulty and is not devoid of contradictions, demonstrating, along with the crisis phenomena, new points of economic growth, new opportunities that did not exist before. The emerging market relations require an increase in the quality of transport services, both for the sectors of the national economy and for the population of the country.

Railway transport

Rail transport now has a large number of problems. At present, the depreciation of the locomotive fleet has reached 70%, the rolling stock as a whole - more than 60%.

This means that two-thirds of diesel locomotives and more than half of the wagons traveling on the country's railways have either already served their deadlines or are in emergency condition. If so far, for this reason, there have been no railway accidents, it is only by a happy coincidence.

The railroad accounts for up to 80% of the total national freight turnover. Since last year, the country's economy has been on the rise, and the volume of traffic has increased accordingly. According to the Ministry of Railways, in 7 months of 2008 various cargoes were transported by Russian railways by 13.8 percent more than in the same period last year. According to the forecasts of the Ministry of Economy, the growth trend will continue. It would seem that there is no reason for optimism: the greater the freight turnover, the higher the profit of the railways, and, accordingly, the richer the state. But the trouble is that there is practically nothing to transport goods. There is a catastrophic shortage of cement carriers, platforms, mineral carriers, and cisterns. And the deficit of gondola cars, in which more than half of all cargo is transported today, is 1,500 units per day. These are several dozen trains, hundreds of thousands of tons, which have not reached the addressee of cubic meters of timber, building materials, metal, etc. According to the most conservative estimates, cargo idle times due to a shortage of rolling stock result in losses for the Russian economy, comparable in size to IMF loans. How could this happen in our once wagon country, where from time immemorial there were enough freight trains not only to transport goods, but also to transport millions of prisoners and soldiers.

The answer is simple: in 1980, almost 17 thousand gondola cars were produced for the needs of the railways, now the Ministry of Railways purchases no more than a thousand. And, since 1991, for several years in a row, the country's wagon fleet has not been updated at all.

If we take into account that the established service life of the gondola car is 22 years, it turns out that this year the Ministry of Railways should write off 13.5 thousand units of rolling stock produced in 1978. Even more next year.

According to this alarming arithmetic, within five years we are expecting a collapse of the economy due to the complete paralysis of the freight transport system.

The leadership of the Ministry of Railways admits that the situation with the rolling stock is critical. According to Gennady Fadeev, in order to restore fixed assets, his department needs investments of at least 600 billion rubles. No joke: one gondola car produced by Uralvagonozavod costs 22 thousand dollars. The railway ministry has no such money. Therefore, most likely, in violation of all technical standards, the Ministry of Railways will go for the extension of the service life of its rolling stock. But this can hardly be considered a way out. First, from the point of view of traffic safety. Secondly, old cars have to be repaired on average almost monthly: this means not only repair costs, but also considerable financial losses due to downtime.

Today the gondola car park is 247 thousand units.

At first glance, a huge transport army. But 15 thousand of them are not working properly. Several thousand more are in need of repair. And if you also consider that tens of thousands of gondola cars are operated outside of Russia - in neighboring Ukraine, Belarus, the Baltic states. In a word, when at the end of last year, as always, the task of preparing the national economy for winter arose, the railway workers barely assembled the necessary ten thousand gondola cars to transport Kuzbass coal. But for the sake of this, other industries had to be put on starvation rations. For example, the order of the Ministry of Railways prohibits the transportation of building materials in open wagons. But what, then, to transport concrete panels and bricks?

And given the equally acute shortage of cement trucks, the products of, for example, the Belgorod Cement Plant have not been exported for several months in a row.

Another way they are trying to deal with the shortage of gondola cars is to accelerate their turnover. But with the current economic model, this is almost impossible to achieve. Previously, the problem of downtime of railway cars was solved at the government level: conference calls were held on loading and unloading issues with the participation of heads of ministries and departments. Now the process is on its own. If in the old days the railway workers fought for the reduction of ultra-long-distance transportations as they did not meet the requirements of saving state funds, now the customer indicates the route of movement. As a result, the average run of a gondola car increased by 18 percent in comparison with 1980. Due to customs inspection at the border crossings established between the former fraternal republics, downtime has also increased.

Accordingly, the turnover of gondola cars increased from 7.6 days in 2000 to 8.4 days in 2008. At the same time, loading began to take longer than ten years ago, and the number of stations for carrying out cargo operations decreased by one fifth throughout the country. part.

But that's not all. In the early 90s, when the freight turnover was declining from year to year, the railway industry lost almost a quarter of the access roads, many of which were simply dismantled as unnecessary. Now that the situation in the country's economy has begun to change, we have to bite our elbows. Such a fact: this year the average idleness of loaded wagons on the sidings exceeded the same indicator of 1984 by as much as 2.25 times.

The government of the Russian Federation has finally started looking for a way out of the railway deadlock, where the concept of reforming the railway industry, proposed by the Ministry of Railways, is now being considered.

The Accounts Chamber has already given an unsatisfactory assessment of this document.

The leadership of the Ministry of Railways was going to assign the costs of updating and repairing rolling stock to those industrial enterprises that use the services of the railways, but the implementation of this project is unlikely, since the domestic manufacturer is not rich anyway.

Unfortunately, the state treasury does not yet have money for the purchase of 10-12 thousand cars and locomotives, and investors are wary of the Russian economy as a whole, in particular the railroad.

But nevertheless, despite all the problems, the railway industry is still considered to be one of the most stable in the conditions of the crisis in the Russian economy. The Ministry of Railways is not a debtor to the budget and the pension fund; railway workers regularly receive wages.

The railway complex has not been funded from the budget for a long time.

With significant difficulties, the industry switched to self-financing, to the use of predominantly market forms of management. The restructuring of the railways was accompanied by deep crisis phenomena. These include unprofitable passenger traffic, breaks in train schedules, lack of comfort for passengers, etc.

Reform of railway transport has helped to reduce operating costs in the industry and increase labor productivity. The latter increased by almost 5%, operating costs decreased by 27%.

The railway industry is gradually adapting to the market needs of the country's economy and population. This is evidenced by the refusal to index freight and passenger tariffs and their subsequent reduction over the past three years. The policy of lowering tariffs on the railroad helped to revitalize interregional production ties, to a certain increase in traffic.

We decided to introduce reconstruction. The restructuring provided for the dismemberment of the Ministry of Railways through the privatization of individual structures within it, as well as the railway infrastructure into monopoly and competitive sectors. The monopoly was supposed to include railways, technical services that manage infrastructure.

The specific sector, presumably, was to include at least 6-8 transportation companies with the status of unitary enterprises with their own wagon fleet, which would allow them to independently organize mass transportation of goods throughout the country.

The restructuring provided for the creation of specialized companies for long-distance passenger transportation. The intent of this reform was to create a competitive environment on each trunk route, in which the carriers operating on it were to be involved.

Reconstruction of unprofitable suburban communications was also planned. For this, it was planned to create suburban transportation companies that would operate within specific urban agglomerations and would have the status of subsidiary unitary enterprises within the Ministry of Railways. The restructuring concept also allowed for granting large railway stations the status of individual enterprises.

All enterprises formed during the restructuring were subsequently to be subject to corporatization and privatization.

Today, there are two concepts of reforming Russian railways. One of the concepts was proposed by the Minister of Railways, the other by the Minister of Economy and Trade. The Minister of Economy and Trade adheres to the idea of ​​privatizing the railway sectors, intending thereby to make this sector more attractive for foreign investors.

The Minister of Economy and Trade, on the contrary, wants to create a transport giant, uniting the entire railway empire together. Time will tell which of these projects will win.

In the meantime, the development of the country's railway industry is carried out in different directions. The most important of these is the increase in transport traffic from Asia to Europe. This area of ​​activity of the Ministry of Railways was not badly set in the Soviet economy. In the “record” year of 1981, 140,000 containers were transported in transit by Soviet transport workers. In 2008, this indicator decreased by 8 times and continues to maintain a low level. Recently, there has been a lack of coordination in the actions of various departments of Russia, which has led to a drop in the volume of transit traffic. These departments include the Ministry of Railways, the Ministry of Transport, the Customs Committee, and the Russian border service. The inconsistency of their actions led to unjustified overloading of goods, cases of their poor safety, etc. At present, only 1/3 of the capacity of the Trans-Siberian railway is used, and cargo from Asia to Europe is mainly delivered by sea by container ships. Since January 1999, the Transsib has increased its length.

Its leadership has agreed to reduce tariffs with Polish and German railroad workers. Today the Transsib ends in Berlin.

The use of the Trans-Siberian Railway for the carriage of goods ensures the delivery of goods from Nakhodka to the Gustan station on the border with Finland in 11 days, and to Berlin in 14.5 days. The route of cargo transportation by sea takes 18 days and is more expensive than by rail ($ 1650-2050 for a 20-foot container by sea, $ 1347 for the Transsib).

Along with an increase in the intensity of traffic on the existing highways, the Ministry of Railways is actively developing the railway network. It is advisable given the low density of Russian railways in comparison with other countries. It is planned to implement important projects for the extensive development of the industry in the zone of the Baikal-Amur Mainline on Siberian lands.

At present, a railway line is being built to Yakutsk. Half of the way from Neryungri to Yakutsk has been covered. It is also planned to build a 318-kilometer track to the Elginskoye coking steam coal deposit, located in Yakutia. The reserves of this deposit are estimated at 2.1 billion tons of coal. This is not the only project of the Ministry of Railways in the BAM area. The construction of highways leading to the Chineysky and Udokansky deposits of iron, copper, titanium ores in the Chita region is nearing completion. The implementation of this and other projects in the BAM zone is aimed at ensuring its profitable, cost-effective operation. Currently, BAM is unprofitable and costs the Ministry of Railways annually 1.15 billion. rub. Despite the losses, the highway cannot be closed, since the surrounding region is inhabited by people. The BAM zone belongs to the depressed regions.

The Baikal-Amur Mainline has a length of 4000 km. It takes place in permafrost conditions. Its construction cost the USSR almost 18 billion rubles, not counting the labor of prisoners and construction troops. BAM is 35 years old. 7 pairs of trains pass along the highway per day: seven to the Amur, seven to Baikal. In total, they transport 5 million tons of cargo, and they could carry twice as much.

The goods transported at the present time along the BAM could be transported by the Transsib. They are a kind of natural subsidy for the road.

According to experts, for the BAM to operate without loss, it is necessary to pass at least 12 pairs of trains per day, which is not yet possible. In the BAM zone, 44 cities and towns have been built, the main purpose of which is to work on the railway. Residents of these cities also suffer from lack of work. Many are simply trying to leave, having moved to the European part of Russia.

In addition, transport infrastructure facilities continue to be built within the Ministry of Railways. The first stage of a new railway station complex has opened in Samara, providing maximum comfort for passengers and meeting modern requirements. Its construction is provided by the joint efforts of the Ministry of Railways, the Kuibyshev railway and the administration of the Samara region.

The railway has enough problems, but with the appropriate understanding of them by the government of the Russian Federation, all of them can be solved soon.

