Prospects for the development of the production and logistics system. Creation of flexible production and logistics systems Re-adjustment of equipment in logistics systems

Chapter 6. Production logistics

Definition of production logistics in the book business. The purpose of production logistics. Types of production. Differences between the logistics production system and the traditional one. Types of production logistics systems, their advantages and disadvantages. Logistics systems “Just in time”, “Construction production”, “Kanban”, MRP. Main trends in publishing. Stages of the publishing production cycle. Publisher's circulation policy. The main problems of relationships between paper manufacturers, publishers and printers. Main trends in the development of domestic printing. Problems of pricing logistics in the book business. The influence of prices on the speed of movement of book goods. The main components of retail and publishing prices for books.

Goals and objectives of production logistics

Any kind entrepreneurial activity includes three stages of the reproduction cycle: procurement (supply), production and distribution (sales). At the same time, the main content of entrepreneurial activity in any field is the production of goods or services. Procurement provides production with the necessary resources, and distribution ensures the delivery of manufactured products to consumers.

This is the activity of producing goods, services, information that are subject to subsequent sale to consumers.

Production logistics - This is a functional area of ​​logistics that manages internal material and other economic flows (service, information, financial, personnel) that arise in the process of creating goods (services).

In the book business, each of its constituent areas - publishing, printing, book trade - produces corresponding goods or services: publishing houses - publishing products, printing - printing services (printing editions), book trade - book trading services (sale of book goods). It follows from this that any book publishing enterprise can be considered as a production logistics system.

- This is a set of interconnected and interacting divisions of the company that ensure logistics optimization of the movement of intra-company economic flows.

In this chapter we will look at production logistics using the example of the publishing and printing business, i.e. those areas that produce book products. A special chapter is devoted to the production of services in the book business (see Chapter 11 “Service Logistics”).

The production activities of the enterprise should be aimed at satisfying the needs of consumers of the goods produced.

The purpose of production logisticsis such an organization of flows within the company that would ensure the production of goods (services) that most fully meet the needs of external consumers (clients) of the company, and with optimal expenditure of resources.

Therefore, at the exit from the production logistics system, we must have goods (services) manufactured in compliance with the logistics rule of the “seven Hs”: the right product in the right quantity of the right quality in the right place at the right time for the right consumer with the best (optimal) production costs .

The production process begins with the receipt and processing of raw materials (input resources), which, as a result of production operations, are endowed with new benefits for consumers and are transformed into New Product or new services ready to be delivered to consumers. In Fig. 14
it is shown that the more utility created during production process, the greater the increase in the value of output flows of goods (services) produced compared to the cost of input flows of used resources.

The relationship between input and output flows may vary depending on the specifics of the firms. In some cases, a company sells what it buys without even changing the packaging of the product. The utility of such enterprises to their clients lies in the production of utilities of time and place, carrying out warehousing and transportation work, pricing, etc., i.e. intermediary services. Along with enterprises specializing in the production of individual operations or services, there are companies with a full cycle of production and distribution. An example of such an enterprise in the book business could be the Terra holding, where not only publishing original layouts are created, but also editions of books are printed, and the process of selling these editions is carried out (for example, through a book club).

Various types of orders can be carried out in the production process: from stable orders for the production of standard products to specialized ones with unique characteristics, the occurrence of which cannot be planned in advance.

Based on the products produced, the following types of production are distinguished.

The production of standard and stable goods ensures a cyclical, repeatable production process. As a rule, the production time for such orders is short, logistics flows in cyclical production have strict schedules and can be clearly regulated.

Manufacturing occupies an intermediate position in terms of the complexity of logistics optimization with a small variety of products and large volumes of production of each item. Although the time a product spends in production is longer here (since equipment readjustments are required when moving to another type of product), the speed of flow from the entrance to the logistics production system to the exit from it is quite high and stable.

The most difficult object of logistics optimization is production with a high variety of product range and low production volumes of each item. Here, the speed and power of logistics flows are low, and the time each order spends in production is relatively long, since each type of product requires its own documentation, equipment changeover, etc.