Introduction ……………………………………………………………………… ... 3

1. Topical issues and trends in the development of logistics …………………… ..7

1.1. The relevance of logistics in the Russian economy ………… 7

1.2. The main factors in the development of logistics …………………………… 27

1.3. From purchase to sale: degree of responsibility ……………… ... 31

2. Placement of the transport complex of Russia …………………………… ..43

2.1. Railway transport ……………………………………… .45

2.2. Road transport ………………………………………… ..50

2.3. Water transport …………………………………………………… 53

2.4. Pipeline transport ……………………………………… .... 56

2.5. Air transport ……………………………………… ... …… ..58

3. Problems and prospects for the development of transport in Russia …………………… 59

3.1. Future trends in the development of logistics in the Russian Federation …………………… ..59

3.2. Researchers on the current state of logistics in the Russian Federation in comparison with EU countries ……………………………………………………………………………………………………………………………………… 68

Conclusion ……………………………………………………………………… .70

List of used literature ………………………………………… ... 73

Appendices …………………………………………………………………… ... 75

Introduction

The topic "Development of logistics in Russia" is one of the most important topics in the conditions of the emergence of a market economy in Russia. Its relevance lies in the fact that transport is a connecting link between an enterprise, a producer and a consumer. In addition, the logistics factor strengthens foreign economic relations between states, contributes to the international division of labor. The production process itself ends exactly at the moment when the goods are delivered to the consumer. The logistics factor is one of the most important in the location of production. For the rational location of production, this factor must be taken into account. Logistics plays an important role in the development of territories.

The main goal of the diploma study is to study, on the basis of modern sources, scientific and educational literature, statistics of the features of the location and development of the logistics complex of the Russian Federation and substantiation of possible directions for its future development.

To achieve this goal, it is required to solve certain tasks:

1) analyze the experience presented in the economic literature;

2) highlight the main centers for the location of transport;

3) study various forms and methods of solving problems for the development of the transport complex of Russia;

4) to reveal the whole need to solve these problems.

The object of research in thesis is the development of logistics in Russia.

The subject of the research is:

1) the mechanism for placing the logistics complex of the Russian Federation;

2) the processes of managing the location and development of transport as a branch of the economy;

3) the main directions in solving logistics problems in the country.

The state and development of the transport system are of exceptional importance for the Russian Federation. Transport, along with other infrastructure sectors, provides the basic conditions for the life of society, being an important tool for achieving social, economic, foreign policy and other goals. V modern conditions transport is one of the defining functional factors for increasing the rate of economic growth

At present, the transport system as a whole meets the demand for the transport of passengers and goods. Since 2000, the average annual growth of transport services for freight traffic is 3.8%, for passenger traffic 6.7%, with an annual economic growth of about 6.1% on average. At the same time, the growth of transport services is unevenly distributed between different modes of transport. This is due to the problems of development of certain types of transport and significant regional unevenness.

So, in the last decade, there has been an accelerated aging of the civilian sea and river fleet, civil aviation of Russia, associated with the deterioration of ships, not accompanied by an adequate renewal of their fleet. This threatens to oust domestic carriers from the market and increase unemployment among specialists in these areas.

Without a comprehensive and systematic solution to the problems of transport infrastructure development, it is impossible to achieve a doubling of GDP, make a qualitative breakthrough in the economy, increase the economic potential of regions and the competitiveness of domestic producers, and ensure a decent quality of life for the Russian population.

V last years in the field of legislative support of this area, significant changes have taken place aimed at increasing the economic efficiency of its activities.

As a result of the reform of the federal executive bodies carried out in accordance with the Decree of the President of the Russian Federation dated 09.03.2004 No. 314 "On the system and structure of federal executive bodies", there was a merger of three such important federal ministries as the Ministry of Transport, the Ministry of Railways and the Ministry of Communications into one common Ministry of Transport and Communications of Russia, which laid the foundation for one of the most complex and responsible reforms in the country's economy. The main payoff should come from improved interaction at the seams. different types transport, primarily in the places of transshipment of goods from wagons to the holds of ships, to cars, etc.

The main regulatory documents, which were finalized in 2004, mainly by the executive branch of government. "Strategy for the development of transport in the Russian Federation until 2020" and federal target program "Modernization of the transport system of Russia" The Transport Strategy, approved by the State Council and the Government of the Russian Federation, was finalized taking into account the President's message, the concept of reforming the budgetary process and the administrative reform carried out. These are the fundamental program documents that determine the priority directions for the development of the country's transport complex in the long term.

In accordance with this, the new version of the Transport Strategy defines the long-term priorities of the state transport policy of the Russian Federation, the priority tasks of institutional reforms in transport, the implementation of the principles of public-private partnership, as well as the main goals and targets for the development of the transport complex for the period up to 2020. In turn, the provisions of the Transport Strategy should become the basis for the development and adjustment of federal legislation, federal target programs, both in transport itself and in related sectors of the economy.

The implementation of the transport strategy of the Russian Federation will make it possible to achieve the following main results by 2020:

The creation of a single backbone transport network will be completed without interruptions and “ bottlenecks”;

Population mobility will increase by 50%;

Most of the settlements will have year-round access to major land transport communications;

Eight out of ten Russian families will be able to actively use the car;

The comfort and quality of the passenger transport service will significantly increase;

The share of domestic ports in servicing foreign trade cargo flows will increase from the current 75 to 85%;

The freight intensity of GDP will decrease by 8-10%;

The speed of freight traffic will increase by 15-20%, and on the main international transport corridors - by 20-30%;

The share of the tonnage of the domestic merchant marine registered in national registers will grow from 35 to 50%;

Transit traffic through the territory of Russia will reach 60-70 million tons per year;

The death toll per 1000 vehicles will decrease by 50%

1. Actual issues and trends in the development of logistics

1.1. The relevance of logistics in the Russian economy

The company's activity on the market is determined by its main goal - the mission, which determines its business activity, market behavior and leads to its financial well-being and stability.

Fierce competition in the market, the emergence of new, cheaper and rather effective developments, make it necessary to reconsider the existing principles of the company's functioning.

Many well-established concepts and principles of work, which were quite acceptable and suited the company's management, begin to significantly slow down the dynamics of business development and require detailed analysis and revision in order to improve them. To maintain their market positions, companies need to make certain efforts to improve the level of manufacturability and efficiency of business processes.
There is an urgent need to find additional opportunities to further reduce the level of costs and production costs, improve the quality of customer service, reorganize and restructure the company in order to improve business efficiency.

It is about restructuring a business based on a logistics approach. At the same time, various (economic, social, technical, technological, organizational, legal, scientific, psychological, environmental, etc.) aspects of human activity are affected. In many cases, this is a rather painful procedure.

For the heads of most Russian companies, logistics management methods are fairly well known. At the same time, they are used only in individual cases and at the level of intuition. This poses an urgent task for the representatives of Russian science to develop a fundamental scientific and methodological basis for the effective use of the logistics concept in business.

In recent years, modern logistics concepts have been successfully applied by leading Russian companies in the strategic and operational management of key business areas. The introduction of modern logistics management into business practice makes it possible to increase the organizational and economic stability of the company in the market. The use of the concept of logistics is one of the main reserves for reducing the level of total costs of the company's resources.

The US Logistics Management Council gave the following definition of logistics: “Logistics is the process of planning, managing and controlling the efficient (in terms of cost reduction) flow of stocks of raw materials, materials, work in progress, finished products, services and related information from the place of origin of this flow to the place of its consumption (including imports, exports, internal and external movements) in order to fully meet the needs of consumers. "

Logistics is a business concept based on the involvement of individual interrelated elements in the overall process in order to prevent the waste of company resources. Logistics is considered as one of the business tools that saves the company's resources.

According to the European Logistics Association for 2005, the use of logistics developments can reduce the production time of goods by 25%, reduce the cost of production by up to 30%, and reduce the volume of inventories from 30 to 70%.

The main task of logistics is to optimize internal and external material flows, as well as the accompanying information and financial flows, to optimize business processes in order to minimize the total cost of resources.

The logistics process must be carried out in compliance with the basic rule of logistics - rule "7R":

1R (right product) - desired product;

2R (right quality) - required quality;

3R (right quantity) - in the required quantity;

4R (right time) - at the right time;

5R (right place) - to the right place;

6R (right customer) - the right customer;

7R (right cost) - with the required cost level.

The essence of the classical definition of the general goals of the logistics function is such that the consumer must receive the goods necessary in terms of quality and quantity, at the right time, in the right place, from a reliable supplier with a good level of service (both before and after the sale of products) and for a given the level of total costs.
As you can see, success in "converting" potential clients into actual ones depends on the efficiency and agility in fulfilling the customer's requirements. Failure to comply with at least one of these requirements can lead to the loss of consumers and the corresponding market share. This can be illustrated by examples of consumer refusal from the products offered by the company, for example, due to long lead times.

Logistic activity is integrated and extends from the moment a need for products arises to the moment the given need is satisfied.

Logistic management of a company can be defined as end-to-end (integrated) management of business processes for the promotion of products and related flows from the source of their origin to the end consumer in order to achieve maximum efficiency of the company.

The logistics department in the company performs the functions of organization, planning, regulation, coordination, control and analysis. One of the most important tasks of logistics management in the company is the coordination of logistics functions and alignment of goals with suppliers, contractors and consumers.

The object of logistic management is flows, flow processes, any processes associated with the movement of something.

Logistic management of a company can also be viewed as a system that links into a single whole the management of both internal business processes and business processes of partners.

The company's logistics management is based on the idea of ​​continuous monitoring of the entire logistics chain. Looking at a company's business from this perspective reveals many benefits. The management gets the opportunity to see how effectively certain resources are used, to identify sources of losses, to optimize the activities of employees in order to improve the final results of the company's activities.

The effective use of the principles and methods of logistics allows the company's management to free up funds for additional investment.

The introduction of logistics management will also make it possible to reduce the level of stocks of products in supply, production and sales, accelerate the turnover of invested capital, reduce the cost of production, and ensure the satisfaction of consumers' needs.

The focus of the logistics management system should be the process of fulfilling consumer orders.

There is a tendency to increase the level of requirements imposed by consumers on the quality of service. With the development of market relations, consumers have more and more opportunities to compare and choose the best service.

The quality of logistics services is the satisfaction of customer needs, expressed in the proper fulfillment of orders, the absence of errors, the efficient provision of services and a constant striving to improve the level of service, compliance with the level of service to the consumer's standards, the terms of the contract or the usual requirements for the quality of service.

The logistics service management system is based on the following basic principles:

Consumer orientation;

Business process orientation;

Focus on preventing errors and failures;

Focus on continuous improvement.

The main concepts of logistics service are the concepts of Customer Satisfaction and Consumer Service. Their essence is to build such relationships with the consumer, within which it is possible to solve almost all consumer problems based on the study of his needs ("the client is always right"). The main task is to help the consumer make his business more efficient and profitable. For this, it is recommended to conduct a detailed analysis "Pain points" of the consumer.
Due to its pronounced focus on the end consumer, the logistics approach differs significantly from the technologies of simple distribution tested in the Russian market, which imposes certain requirements on the functioning of the company in general and the logistics service in particular.

Work needs to be done to develop a uniform, standardized logistic terminology. The specialists of the functional divisions of the company must speak the same language, operate with similar terms and understand each other.

One of the important conditions for the penetration of the logistics idea into all areas of the company's business is the availability of highly qualified logistics specialists.

Currently, there is a certain lack of specialists who have not only experience practical work, but also possessing fundamental theoretical knowledge in the field of logistics. Good logistics professionals need to have knowledge from a variety of areas and also know the general relationships between the functional areas of the business.

The main principles of personnel policy in the company should be the following provisions:

The person is the main decisive element in the company's logistics system;
- it is necessary to provide conditions for continuous improvement of the level of professional qualifications of employees, since the qualifications of an employee directly affect the degree of his motivation and attitude to his work;
- the application of management methods aimed at helping the employee to better perform their job duties, namely:
- elimination of the atmosphere of fear. For example, out of fear of being reprimanded due to a delay in contract preparation, the sales manager may make mistakes in the wording of the contract. Or, out of fear of refusal to conclude a contract, he promises a potential customer delivery on time, although in this particular situation this may not be feasible. If errors entail certain sanctions, then the employee will take measures to hide them or shift responsibility to another person;

Elimination of vertical barriers (communication problems between managers and employees);

Elimination of horizontal barriers (communication problems between employees of functional units);

Raising requirements for continuous improvement of personnel;

Rejection of rigidly established norms;

Clear presentation of company policy by employees;

Align short-term requirements with long-term strategies.

In universities, in fact, only the basics of logistics knowledge are taught. It is necessary to develop a system for students to pass internship programs and internships in companies. In comparison, at universities in Europe, internships take up half of the time allotted for education in logistics. It is necessary to improve the teaching methods of logistics disciplines, especially in the system of business education. There is a lack of qualified teaching staff.

It is necessary to provide priority training and professional development of the employees who are directly responsible for fulfilling the orders of the company's customers.

It also seems important to teach the basics of logistics for those in power at the all-Russian and regional levels to increase their professionalism and competence.

Each structural subdivision of the company performs a specific function inherent only to him, for the results of the performance of which the head of the department is responsible to the management of the company. For a number of reasons, heads of functional divisions prioritize their local goals above corporate ones. If, moreover, the interests of the divisions overlap, then this makes them rivals. Rivalry can lead to conflict situations in the delegation of responsibility and authority. This is also facilitated by the lack of a system of clearly defined job responsibilities specialists. As a result, the specialists of functional departments may not have a general idea of ​​what functions are assigned to them in the logistics process.

Specialists of the company's functional divisions, seeking to improve the results of performing their functions, may not take into account the results of the influence of the long-term consequences of their managerial decisions on the performance of other functions and the results of the company as a whole.

The company's logistics system effectively works for the consumer when the main elements of the system, such as purchasing, production, storage, transportation and distribution, function as a single well-oiled mechanism. This cannot be achieved if, in the process of fulfilling consumer orders, employees of functional departments perform their part of the order fulfillment functions professionally enough, but are not responsible for the results of order fulfillment as a whole.

Pronounced formalization;

The presence of related information systems;

Centralized decision making;

And a high level of control intensity.

Elimination of formalism;

The presence of unrelated information systems;

Decentralization of decision making;

Low level of control intensity.

In the organizational structure of the company, almost all management functions are interconnected with the logistics system. Therefore, the logistics service must closely interact with the various functional divisions of the company. The logistics service interacts with the main functional divisions, ensuring the optimization of their activities and the systemic stability of the company.

The logistics service plays the role of one of the main divisions, without which the goods sold would be deprived of one of the main consumer properties - to be available to the consumer.
The creation of a logistics service will make it possible to link the tasks of logistic management of the company's internal business processes with the business processes of partners and consumers into a single system.

In the structure of the logistics service, all the functions necessary for the efficient execution of an order are combined into a powerful centrally controlled mechanism that allows you to solve orders of almost any complexity responsibly, harmoniously and professionally.

Understanding the benefits of effective interaction between functional divisions and the logistics service, the presence of an effective communication system between divisions, support from the company's management can make a significant contribution to the implementation of the company's strategic goal.
Kanter, a well-known German expert on organizational behavior, noted that “true freedom does not consist in the absence of structure, ie. in the ability for workers to get out of control and do as they please, but rather in a clear structure that allows people to work within established frameworks independently and creatively. " Such a management structure can be drawn up based on the development job descriptions specialists.

It is very important to develop a system for a clear distribution of job responsibilities for logistics specialists.
Job responsibilities are the main functions that can be assigned in whole or in part to an employee who this position taking into account the technological homogeneity and interconnectedness of work, allowing to ensure optimal specialization of employees.
One of the important tasks of a logistics specialist is to determine possible ways and methods of responding to influencing environmental factors - political, economic, legal, technical, technological, social, environmental, etc.

One of the main tasks of a logistics specialist is to analyze the situation, find out the interests of each link in the production-consumption chain and coordinate their activities. The goal of logistics is to organize the entire route of order promotion in such a way as to minimize costs at each link of this logistics chain.
A logistician is a professional "curmudgeon" who is almost the only one in the entire logistics chain who thinks about not how to make money, but how to save money.

The choice of methods for reducing the level of logistics costs is carried out taking into account such factors as the complexity of the company's logistics system (for example, the number of consumer warehouses, source warehouses, the complexity and nature of the routes connecting them), the number of types of products (assortment, packaging, requirements for the transportation mode) , traffic volumes, planning period, number of modes of transport used, operating mode transport companies etc.

It is necessary to start by studying the current material flow accounting system, from creating a "photograph" of the process, identifying "bottlenecks" in the accounting and control system.

Controlling the entire value chain is also one of the most effective ways to minimize interaction costs. This contributed to the creation of vertically integrated companies that are so characteristic of Russian business, in particular, the Russian Aluminum group.
Vertical integration provides the ability to control the entire value chain. The so-called "closed" corporate organizational structure is applied, which does not allow external companies to offer more effective solutions for individual links in this logistics chain. Thus, the level of interaction costs is reduced.

To remain competitive in the market, a company is recommended to choose either a global scale of activity, leading to a significant reduction in the level of costs per unit of production (as an example, the business of the Russian Aluminum group), or deep specialization, which allows it to be only one of the elements in the value chain - but best of all.

There is a tendency to transform the system of business ties between producers, suppliers and consumers into an interconnected system of flexible alliances, or so-called networks. Alliances reduce the costs of companies interacting with each other and with the end consumer.

There are several ways to reduce the cost of products - from reducing the share of your own profit to obtaining certain discounts on purchase prices from the supplier. However, the most effective method is to reduce the cost of production by reducing overhead at various stages of the logistics process. A significant reduction in costs can be achieved by restructuring the links of the logistics chain, improving the entire logistics process as a whole. At the same time, hidden reserves are revealed that can significantly reduce the level of costs and, ultimately, reduce the cost of products.

There is a tendency towards an increase in production volumes. However, on the whole, there was no noticeable leap forward in the development of the economy.

Have short delivery times;

Provide shipping information;

Be able to store goods for subsequent delivery;

Forward the order;

The ability to organize a tracking system for the passage of the order.

1.2. The main factors in the development of logistics

Interest in the problems of logistics development in industrial developed countries historically was associated primarily with economic reasons. In conditions when the growth of production volumes and the expansion of intra-national and micro-economic ties led to an increase in the costs of the sphere of circulation, the attention of entrepreneurs focused on the search for new forms of optimizing market activities and reducing costs in this area.

Development of logistics in addition to the desire of firms to reduce time and cash costs associated with the movement of goods was determined by the following 2 factors:

1. Complication of the system of market relations and increased requirements for the quality characteristics of the distribution process.

2. Creation of flexible production systems.

The transition from the seller's market to the buyers' market had a significant impact on the development of logistics. If in the pre-transition period the decision to release products preceded the development of a sales policy, then in conditions of market oversaturation, the imperative became the requirement to form production programs depending on the volume and structure. market demand.

Adjusting to the interests of the clientele in an intensely competitive environment required the manufacturers of products to respond appropriately to these conditions, and the result was an improvement in the quality of service, and, above all, a reduction in the lead time and adherence to the agreed delivery schedule. Thus, the time factor, along with the price and quality of products, began to determine the success of the operation of the enterprise at modern market.

The increasing complexity of implementation problems with the simultaneous growth of requirements for the quality of the distribution process has caused a similar reaction among producer firms regarding their suppliers of raw materials and materials. As a result, a complex system of connections between various market actors was formed, which required a modification of the existing organizational models in the field of supply and sales.

Work has been actively developed to optimize certain areas of commodity circulation. The replacement of traditional conveyors with robots has led to significant savings in human labor and the creation of flexible production structures... But work on the principle of "small batches" entailed corresponding changes in the production support system. material resources and marketing of finished products. In many cases, the supply of large volumes of raw materials, semi-finished products and finished products has become not only not economical, but also simply unnecessary. In this regard, there was no longer the need to have large storage capacities at enterprises and there was a need for the transportation of goods in small batches, but in a tighter time frame. At the same time, the increased transportation costs were largely covered by the reduction in storage costs.

In addition to the factors that directly determined the development of logistics, it is necessary to note the factors that contributed to the creation of opportunities for this:

1. Using systems theory and trade-offs to solve economic problems.

2. Acceleration of scientific and technological progress in communications, introduction into economic practice of computers of the latest generations used in the field of commodity circulation.

3. Unification of rules and regulations for the supply of goods in foreign economic activity, elimination of various kinds of import and export restrictions, etc.

The formation of the concept of logistics was accelerated by the development of systems theory and trade-off theory. In accordance with the first, the problem of commodity circulation began to be considered as complex. The most important requirement of the theory is the mandatory analysis of all components of the system of commodity circulation, their internal and external relationships.

The settlement of relationships within the framework of logistics became possible with the help of the theory of trade-offs. It is on its basis that an effect is achieved that suits the system as a whole. With regard to the distribution of goods, solutions are selected that have a positive effect on reducing overall costs or increasing total profits, at least to the detriment of the activities of individual divisions of the company.

An important role in creating objective opportunities for the development of logistics was played by technical progress in communications and informatics. Application modern means information tracking of material flows promotes the introduction of "paperless" technology. With such a system, on all sections of the route, at any time, you can get comprehensive information about the cargo and, on the basis of this, make management decisions. With the help of "computer logistics" throughout the entire service chain, an analysis of the firm's activities is carried out and an assessment of its position in comparison with competitors is given. Information systems also provide data on market capacity and product saturation.

Measures were taken to regulate the international movement of goods in order to simplify, minimize or eliminate the factors that complicate the passage of goods flows. As a result, the time spent on the way of goods was reduced, the accuracy of their delivery and safety was increased, and the stocks of material assets in the border areas were reduced.

At the same time, international distribution centers were created, warehouse layouts were changed. Containers, rolling stock and technical parameters of communication lines were unified, which made it possible to use automatic systems for reading and addressing goods. The increase in the volume of material flows in international communications dictated the need to eliminate the excessive detailing of rules and regulations established on a bilateral basis. The process of coordinating investments in the creation of transnational logistics infrastructure has begun.

1.3. From purchase to sale: the degree of responsibility

A modern approach to business requires integrated approach to the purchase, transportation, storage and sale of goods. For this, logistics departments are increasingly being created. How to delineate the powers of this department and those adjacent to it?

Responsibilities of the logistician

The standard instruction of the head of the logistics department contains, in particular, the following points:

2.22.1. Determination of the need for products.

2.22.2. Management of orders, their volumes, preparation and placement.

2.22.3. Management of special orders.

2.22.4. Generation of a report and analysis of order fulfillment.

2.23. Procurement management.

2.23.1. Development of a procurement plan.

2.23.2. Selection of basic terms of delivery, supplier.

2.23.3. Development of transport conditions of contracts.

2.23.4. Development of a supply contract and its conclusion.

2.23.5. Choice of types and terms of payments.

2.23.6. Organization of interaction with suppliers.

2.24. Supply chain management.

2.24.1. Delivery planning.

2.24.2. Delivery monitoring.

2.24.3. Analysis of delivery results.

In the Russian business, a layer of salespeople has appeared, whose main task is to be “in the field”, to search for and retain customers, and further sales planning is in the competence of logisticians. Such merchants are convinced that sales cannot be predicted, but depend solely on the mood of the client.

This approach impedes the consolidation and centralization of supplies, leads to an increase in transport costs and order processing costs. It forces logistics specialists to order only a few units of goods every two days, instead of ordering goods for a month at once. The lack of a systematic approach on the part of merchants when planning sales and the confidence of some logistics specialists that planning the needs for products and purchases is their responsibility, leads to the fact that logistics are moving to independent planning, which is not always effective. Errors in planning are caused not so much by the “youth” of Russian logistics or the inapplicability of Western experience (most of the logistics technologies and modern logistics ideology came to Russia from the West), but by the fact that the methods and formulas available to the logistics specialist are based on outdated statistical data and mathematical analysis. ...

Good planning results are shown by the employees of the new logistics department who came from the purchasing department. This situation is most common in post-Soviet industrial enterprises. This fact confirms that logistics existed back in the days of the USSR, as well as the fact that, for a number of objective reasons, the methods of mathematical modeling and analysis cannot be fully applicable in planning purchases. The observation of many colleagues with extensive experience in logistics confirms that the best planning result is given by a specialist who knows the topic well. “He knows sales, the market and has certain skills and abilities, he can predict and plan better, because he is in the subject, because he can.” 3. It is the method of peer review that has established itself as the most effective. If purchases of permanent consumption goods can still be planned on the basis of mathematical formulas and statistics for previous periods, then the demand for goods of sporadic demand can be predicted only on the basis of expert judgment.

Many experts agree that forecasting should be based on expert judgment and mathematical calculations. If, in the case of surviving enterprises, you can take advantage of the experience of employees of the procurement department who have never heard of the Wilson formula, but surprisingly accurately assess the need for raw materials in their native enterprise and determine the optimal order size, then young commercial companies cannot boast of having such employees.
It is very rare when a company has a logistician who has been “sitting on this topic” for 10-15 years and is able to plan purchases on his own. A logistician with such experience is expensive and not affordable for every company. You need to look for an expert on the staff of your own company. Ultimately, all purchases of raw materials, components for production, or purchases for commercial companies are determined by sales. It is the merchant who is in constant contact with the client, evaluating the market and the behavior of competitors, who not only can, but is obliged to predict own plan sales, including possible fluctuations in demand, seasonal fluctuations, shortages. It is the salesperson, not the logistician, who should determine the assortment of goods and the rate of sales.

Even the most gifted logistician cannot make a correct sales forecast, since he does not have the information listed above. A logistics specialist optimizes logistics costs by choosing the best route and delivery basis. He knows neither the specifics of the goods sold, nor the specifics of customers, nor the nuances of a particular business. As a rule, a logistician deals with several groups of goods, so he is unlikely to be able to independently figure out the intricacies of sales of all product groups.

You can efficiently plan purchases based on the expert judgment of the merchant. The systematic transfer of the sales plan from the relevant department to the logistics department will not only help to manage inventory more efficiently, but also serve as a certain disciplining factor for the salespeople themselves, encouraging them to take their own work more responsibly and to analyze the market and their own activities more often.

Sales and procurement plans

Changes in the number of products in order to receive a discount for wholesale;

Reducing transportation costs, order processing costs;

Possible violation of the established delivery schedule due to the expected deficit in the transport services market, changes in customs legislation;

Restrictions on the minimum order quantity.

When drawing up a procurement plan based on a sales plan, it is recommended to adjust it taking into account the above logistic factors. The revised procurement plan should be agreed with the sales department. It is incorrect to use only sales and purchases data from recent months. For example, merchants are going to sell 2 thousand units of product A. Considering all the costs of transportation, storage and order processing, it is optimal to purchase 5 thousand units of goods, while the average sales volume over the past months was 2–2.5 thousand units. According to the logistics specialist, the remaining 3,000 units could be sold next month. If you do not agree on such an increase in the batch with the salespeople, you can stay with 3 thousand units of illiquid if the customer who used this product changed the technology or changed the supplier and this was his last purchase, which the logistician could not know about. In this case, it is the logistics department that is responsible for the occurrence of illiquid assets.

In addition to being responsible for providing merchants and production with the necessary supplies, the logistics department is responsible for the costs incurred. Here, logisticians can use the entire available arsenal of methods and formulas and calculate the safety stock, minimum stock, optimal order size, choose the optimal type of transportation and delivery basis.
Currently, it is the price, not the level of service, that is the fundamental factor in the struggle for the client. Therefore, the task of the logistics department is to reduce the cost of production as much as possible. The logistics department is responsible for the cost of production, more precisely, for direct costs. The struggle to reduce the cost should not affect the quality of deliveries: the plan of the sales department must be executed so that the cost of goods in the right quantity at the right time in the warehouse allows calculating competitive prices and making money on the sale. Do not forget that the warehouse must have goods of the required quality: not soaked or broken during cheap transportation.

Two types of margin

Between two chairs

The sales department is responsible for forecasting needs, planning and maintaining orders, retaining old and finding new customers. No one can convince me that some things defy planning or forecasting.

The logistics department is responsible for such an important sector as the organization of the delivery of goods, namely, the search and establishment of ways and / or methods of delivery of goods, which would lead to a decrease in any costs that make the product more expensive at the final stage. The goods must be delivered safe and sound. The logistics department should proceed from the assumption that the delivery of goods should be of high quality first of all, and only then as cheap as possible.

For example, the price of freight on the same route for the transportation of the same cargo in a “cold” truck (awning) and a truck in which the temperature regime can be maintained (refrigerator) is different - a refrigerator is more expensive. But, having reduced the cost of transportation by 1 thousand euros of the difference on the freight of a truck, it is possible to "freeze" a cargo worth 50 thousand euros.

In my opinion, there should be a clear delineation of the functions of the delivery and sales departments, which ultimately will help to increase the profitability of the company as a whole (by selling more goods (sales department) and / or reducing the costs of their delivery (logistics department). building a "vertical of power", it is clear that both logisticians and salespeople cannot do without each other.

The sales department forecast is based on several “whales”:

On the sales report for previous years;

Market research;

The company's plans to promote products, change the customer base and product range.

This is the data, based on which it will be possible to plan the required quantity of purchased goods. They provide the logistician with invaluable information, on the basis of which he must determine the basic terms of delivery, methods and time of delivery of the goods, that is, to optimize the delivery routes. The cargo delivery scheme developed by logisticians should be not only clear, but also flexible enough. In addition, the logistician must have at least one "fallback" option or method of delivery of the goods, the sale of which, for various reasons, may exceed the quantity initially announced by the salespeople. The logistician may not have any idea about the characteristics of the goods (for example, the expiration date. Some goods are not stored for a long time and are ordered directly for processing. From a logistic point of view, it is cheaper to deliver a 20-ton truck immediately, rather than 10 times to bring 2 tons every month. But if the shelf life of the goods is small, the goods need to be delivered in small batches and often), and the salesperson may not know about the features of the “kitchen for delivery”, for example, that the installation that maintains a certain temperature does not turn off after heating, but works constantly, increasing fuel consumption ... Therefore, the final cost of the cargo may be different when it is delivered in winter and summer. Or that there is no "pallet at all", but there are pallets of different sizes. With the same internal volume of the body, the doors can be of different widths, and a certain product may not enter them. This also needs to be taken into account. The honesty of both departments in relation to each other is the basic law of their interaction. No one exempts two departments of equal importance from equal responsibility for the performance of their duties, namely, planning the declared quantity of goods and organizing their delivery. The ideal option for making a profit is the logistician's elaboration of the ideal way to deliver the goods, multiplied by the salesperson's ability to correctly predict the demand for this product and an "emergency exit" for both departments in case of force majeure.

Despite the rapid development of logistics, it is not a panacea for all ills. A significant breakthrough can be considered the fact that supply chain management made it possible to apply systems approach to the process of managing the inbound flow, outbound flow and material management. Logistics departments have integrated previously independent services: transport, procurement, warehouse
economy, sales service - and combined them into a single whole. The creation of logistics departments made it possible to get an idea of ​​material and non-material flows in companies as a whole, provided additional opportunities for optimizing processes and minimizing costs. Within the framework of one logistics department, it is much easier to build a coherent system and debug the mechanism of its functioning. Modern logistics has a powerful theoretical apparatus and tools to effectively manage material and non-material flows. Do not forget that flow management is carried out not for the sake of management, but in order to optimize the work of a company or enterprise, minimize direct and indirect costs, and increase the company's competitiveness. Therefore, the transfer to the logistics department of some of the functions of related divisions, primarily the sales and marketing department, is not always justified. Logistics specialists are focused on creating an ideal logistics system in which the incoming flow will be equal to the outgoing one. The ideal option for a logistician is to buy a container of one name and completely sell it to one buyer. But is such an ideal in the interests of a trading or industrial company? A logistician would refuse to have surplus in the warehouse, but their absence can lead to a disruption of an emergency delivery to a client, the inability to get a new client, or the loss of an old one. At the same time, direct losses from the lack of goods in the warehouse can several times exceed the costs of its storage, but the logistician has completely different tasks and goals.

Areas of responsibility

Areas of responsibility between merchants, marketers, financiers and logisticians should be divided in accordance with the competence of a particular department and information flows. Each functional area should have a specialist who knows the topic well, which will allow employees to focus on what they know, rather than trying to delve into the specifics of other activities.

Salespeople and marketers, who are the engines of sales and determine the intensity of the outbound flow, must be directly involved in planning the intensity and size of the incoming flow. The main function of the logistics service of a trading company is to provide sales. This is a rather difficult task, the solution of which requires a lot of effort. Logisticians should be responsible for this task, and not try to take on the function of administering the activities of the entire enterprise, relieving other departments of their direct responsibilities. The sales department should be responsible for the declared need for the product. It is the fear of responsibility that makes businessmen, under various pretexts, avoid drawing up periodic plans and forecasts and try to transfer this function to logisticians. To overcome this fear, you should allow a large enough percentage of error in planning. Even if at first the forecasts will come true only by 50%, this will greatly facilitate the subsequent planning of purchases. Having given due regard to the logistics, it is necessary to return to the distribution of responsibilities in accordance with the areas of competence and the available information.

2. Placement of the transport complex of Russia

In general, the transport complex is distributed unevenly across the country. It is mainly located in the European part of our country. This is due to the fact that the main industrial centers and settlements are located here.

Let's consider the placement of each type of transport in more detail.

A huge problem for the development of transport infrastructure is the unsettledness of land relations, first of all - this concerns the mechanism of reservation and withdrawal of land. To establish a unified procedure for reserving land for the construction of transport infrastructure, including new highways, it is necessary to develop a special federal law on land reservation for the construction and reconstruction of road, water, rail, air and other types of transport in the Russian Federation, as well as a law on the procedure for transferring lands from one category to another.

One of the main tasks of the transport complex in Russia is creating a safe environment and improving the quality of life. In this regard, the development of the Transport Security Concept and the corresponding proposals for the implemented and projected federal target programs is especially relevant. The implementation of the Transport Security Concept, in turn, should be based on a specialized legal framework. Therefore, the prompt adoption of the draft federal law "On transport security" is required, as well as the corresponding amendments to the draft laws "On the fight against terrorism", "On security" and other legislative acts. It is also necessary to develop effective legal mechanisms for the interaction of transport security units with law enforcement agencies, departmental security and other subjects of this activity.

Of particular importance are the questions development of pipeline transport, helping to solve the problems of diversifying our oil supplies, expanding the throughput of the pipeline system, developing the gas distribution network within our country, including expanding the system to the east of Russia. However, until now, the issues of construction of pipeline transport, both at the legislative and subordinate levels, have not been regulated, which does not contribute to the implementation of national tasks. This will be facilitated by the early adoption of the federal law "On trunk pipeline transport", which is currently in the process of the second reading in The State Duma... The adoption of the law will make it possible to establish the foundations of the legal status of the subjects of pipeline transport, legal, economic and organizational regimes of relations in the field of oil and gas transportation and the operation of pipelines.

2.1. Railway transport

As mentioned earlier, rail transport is one of the most frequently used modes of transport, therefore it should be located throughout the country everywhere. In reality, however, rail transport is unevenly distributed. The European part of Russia has a dense and ramified network of railways. This is due not only to the vast territories of the country, but also to the large territorial differentiation in its population, level and type of economy. The network configuration is radial-ring with the center in the city of Moscow. The density of Russian railways is rather low, 5 km per 1000 km2, therefore their traffic density is rather high.

The first railways were built in Russia in the middle of the 19th century. In 1837, 12 years after the start of traffic on the world's first public railway, Stockton - Darlington in England, an "experimental" railway line Petersburg - Tsarskoye Selo was opened, and in 1851 - the first major railway line Moscow - St. Petersburg ... By the end of the 19th century, Russian railway transport exceeded in terms of freight turnover the traditional for Russia horse-drawn and river transport, and by 1913 it exceeded this indicator in comparison with river transport by 6 times.

The main frame of the railway network was formed in the 2nd half of the 19th - early 20th century. The railways were built primarily to ensure the transport and economic links of the center with the main raw materials and food bases of the country, as well as with seaports, which determined their radial configuration.

Transport links of the center provided roads in the following directions:

1) Center-West: Moscow - Smolensk - Minsk - Brest;

Moscow - Rzhev - Velikie Luki - Vindava.

2) Center-North: Moscow - Yaroslavl - Vologda, continued in 1898 to Arkhangelsk;

The road through St. Petersburg: Volkhov - Petrozavodsk - Murmansk;

1) Center-South: Moscow - Ryazan - Kozlov (Michurinsk) - Voronezh - Rostov-on-Don - Vladikavkaz, with a branch from Kozlov to

the Tambov - Saratov railway line, continued in 1894 from Vladikavkaz to Makhachkala and Baku, which provided the first transport access to the Transcaucasus: Moscow - Tula - Orel - Kursk - Kharkov - Sevastopol with a branch from Kursk to Kiev.

4) Center-East: Moscow - Nizhny Novgorod;

Moscow - Syzran - Samara - Orenburg with a branch from the station Kshen to Ufa - Chelyabinsk - Yekaterinburg. Separate railways were also built to ensure export supplies of grain through the seaports of the Baltic and Black Sea basins, and they had a corresponding chord direction. For example, the Rigo-Orlovskaya road: Volgograd - Orel - Smolensk - Vitebsk - Riga.

In 1878, railway construction began in the Urals, where the Gorkovskaya road Perm - Nizhny Tagil - Yekaterinburg connected the main metallurgical plants with the Volga-Kama waterway. In 1885 it was continued to Tyumen. For a reliable transport connection of the Urals with the north-west of Russia, the latitudinal railway Perm - Kirov - Vologda - St. Petersburg was built.

Of particular importance for the formation of a unified railway network in Russia, the settlement and development of the south of Siberia and the Far East, was the construction of the Trans-Siberian railway, which began simultaneously in 1892 from the west of Chelyabinsk through Novosibirsk - Krasnoyarsk - Irkutsk and from the east of Vladivostok to Khabarovsk. A through line was opened in 1916 after the completion of the construction of the Amur railway from Transbaikalia to Khabarovsk. The Tyumen-Omsk line, built in 1913, provided the second exit from Siberia to the European part of Russia through Yekaterinburg.

Transport access to Central Asia on the Trans-Caspian railway was provided by the Orenburg-Tashkent highway, built in 1906.

During the Soviet period, the main railway construction moved to the eastern part of the country. To strengthen transport links, additional railway lines were laid, which made it possible to create two new exits from the center to the Urals:

Moscow - Kazan - Yekaterinburg and Moscow - Kotelnichi - Kirov - Perm.

The largest construction site of the first five-year plan completed the construction of the second exit from Central Asia to the railway network

Russian Turkestan-Siberian Railway:

Lugovaya (station near Alma-Ata) - Semipalatinsk and further Semipalatinsk - Barnaul - Novosibirsk. The launch of this railway radically changed the direction of specialization of the economy of most of the Central Asian republics, opening a direct road to the south for Siberian grain, which made it possible to free up local agricultural land for expanding cotton crops.

Railway construction was also active during the Great Patriotic War, when the Pechora Main Line was built:

Konosha (station on the Vologda - Arkhangelsk line) - Kotlas - Vorkuta, which made it possible to develop the Timan-Pechora basin;

"Volzhskaya Rokada": Sviyazhsk - Syzran - Saratov - Volgograd, which passed along the right bank of the Volga and became a kind of backup for the Volga river main;

The Kizlyar - Astrakhan line, which provided a link between the Volga region and the North Caucasus;

The railway from Kazakhstan to the Urals: Akmolinsk - Kartaly gave an outlet for Karaganda coal to the Ural metallurgical plants.

The Guryev-Nikol railway provided railroad deliveries of oil from the Embinskoye field in the Urals.

After the war, the main railways were built to the East of the Urals. To improve transport links of the European part of the country with Siberia and the Far East, the main attention was paid to the formation of latitudinal alternatives of the Trans-Siberian Railway and, first of all, the South Siberian Railway: Kartaly (a station in the Chelyabinsk region) - Akmolinsk - Pavlodar - Barnaul - Artyshta (a station near Kemerovo), which in the late 50s and early 60s it was continued eastward through Novokuznetsk - Abakan - Taishet - Bratsk to Ust-Kut. In 1974-1984, this railway was brought to Komsomolsk-on-Amur, receiving the name " Baikal-Amur Mainline "(BAM). Its eastern section from Komsomolsk-on-Amur to Sovetskaya Gavan was built back in 1945.

Thus, by the beginning of the 90s to the east of the Urals, the formation of the second latitudinal trans-Asian railway line in Russia was almost completed (the longest on the BAM route, the North-Muisky tunnel, was not commissioned), which has a huge impact on the development of the territories of southern Siberia and Of the Far East.

For the development of oil and gas fields in Western Siberia, a large Northern Railway was built in the 70s and 80s:

Tyumen - Surgut - Nizhnevartovsk - Urengoy - Yamburg.

Currently, the Russian railway is usually divided into 17 separate railways: Oktyabrskaya, Kaliningrad, Moscow, Gorkovskaya, North, North Caucasian, South-East, Volga, Kuibyshev, Sverdlovsk, South Ural, West Siberian, Krasnoyarsk, East Siberian, Transbaikal, Far Eastern and Sakhalin. Each of these railways are settlements, industrial centers and enterprises. Let us consider this relationship using the example of the Moscow Railway.

The Moscow road serves the enterprises of Moscow, Moscow, Ryazan, Tula, Oryol, Kursk, Bryansk, Smolensk and Kaluga, as well as the Aleksandrovsky and Kirzhachsky districts of the Vladimir region. The total area is 281.4 thousand km2 with a population of 24.9 million people. The operational length of railway tracks is 9103 km (10.6% of the entire network), the density of tracks on the Moscow road is 32.8 km per thousand km2 of area (the national average is 5.1 km / thousand km2).

The conjuncture of cargo transportation in the region is determined by natural and economic factors. In the area of ​​gravity of the Moscow road, there is a basin near Moscow for the extraction of brown coal and peat development. Iron ore deposits are located in the Kursk region. Construction stones, limestone flour for fertilizers and cement are mined in Moscow, Smolensk, Tula, Kaluga regions. In addition, construction materials such as sand, crushed stone, etc. are mined here in the quarries of the rivers.A large fuel and energy complex is located within the Moscow road, including the Moscow and Ryazan oil refineries, the Moscow region coal basin, as well as 16 stations Mosenergo, Tulaenergo, two Orelenergo , three stations of Smolenskenergo, etc.

Large enterprises of machine-building and machine-tool building, metalworking, enterprises for the processing of agricultural products and the production of consumer goods are concentrated in Moscow, the Moscow and Tula regions. Large mechanical engineering enterprises are located in the Kaluga Region. In the bryansk region there is large enterprise for the production of cement. Large loading resources are located in Tula, Novomoskovsky, Voskresensky, Vyazemsky, Kaluga and Bryansk nodes. All these various enterprises need to be connected by transport routes, which is what the Moscow railway is doing in this case.

2.2. Automobile transport

Like rail transport, road transport is unevenly distributed. The main roads are located in the European part of Russia.

Federal roads stand out among all.

List of federal roads in Russia. List of trunk roads .

1. M-1 "Belarus" - from Moscow to the border with the Republic of Belarus (to Minsk, Brest). Entrance to the city of Smolensk.

2. M-10 "Russia" - from Moscow through Tver, Novgorod to St. Petersburg. Entrances to the cities of Tver, Novgorod.

3. M-3 "Ukraine" - from Moscow through Kaluga, Bryansk to the border with Ukraine (to Kiev). Entrances to the cities of Kaluga, Bryansk.

4. M-9 "Baltia" - from Moscow through Volokamsk to the border with Latvia (to Riga). Entrance to the city of Pskov.

5. M-11 "Narva" - from the joint venture to the border with Estonia (to Tallinn)

6. M-29 "Caucasus" - from Krasnodar (from Pavlovskaya through Grozny, Makhachkala to the border with Azerbaijan (to Baku)). Entrances to the cities of Maykop, Stavropol, Cherkessk, Vladivostok, Grozny, Makhachkala.

7. M-2 "Crimea" - from Moscow through Tula, Orel, Kursk, Belgorod to Ukraine (to Kharkov, Dnepropetrovsk, Simferopol). Entrances to the cities of Tula, Kursk, Orel, Belgorod.

8. M-10 "Scandinavia" - from St. Petersburg through Vyborg to the border with Finland.

9. M-4 "Don" - from Moscow through Voronezh Rostov-on-Don, Krasnodar to Novorossiysk. Entrances to the cities of Lipetsk, Voronezh, Rostov-on-Don, Krasnodar.

10. M-6 "Caspian" - from Moscow (from Kashira) through Tambov, Volgograd to Astrakhan. Entrances to the cities of Tambov, Saratov, Elista.

11. M-18 "Kola" - from St. Petersburg through Petrozavodsk to Murmansk.

12. M-8 "Kholmogory" - from Moscow through Yaroslavl, Vologda to Arkhangelsk. The entrance to the city of Kostroma - "Vyatka" - from Cheboksary, across the platinum of the Cheboksary hydroelectric power station to Yoshkar-Ola, Kirov to Syktyvkar. Entrance to the city of Kirov.

13. M-7 "Volga" - from Moscow through Vladimir, Nizhny Novgorod, Kazan to Ufa. Entrance to the cities of Vladimir, Ivanovo, Cheboksary, Perm and Izhevsk.

14. M-5 "Ural" - from Moscow through Ryazan, Penza, Samara, Ufa to Chelyabinsk. Entrances to the cities of Ryazan, Saransk, Penza, Ulyanovsk, Samara, Orenburg, Ufa, Yekaterinburg.

15. M-51 "Baikal" - from Chelyabinsk through Kurgan, Omsk.

16. M-53 Novosibirsk, Kemerovo, Krasnoyarsk, Irkutsk.

17. М-55 From Ulan-Ude to Chita. Entrances to the cities of Tyumen, Tomsk.

18. M-52 "Chuisky Trakt" - from Novosibirsk through Biysk to the border with Mongolia. Access to the cities of Barnaul, Gorno-Altaysk.

19. M-54 "Yenisei" - from Krasnoyarsk through Abakan, Kyzyl to the border with Mongolia - "Amur" - a road under construction from Chita through Never, Svobodny, Arkhara, Birobidzhan to Khabarovsk. Entrance to the city of Blagoveshchensk.

20. M-60 "Ussuri" - from Khabarovsk to Vladivostok.

21. M-56 "Lena" - from Never to Yakutsk.

Great importance is attached to these roads, as the main cargo flows move along them. The condition of these roads will depend on the quality of these roads and their condition.

In addition to federal roads, there are republican roads. These roads connect the CIS republics. They are also given great importance as these roads improve economic ties between the states of the former USSR.

As in railway transport, Moscow is a major road junction in Russia. All roads are more or less oriented towards Moscow. The road configuration is radial-circular. The most important highways depart from Moscow in all directions. The most important roads departing from Moscow: Moscow - St. Petersburg, Moscow - Volgograd, Moscow - Nizhny Novgorod - Kazan, Moscow - Voronezh - Rostov on Don, Moscow - Volgograd - Tambov, etc.

The density of highways varies throughout the country. Their greatest concentration is in the European part of Russia, beyond the Urals, the density of highways decreases. This is due to the fact that the largest concentration of the population is located in the European part of the country.

2.3. Water transport

Sea transport

The location of water transport in general, and in particular of sea transport, depends on natural conditions. Dramatically reduced the possibilities of using maritime transport in international trade changes in the geopolitical position of Russia, since most of the large and well-equipped seaports of the Black Sea and Baltic basins went to other states.

The historical factor determined the concentration of the main work of the sea transport of the former USSR in the large ports of the Black Sea-Azov and Baltic basins: they accounted for 2/3 of the total cargo turnover of sea transport in the USSR. But the transition to the jurisdiction of other states of the largest ports has led to the fact that the capacity of the seaports of Russia meets only 1/2 of its own needs.

The first place in the cargo turnover went to the Far East basin (46.5% of all goods sent by sea transport in Russia). Foreign trade relations with the coastal regions of the Far East are carried out through its ports. The largest are the following ports on the coast of the Sea of ​​Japan: Vladivostok, Nakhodka, the new port of Vostochny located near it with large coal and timber terminals, and the port of Vanino-Kholmsk (Sakhalin Island).

In second place is the Black Sea-Azov Basin (23.7% of all shipped cargo). Through the ports of the Black Sea that remained in Russia

Basin is mainly oil export. Here is the largest oil Novorossiysk with a deep-water oil pier "Sheskharis", which allows servicing ships with a carrying capacity of up to 250 thousand tons. The oil port of Tuapse is of lesser importance.

In the basin of the Arctic Ocean (the third place in terms of cargo turnover - 15% of cargo), there are two ports - Murmansk on the coast of the Barents Sea and Arkhangelsk in the White Sea. They account for more than half of the cargo turnover of the entire basin. Arkhangelsk is a specialized timber export port in Russia. Murmansk is Russia's only ice-free port in the north.

The ports of Dikson, Dudinka, Igarka, Tiksi, Pevek, located on the Northern Sea Route, are of great importance for supplying the regions of the Far North of Russia. In the most heavily loaded western sector of the Northern Sea Route (Murmansk - Dudinka), year-round navigation has been established with the help of nuclear icebreakers. In the eastern section (from Dikson to Providence Bay), navigation is carried out sporadically.

The Baltic basin occupies about the same place in terms of cargo dispatch as the Arctic Ocean basin (14.5% of the total cargo turnover). The largest and most versatile Russian port in the Baltic Sea, St. Petersburg, is located within it. The Kaliningrad port has a smaller cargo turnover. However, its importance for ensuring transport links between the enclave Kaliningrad region and the main territory of Russia can hardly be overestimated. To ensure foreign trade transport links of Russia through the Baltic Sea near St. Petersburg in the Luga Bay, the construction of a new large seaport is planned.

There are two relatively large ports in the Caspian basin (0.4% of cargo turnover): Makhachkala and the combined sea and river Astrakhan ports.

Inland river transport

Inland river transport is located mainly in the streams of large rivers, the main requirement for which is navigability.

Inland navigable waterways belong to different river basins. The predominant part of freight traffic and cargo turnover is performed by shipping companies of three water transport basins: Volga-Kama, West Siberian and North-West.

The Volga-Kama basin serves the economically most developed and densely populated areas of the European part of Russia. He is in charge. It accounts for ½ of the freight turnover of all river transport in the country. The overwhelming majority of traffic in this basin is carried out along the Volga, Kama and the Moscow Canal. The largest ports

Basins are three Moscow (South, West and North), Nizhny Novgorod, Kazan, Samara, Volgograd and Astrakhan.

In second place in terms of the volume of work performed is the West Siberian basin, which includes the Ob with its tributaries. Here the major ports are Novosibirsk, Omsk, Tomsk, Tobolsk, Tyumen, Surgut, Urengoy, Labytnangi. The third most important is the water transport basin of the European North. The main highway of the basin is the Northern Dvina with the Sukhona and Vychegda tributaries. The leading port is Arkhangelsk.

Lena and the port of Osetrovo, located at its intersection with the BAM, are of great importance for the supply of Yakutsk and the industrial centers of Yakutia.

The core of the water transport system is the Unified Deep Water System of the European part of Russia with a total length of 6,300 km. It includes deep-water sections of the Volga (from Tver to Astrakhan), Kama (from Solikamsk to the mouth), the Moskva River, Don and inter-basin deep-water connections - Moscow-Volzhskoe, Volgo-Baltic, Belomorsko-Baltic, Volgo-Donskoe. Making up only 6% of the total length of inland waterways, this system performs 2/3 of the entire transportation work of the country's river transport.

2.4. Pipeline transport

The first trunk pipeline on the territory of the Russian Empire was built in 1907. It was the Baku-Batumi kerosene pipeline with a length of 853 km. However, the beginning of the rapid development of oil pipeline transport dates back to the second half of the 50s, when the annual growth in oil production reached 20-25 million tons. At the same time, the construction of oil pipelines from large-diameter pipes began, which sharply increased their throughput and reduced the cost of pumping. As a result, the length of all oil pipelines increased from 1.7 thousand km in 1941 to 66 thousand km in 1990.

The modern network of oil trunk pipelines is 48 thousand km long and forms several systems. From the main oil-producing regions (Western Siberia and the Ural-Povolzhsky region), oil pipelines have been laid:

· In the western direction: Surgut - Tyumen - Ufa - Almetyevsk - Nizhny Novgorod - Yaroslavl - Kirishi (a large oil refinery near St. Petersburg);

Surgut - Perm - Nizhny Novgorod - Polotsk; export oil pipeline system "Druzhba" (3 large-diameter pipelines): Nizhnevartovsk - Samara - Unecha - Mozyr - Brest - Europe with branches Unecha - Polotsk - Ventspils (the largest oil export port of the former USSR in the Baltic basin) and Mozyr - Uzhgorod - Eastern Europe;

· In the southwest direction: Samara - Lisichansk - Kremenchug - Snigirevka - Nikolaevsk - Odessa with a branch from Snigirevka to Kherson;

Samara - Volgograd - Tikhoretsk - Novorossiysk (the largest oil export port on the Black Sea);

· In the east direction: Aleksandrovskoe - Anzhero-Sudzhensk - Achinsk - Angarsk (a large petrochemical plant);

· Southward from Western Siberia: Surgut - Omsk - Pavlodar - Chimkent - Chardzhou.

These high-performance systems of a predominantly latitudinal direction are connected to the oil fields of the river. Komi (Ukhta-Yaroslavl oil pipeline), the North Caucasus (Grozny-Tikhoretsk), Kazakhstan (Novy Uzen-Guryev-Samara and Guryev-Orsk-Ufa), etc. An oil pipeline has been laid in the Far East through the Tatar Strait Okha-Komsomolsk-on-Amur ...

Gas pipeline transport is younger than oil pipeline transport. At the beginning of the 60s, the Rostov-on-Don - Serpukhov - Leningrad gas pipeline with a length of about 2 thousand km was built. In the 70s, gas pipelines were built: Medvezhye - Nadym - Ukhta - Torzhok - Minsk with a branch Nadym - Punga - Perm, Urengoy - Surgut - Tyumen - Chelyabinsk. In 1984, the Western Siberia - Europe gas pipeline system was put into operation, the basis of which is the Urengoy - Pomary - Uzhgorod gas pipeline with a length of 4.5 thousand kilometers, which provided an outlet for Russian gas to Europe. Among them, the Soyuz export gas pipeline stands out: Orenburg - Volgograd - Uzhgorod with a length of 2,750 km.

A gas pipeline has been built in the Far East from the natural gas field of Northern Sakhalin to Komsomolsk-on-Amur. Gas pipelines of short length also operate in Yakutia (from the Ust-Vilyui field to Yakutsk) and in the north of Eastern Siberia (from the Messoyakhskoye field to Norilsk).

2.5. Air Transport

The most stable passenger traffic is concentrated on airlines from Moscow in five main directions: Caucasian, Southern, Eastern, Central Asian and Western. Air transport carries passengers in almost all major railways. At the same time, the share of air traffic is greater than rail traffic on the lines from Moscow to Yekaterinburg and Novosibirsk and further to the east, as well as from Moscow to Sochi, Mineralnye Vody, the capitals of the CIS countries. The main passenger traffic is concentrated in the eastern direction (Siberia and the Far East).

The largest air transport hub in Russia and the CIS countries is Moscow. At four Moscow airports (Sheremetyevo, Domodedovo,

Vnukovo and Bykovo) account for 30% (1994 data) of all passenger flights by air in Russia. Large (more than 500 thousand passenger departures in 1994) air transport hubs are also St. Petersburg (Pulkovo) - the second most important after Moscow, Ufa, Samara, Yekaterinburg (Koltsovo), Mineralnye Vody, Sochi - in the European part of the country, Nizhnevartovsk , Surgut, Tyumen, Novosibirsk (Tolmachovo) - in Western Siberia, Krasnoyarsk and Irkutsk - in Eastern Siberia, Khabarovsk and Vladivostok - in the Far East.

3. Problems and prospects for the development of transport in Russia

3.1. Future trends in the development of logistics in the Russian Federation

Logistics today and in the future will be the main factor in the competition. Success in the competition between enterprises and networks of a single value chain, between countries and economic regions is determined primarily by the level of competence in logistics. Thus, studies conducted in enterprises prove a positive relationship between efficient logistics and business success. For countries and regions, no comparative studies have been carried out. However, much speaks in favor of the hypothesis that logistics largely determines the success of a particular country or a particular region. The exceptional importance that logistics has today and which it will have in the future is explained, first of all, by modern ideas about logistics, and secondly, by the current and future state of development of value creation systems and economic structures.

From logistics as a doctrine of functions to logistics as a management concept

The stages of development determine the formation of the existing level of production logistics technology. The first stage of development defines logistics as a functional specialization in activities for the spatial and temporal transformation of goods (= logistics as a doctrine of functions). The answer to the interfaces not covered by this definition between such enterprise functions as supply, production and sales is the second phase, which defines logistics as a coordination function for the efficient and cost-effective movement of material and commodity flows. The second phase of development is a kind of transitional one on the way from considering logistics as a doctrine of functions to considering it as a doctrine of management. Logistics as a theory of management and as a management concept is the third phase of development and the corresponding state of the art.

It is based on a logistic approach to the value creation system. Value systems, viewed from a logistic point of view, are flow systems.

The modern concept of logistics can be formulated as follows: logistics is a management concept for the development, organization, management and implementation of the efficient and cost-effective movement of objects (cargo, information, money and personnel) in value creation systems within one or more enterprises. From a more detailed definition of logistics objects as flows of goods, information, money and personnel, it follows that logistics is a common important topic for all industries and belongs to the general sector of service provision and the field of public administration. This is reflected in the names: industrial logistics, trade logistics, service delivery logistics, banking logistics.

The name "supply chain management" - "Supply Chain Management" has been assigned to logistic processes between enterprises. The reason for the appearance of the English-language term is the simple fact that all innovations that have arisen in entrepreneurial practice are much easier to “sell” and implement under this name. And yet, "supply chain management" is and remains logistics, but at a qualitatively higher level of development.

One glance at entrepreneurial practice is enough to meet there all three phases of development with their respective approaches to logistics. At the same time, one can notice a significant shift towards understanding logistics as a management concept /

The new logistics approach and new logistics activities are no longer limited, as it was before, only to individual functions of enterprises, for example, transportation, cargo handling, warehousing and commissioning, but affects all functions and processes of an integrated value creation system. For example, the development and development of the structure of new products significantly affects the further technological process and production time, which, in turn, affect the delivery time and reliability. The logistic dimension of all value creation processes must be used deliberately in order to better meet all requirements, all sales markets and better meet all the wishes of customers with the help of efficient and cost-effective object flows, and, therefore, strengthen our competitive position.

The modern understanding of logistics as a management concept meets the new and changed conditions of entrepreneurial activity. The process of new understanding of logistics was "provoked", first of all, by changes in economic practice. Therefore, logistics can be viewed as a product that has arisen as a result of practical entrepreneurial activity.

A particularly strong impetus to this development process has been and is still being given by the globalization of the economy and the intensification of the competition caused by it. At the same time, customers' requirements for terms, reliability and flexibility of deliveries have grown, while maintaining low logistics costs. All these factors have brought to the forefront in the activities of enterprises the management of object flows. And now we are witnessing a situation in which it is no longer enough to simply produce a high quality product. At the level of the same high product quality, the combination with the same high quality logistics. Let's put it in a nutshell: the dispute in the competitive struggle today and tomorrow will be decided by logistics.

Understanding logistics as a management concept helped to achieve a level of development at which it can be assumed that the search for an answer to the question of what logistics is, which has been going on for a long time, has been completed. This assumption is supported by the fact that the modern understanding of logistics is reflected in the content of the works of adherents of earlier concepts. These works have a new quality and take into account a new understanding of logistics.

Future trends in logistics development

The relative consensus in defining the subject matter of the discipline of "logistics" has created the basis for intensifying efforts to develop logistics theory. From the logistics theory, the practitioner expects that it will clarify the relationship between the framework conditions for the operation of enterprises and the logistics structures and processes in the value creation system, which will make it possible to make a forecast further development logistics.

You can often hear that science lags behind practice. There is some truth in this, since numerous scientific studies try to explain what has already become practice, and why in practice development occurs this way and not otherwise. So, for example, in the formation of value networks in entrepreneurial practice, science began to justify this development retroactively using established theories, such as the theory of cost formation in transactions. Similar scientific work focused on the past. They provide valuable knowledge, but this is not enough.

Change of vectors is required. It is necessary to move from the study of logistics oriented towards the past to the research oriented towards the future. Active work on the creation of the future structure will provide enterprises with a temporary head start in competition, since they can start to develop their structures and improve the processes for creating value in a timely manner. In addition, they can determine their potential to influence logistic framework conditions (eg transport infrastructure).

Consideration of future logistics problems is based on a model for describing and explaining logistics and flow systems. This model reflects the relationship between framework conditions, logistic structures and processes, efficiency and economic feasibility of the movement of freight and information flows. The model for describing and explaining the system of flows serves for the formation of logistic theory and the goals of creating future structures in practice. Using future research methods such as scripting technology, it is possible, on an alternative basis, to reflect the future direction of the development of the framework conditions and the development of logistics structures and processes. On the same basis, realistic and desirable types of future - logistic perspectives - are being developed.

The realization of logistics perspectives occurs through logistics strategies, with logistics strategies being directly used as a regulatory force to change systems for creating value in the future. Rechecking of the empirical significance is given in the Logistic Yearbook 2000. The concepts of logistics strategies allow identifying trends in the further development of value creation systems. Some of the results will be summarized below (cf. Logistic Yearbook 2000).

Global competition leads to extremely high growth in the intensity of competition. Businesses are responding to this by focusing on core businesses and outsourcing value creation services. This leads to a decrease in their share of value creation. This term reflects how large the proportion of self-produced work is in relation to the total value-creating work produced. The forms of participation in value creation are participation in the production of the final product and participation in logistics processes. To date, the average share of participation in the production of the final product in the industry of the Federal Republic of Germany is 57%. By 2005, this average will drop to about 47%. The lowest share of participation in the production of the final product in the automotive industry is about 30%.

A decrease in the share of participation in the production of the final product has a significant impact on the transportation of goods. Freight flows between businesses increase with the number of businesses included in the value chain. Thus, there is a disproportionate increase in the volume of freight traffic (in tonnes) and the productivity in freight traffic (tonne-kilometer) in comparison with an increase in the production of goods or with an increase in turnover.

At industrial enterprises, the decrease in the share of participation in logistics operations is even more pronounced than the decrease in the share of participation in the production of the final product. A reflection of the share of participation in logistics operations is the transfer of these operations to external agents, i.e. outsourcing level. The highest rate of outsourcing is for cargo transportation between industrial and commercial enterprises (up to 100%). Approximately 48% of enterprises have transferred the management of their warehouses to specialized logistics companies. By 2007, this figure can be expected to increase to 64%. In the area of ​​logistics management services, the highest growth by 2007 is expected in the area of ​​partial supply chain management (over 30% outsourcing).

Even these few examples show that the demand for logistics services will grow. At the same time, along with an increase in the number of services offered, their qualitative changes will also occur. As well as classic views logistics services, and new complementary services will appear. In general, this will be reflected in the attractiveness of the entire logistics services market.

Decline in value creation and outsourcing are changing sourcing and sourcing strategies for enterprises. For example, manufacturers only work with a select few, but excellently performing suppliers and logistics companies, to whom they delegate for execution a complete package of certain activities (a combination of a simple and systemic source). /2001-07/pics/p6.gif For example, an industrial enterprise transfers complex sales logistics to a logistics system supplier who performs this work within the framework of the so-called contract logistics.

First of all, suppliers of logistics systems are in demand. However, this does not mean that suppliers of individual parts of logistics systems have lost their importance. Such a supplier finds a niche in collaboration with a supplier of a logistics system. The supplier of the individual parts of the logistics system can not only work in the network of the logistics system, but is also a specialist in the field of direct relations between industry and trade.

Today we are already seeing some shifts in the field of competition. Competition is less and less evident at the level of individual enterprises and more and more at the level of value chains. In general, all types of networks benefit from competition. However, compared to operational and short-term networking (eg, virtual network of value creation), in the first place are cooperative strategic networks designed to work together over the long term. Long-term cooperation also includes logistics companies.

A local, country-specific strategy provides for activities within one country. Value creation activities are coordinated within one country. There is no coordination of activities between countries (decentralized organizational model of an enterprise in the world market). The simplest strategy of globalization contains the concentration of value creation activities within the framework of the global value creation system in one or more production sites, the activities of which are highly coordinated (centralized enterprise model in the world market).

Industrial enterprises in the future will give preference to a simple strategy of globalization, however, with a focus on marketing activities towards some decentralization and individual countries.

At the same time, global coordination strategies will be of great importance. These strategies distribute value creation activities to the most preferred manufacturing locations around the world. These places are coordinated as a worldwide association. Volkswagen AG and its presence in South America and now in Russia provide an example of the transition from a local strategy of focusing on a single country to a coordination strategy.

The company, following a strategy of global coordination, is characterized by a world-wide integrated network and constant coordinated exchange of information, components, products, people and know-how. The transportation of goods is acquiring a pronounced interstate and worldwide character.

The transnational global direction of the value creation system is reflected in the globalization of demand for transport and other logistics services. Hence the need for globalization for logistics enterprises.

Last but not least, we see this on the example of the creation of new logistics enterprises. New types of logistics services are emerging from the requirements of e-business (electronic implementation of contracts with business customers Business to Business: B2B) and e-commerce with the end customer (Business to Consumer: B2C). These innovative business relationships require logistics not only to manage information flows, but also to quickly complete the tasks of the physical movement of cargo flows. B2B and B2C can only be successful if they manage to cope with the physical movement of freight traffic. The B2C business model is driving a new wave of higher levels of service and a more personalized customer experience. In the transition from a conventional business model to a B2C model, the target group also changes. If earlier it was necessary to meet the logistics needs of trade, now the needs of the end customer set new challenges for logistics.

To the emergence of high requirements that have arisen as a result of the individualization of customer demand for products and logistics services, enterprises respond to the strategy of “standardized individual services". "Standardized Customized Services" are professional activities and services, the production of which is standardized to a very high level, and which at the same time meet the individual requirements of customers. At the same time, the standardization of logistics processes extends both to the physical processes of the implementation of transactions and to the management processes. The strategy of “standardized individual services” allows, in principle, to manage quality, costs and timelines. Therefore, this strategy is of great importance. However, it assumes that the enterprise concentrates on the production of standardized products and services.

Future development trends suggest that the role of logistics as a factor of success in the competitive struggle will continue to grow in the future.

3.2. Researchers on the current state of logistics in the Russian Federation in comparison with the EU countries

The development of logistics in Russia is at a stage of formation, which most European countries went through more than 30 years ago ...

In July-August 2005, the Associated World Logistics Network, Transsfera International LLC, and the Marko Marketing Communications Agency, with the support of the Committee for Economic Development, Industrial Policy and Trade of the St. Petersburg Administration, conducted a study “Transport component. Leaders of the leading enterprises of St. Petersburg on current trends. " During the implementation of the project, 40 in-depth interviews with experts were conducted. The sample included enterprises of various industries and services. To form the list of respondents, an analysis of specialized industry directories, Internet sites, data from specialized committees of the St. Petersburg administration was carried out.

A significant part of the study was devoted to the organization of internal logistics of enterprises. According to the data of the surveyed companies, a number of departments can be connected with the organization of material flows at the enterprise. This is a sales bureau, a transport group, a foreign economic activity department, a special dispatch service, a supply service, a service transport logistics, department of external supplies and others. The logistics service, separated into an independent division, exists in 50% of enterprises. Moreover, in more than 90% of cases, the logistics service in the company is responsible for organizing transportation.

One of the key functions of an enterprise's internal logistics is the inventory management system. In the majority of St. Petersburg enterprises (33.3% of the respondents), stocks are managed from time to time. In 16.7% of enterprises, accounting and inventory management is carried out in Excel. A specialized inventory management program exists in the same number of organizations.

According to the researchers, this provision indicates that the organization of internal logistics processes at enterprises is not considered as a resource for reducing the transport component in the cost of goods. Inventory management at most enterprises is carried out fragmentarily; the influence of internal logistics processes on the transport component does not seem obvious to the surveyed companies. At the same time, the majority of respondents see the possibility of reducing the transport component in the price of goods only in the state regulation of the processes of the transportation market.

Another resource for reducing the transport component in the cost of goods can be the informatization of logistics departments of St. Petersburg companies. According to the study, about 75% of enterprises have some kind of information system. In most cases, these are accounting and financial accounting systems, and only about half of them perform complex functions. Less than a third of information systems are integrated into the external information environment. According to researchers, the development of information systems can serve as another resource for reducing logistics costs. This is confirmed by the experience of St. Petersburg enterprises, which have created powerful logistics divisions. In all cases, they are based on modern information systems.

Conclusion

After conducting the research, the following conclusions can be drawn:

The role of transport in the Russian economy is enormous. Logistics has a comprehensive impact on the economic development of the country. Where the role of logistics is correctly understood, the state is successfully developing in economic, political and social relations. Conversely, underestimating the importance of the transport system inevitably leads to a slowdown in the development of the state. The logistics system must constantly evolve to meet the growing needs.

The underestimation and chronic lag in logistics is largely due to a lack of understanding of the state's importance as a special branch of the national economy. The uniqueness of logistics lies in the fact that, acting as a sphere of material production, it simultaneously performs an auxiliary function of a service infrastructure. The role of logistics is often underestimated, keeping silent about its most important role in the field of economics.

The logistics factor must be taken into account when locating production in a particular region, it is one of the most important.

The national economy of the country suffers annually losses due to the disproportion in the technical armament of various types of transport, and especially between the level of development of permanent structures and the rolling stock fleet, for example, between the capacity of stations and the number of wagons; throughput of lines and density of traffic of transport units; the length of highways and the number of cars gravitating towards them.

Logistic networks across the territory of our country are located unevenly due to the structure of the settlement of the population of our country. The main transport routes are located in the European part of the country. The largest exchange of goods between neighboring states takes place here.

The logistics industry, like all sectors of the economy of our country, requires attracting investments, but this problem is still not being solved due to the fact that foreign investors are afraid to invest in the Russian economy because of its unpredictability. Problems due to lack of investment arise in the technical equipment of transport, especially of a domestic manufacturer, whose products lag behind Western counterparts for many years due to the lack of development and implementation of these projects.

The availability of investments presupposes good technical equipment of transport. For Russia, this problem is most relevant, since a larger number of vehicles, and equipment in general, came to us from the USSR. This equipment has already served its life and needs to be replaced. The state of transport depends on the level of scientific and technological progress. The state should take measures to develop transport. We need to apply sparing taxes to Russian carriers, keep our roads in good condition, technically equip the transport industry, and attract foreign investors to invest money in the Russian economy in general, and in the development of transport in particular. The state of our economy will depend on how the state will treat all problems of transport. The topic of the development of transport in our country is not fully understood by our government. There are many projects to reform the country's transport economy, but most of these projects continue to be implemented.

The list of priority regulatory legal acts to be developed and adopted in the near future must also include:

Federal Law “On Direct Multimodal (Combined) Transportation.

Federal Law “On Amendments and Additions to the Federal Law“ On Financial Lease (Leasing) ”.

Federal Law “On the Russian International Register of Ships”.

Federal Law “On Seaports”.

The charter road transport.

Federal Law “On the Fundamentals of Motor Transport Activities”.

List of used literature

1. Aksenov I. Ya. Unified transport system: Textbook for universities. - M .: Higher school, 2001 .-- 383p.

2. Gromov N. N., Panchenko T. A., Chudovsky A. D. Unified transport system: Textbook for universities. - M .: Transport, 2002 .-- 304s.

3. Kozieva IA, Kuzbozhev EN Economic geography and regional studies: textbook for universities. - Kursk: KSTU, 2004. p. 121-130.

4. Lavrentiev B. Pazik is solid // Business Tuesday, 2001. №40. page 2.

5. Perepelyuk A. V., Bondarenko V. O., Mironenko L. A ... Economics of industrial transport: Textbook for universities. - M .: Higher school, 2002.-336s.

7. Regional economy: Textbook. manual for universities / Ed. T. G. Morozova. - M .: Banks and exchanges, Unity, 2005.S. 140-148.

8. Russian motor transport encyclopedia.

9. Sevryukov D. Wait, steam locomotive! Don't knock, wheels // Business Tuesday, 2004. №34. page 2.

11. Sorokin K. Expensive gasoline - not the most terrible // Business Tuesday, 2002. №34. page 2.

12. Statistical Review, 2004. No. 1. with. 36-37.

13. Tereshina NL Competitiveness of railways: regional aspects // Railway transport, 2004. No. 6 p. 51-54.

14. Fadeev P. Railway workers arrived at the communications market // Izvestia, 2004. №29.

16. Faskhiev Kh. A. Truckers both on target and past // ECO, 2000. №9. pp. 24-37.

17. Figures and facts // Behind the wheel, 2002. No. 9-10. pp. 76-78.85.

18. Figures and facts // Railway transport, 2004. №5. with. 2-10.

19. Economic Geography of Transport / Ed. M. M. Kazansky - M .: Transport, 2005.280s.

20. Economic and social geography of Russia / Ed. A. T. Khrushchev. - M .: KRON-PRESS, 2005. p.282-302.

21. Economic and social geography of Russia: Fundamentals of theory and practice: Textbook / Ed. Grebtsova. - Rostov n / a: Phoenix, 2004. p. 316-367.

22. Economic Geography of Russia: Textbook. - M .: Unity, 2002.S. 230-249.

23. Economic and Social Geography: Reference Materials. - M .: Education, 2005.p.102-110.

Appendices Appendix A Length of transport routes and passenger turnover of various types of transport 2005. | Mode of transport | Length | Freight turnover | Passenger turnover | | | tr. paths thous. | | | | | km | | || | | Billion | Specific | Billion | Specific || | | thous. km | th weight | passenger | weight || | | | | o-km | || Railway transport | 87 | 1214 | 35 | 192.2 | 35 || Sea | --- | 297 | 8 | 0.2 | --- || Inland waterway | 84 | 90 | 3 | 1, 1 | --- || Pipeline | 210 | 1899 | 53 | --- | --- || Automotive | 745 | 31 | 1 | 182.2 | 34 || Air | --- | 1.6 | - - | 71.7 | 13 || Other types | --- | --- | --- | 99.5 | 18 || Transport total | --- | 3532.6 | 100 | 552.3 | 10 | Appendix B Total volume international transport and the share of Russian and foreign carriers in it over the past 5 years | Year | Volume, mln t | Share of carriers,% || | | Russian | foreign || 2000 | 10.5 | 30.4 | 69.6 || 2001 | 13.0 | 28.5 | 71.5 || 2002 | 18.9 | 24.8 | 75.2 | | 2003 | 16.1 | 26.7 | 73.3 || 2004 | 15.5 | 36.7 | 63.3 || 2005 | 17.0 | 40.0 | 60.0 | Appendix B The share of regions in the volume of international road transport in 2005,%. | Region | Import cargo | Export cargo || Moscow | 53.9 | 11.6 || St. Petersburg | 11.3 | 5.4 || Leningrad Region | 2.2 | 13.6 || Moscow Region | 6 , 5 | 4.0 || Kaliningrad region | 4.7 | 2.1 || Primorsky Territory | 2.2 | 2.0 | Appendix G Main directions of transportation and market share controlled by Russian carriers. | Country | Share in volume | Share of Russian || | transportation,% | carriers,% || Finland | 24.7 | 24.1 || Germany | 13.0 | 29.6 || Poland | 6.6 | 18.9 || China | 5.1 | 78 , 6 || Kazakhstan | 4.4 | 25.3 || Netherlands | 4.2 | 21.2 || Turkey | 3.6 | 2.3 || Italy | 3.5 | 26.4 || Ukraine | 3.2 | 26.3 || Lithuania | 2.8 | 12.0 || Other | 28.9 | --- | Application Dimport heavy trucks to Russia. | Manufacturer | 2004 | 2005 || Daimler-Chrysler | 446 | 156 || "DAF Truck" | 50 | 2 || "IVECO" | 169 | 81 || "MAN" | 33 | 11 || "RenaultV. I. " | 71 | 8 || Scania | 147 | 50 || SteyrTrucks | 63 | 0 || Volvo | 417 | 69 || JV "MAZ-MAN" | 1 | 52 |

Prospects for further development of Russian transport are determined by the "Transport strategy of Russia for the period up to 2020"

New approaches to the formation of state transport policy are aimed at:

system development long-term strategic development priorities transport infrastructure;

creation mechanisms for the implementation of infrastructure projects, including with the involvement of resources private capital;

shaping clear and transparent "rules of the game" in this market, including the creation of the necessary legal framework and the definition long-term investment obligations of the state;

definition a list of specific investment projects, capable of ensuring the creation of new "points of growth" in the economy and which could be offered to businesses and regions for joint implementation.

Directions of development of the transport system of Russia:

1) One of the most promising areas for the development of the transport system is implementation of projects based on the principles and mechanisms of public-private partnership .

In Russia, the main area of ​​application of public-private partnerships in transport should be the construction of toll roads and sea terminal complexes, the reconstruction of airports, the development of high-speed railway communication systems, railway construction in areas where new mineral deposits are being developed, the creation of complex information systems for managing traffic flows, and etc.

2) Another priority area for the development of the Russian transport complex is determined by the Strategy integration of Russia into the world market of transport services.

It is transport that is becoming a powerful tool for the development of integration ties, making serious changes in the traditional way of economic activity, the organization of technological and production processes. “The factor of speed and mobility, the ability of a manufacturer to quickly and adequately respond to changes in the market environment, is gaining more and more importance in the modern economy. And in this respect, Russia, connecting Europe and Asia by the shortest land routes, should take a special place in the provision of transit traffic, first of all, those goods for which the most important critical factor is the speed of delivery to the consumer. Already today we are able to deliver goods from the Pacific Ocean to the western border of the country in just 10-12 days, while shipping by sea usually takes 35-45 days. At the same time, due to the introduction of new effective technologies for organizing the transportation process, the delivery time of goods can be reduced by a few more days. "

In the summer of 2010, a large tanker voyage across Northern Sea Route to the Asia-Pacific region... The transportation took 11 days, during the same time a tanker from the Baltic would have managed to reach only the Suez Canal

3) Raising the technological level of the transport system. This task is highlighted as special priority approved Transport strategy.

3.1) To ensure high rates of economic growth in Russia, it is vital to implement large backbone projects, many of them are concentrated today in the field of transport. Creation of transport infrastructure objects seems to be especially promising. . Here we see mutual interest - the state will attract resources for the development of its property - infrastructure, and private capital will open an additional niche for doing business.

The following mechanisms of interaction with a private investor are offered:

Adequate (joint) financing of especially significant transport infrastructure projects (direct financing and issuance of guarantees), including participation in the authorized capital of the management company;

Issuance of government-guaranteed targeted bonds or loans;

Granting the right to lease land plots adjacent to transport infrastructure facilities to an investor;

Reducing the risks of a private investor for commercially effective, payback projects by guaranteeing debt service for the period of construction of the facility or subsidizing the interest rate (especially socially significant and non-recoupable projects can be compensated to the investor after the construction of the facility in 100% of the volume);

Investments of the resources of the pension accumulation system in transport infrastructure facilities;

Co-financing of transport infrastructure by shippers or users of transport services;

Extrabudgetary guarantees, i.e. granting the right to increase the tariff or extend the term of the agreement in the absence of sufficient financial flows for the return on investment.

The main volume of capital investments is supposed to be directed to the implementation of high-tech infrastructure projects - modern multimodal logistics complexes, high-speed highways, the creation of a national network of hub airports, and the development of the infrastructure of the largest seaports of Russia.

3.2) A special priority is given to the development and implementation of modern transport, logistics and information technologies capable of providing high-quality and competitive transport services.

It is necessary to change the very principle of the formation of program activities by selecting those projects that are able to provide the maximum synergistic and systemic effect; abandon the narrow-sectoral principle and go to the cross-sectoral functional principle of planning and infrastructure management.

3.3) The "Big Logistics Ring" is planned to be created around Moscow in conjunction with the reconstruction of the Central Ring Road in the Moscow Region. In addition to creating a network of distribution logistics centers, it also includes the transfer of warehouse, container and customs terminals from the city, the development of recreational and innovative industrial zones. The implementation of the project will help relieve the entrances to Moscow from transit traffic, free up a large number of expensive urban areas, and create about 450 thousand new jobs in the Moscow region in the next 20 years.

Similarly, the cross-sectoral functional principle should form the basis for the implementation of projects to create a national network of hub airports.

The largest infrastructure projects of the new federal target program include:

Development of a network of air hubs-hubs (Moscow air hub, Krasnoyarsk cargo airport-hub, Koltsovo airport in Yekateringburg);

Creation of a “large logistic ring” around Moscow based on the Central Ring Road in the Moscow Region;

Creation of high-speed highways (including St. Petersburg - Moscow);

Development of a high-speed rail system, including on the routes Moscow-St. Petersburg, St. Petersburg-Buslovskaya, in the summer of 2010 the high-speed route from St. Petersburg to Moscow was extended to Nizhny Novgorod.

Creation of a system of high-speed radial exits from Moscow - the first pilot project here is the construction of a toll bypass road around the city of Odintsovo;

Western High-Speed ​​Diameter (WHSD) in St. Petersburg;

Integrated development of the Ust-Luga sea trade port;

Creation of the Novorossiysk multimodal transport hub;

Modernization and creation of a new icebreaker fleet and a number of other projects.