IN modern conditions this type of production becomes predominant. We see this in the book business as an example. Cyclical production is not typical for this industry. The industry is characterized by a wide range of constantly updated products. Productions with a small variety of goods and large production volumes (circulations) were characteristic of the book business of the Soviet period. During the transition to a market economy, rapid changes occurred in the book business, the main directions of which were: a reduction in circulation, an increase in the number of titles produced, and an increase in the variety of thematic, design and printing characteristics of book products.

In a market where demand for goods exceeds supply (i.e., in a “seller’s market”), one can confidently predict that a batch of goods manufactured taking into account the current market conditions will be sold. In a situation where the sale of goods does not cause difficulties, the priority becomes the task of maximizing effective use production resources (equipment, raw materials, labor, etc.). And the larger the batch produced, the lower the unit cost of the product will be. This is fully manifested in the book business. We know that the larger the circulation of a publication, the lower the costs per copy.

In a “seller’s market” it was effectively used traditional production process, which assumes:

maintain high equipment utilization;

produce products in large quantities;

have large reserves of resources in case of fulfilling large orders, etc.

In the book business, situations of unsaturated demand arise less and less often. The industry operates in a “buyer’s market”, when the main difficulties are associated not with the production process, but with the sales process. The task of selling manufactured products in a competitive environment becomes the main one. A saturated market is characterized by fickle and difficult to predict demand, so creating large inventories of goods becomes impractical and even risky. On the other hand, in conditions of fierce competition, an entrepreneur strives to fulfill all orders received from clients, since failure to fulfill an order means losing potential profits. This means that the production process must be flexible, able to quickly respond to emerging demand.

Production in modern conditions can be competitive only if it is able to quickly change the range and quantity of products produced. In such a situation, the traditional organization of the production process does not give the required effect, so it is replaced by logistics production systems(see Table 5). Their goal is to increase the adaptability of production to rapid fluctuations in demand, to ensure the most effective transformation of enterprise resources into benefits and utility for customers.

In traditional production systems, they tried to maintain a stable production rhythm, and tried to adapt to fluctuations in demand by creating reserves of raw materials and finished products. Today, this path is too costly: in addition to the costs associated with the deadening of funds in inventories and storage costs, the risk of inventory obsolescence increases. Consequently, it is necessary to adapt to changes in demand not through inventories of finished products, but through reserves of production capacity and the flexibility of production logistics systems.

This is the ability to quickly adapt to changing operating conditions at minimal cost and with minimal reduction in productivity. Flexibility is one of the effective means of ensuring sustainability in the production process.

Logistics production systems must be highly adaptive, i.e. capable of accurately responding to any changes in external environment. Changes can affect the results of the enterprise's activities either for the worse - then we must strive to neutralize the consequences as much as possible, or for the better - then we need to make the most of the changes.

Table 5

Traditional and logistics production systems

The modern market places the following requirements on production logistics systems:

increasing the range of goods (services) produced, individualizing their consumer properties;

reducing the residence time of products during the production process;

increasing the number of technologies used in the logistics system;

reduction of time not only for production, but also for delivery of goods to consumers;

increasing requirements for the quality, reliability and environmental friendliness of manufactured products.

Consumer orders are becoming smaller and more individual. The so-called process of product customization is underway. is a set of logistics operations that give products properties and parameters that meet the requirements of specific consumers.

Experts note that in modern economy In a certain sense, there is a return to handicraft production, when an artisan made a specific product for a specific customer. Naturally, this return occurs at a new technological level, which allows, without losing the productivity characteristic of mass production, to meet the requirements for the level of quality characteristic of the masters of the past.

In the book business, these processes are fully manifested. They received their most striking manifestation in the “Books on Demand” technology, according to which a specific book is produced in response to a single demand of a specific consumer.

Taking into account the individual requirements of consumers is in a certain contradiction with the potential profitability of the product being manufactured. In traditional production systems, cost reduction is associated with stable and mass production. Logistics principles of production process management require the correlation of production costs with the results obtained from the sale of products.

Manufacturing enterprises must be able to find a balance between goods and services, the production of which generates income, and goods that consume funds and resources. Products may not generate income for various reasons. For example, new products that take time to be recognized by customers, or, conversely, products that are ending their life cycle, which must be promptly removed from the market. In this regard, one of the main tasks of production planning is deciding which products should be launched and expanded, which ones should be maintained, and which ones should be reduced in order to ensure balanced material and financial flows.

One of the methods for planning a balanced portfolio of goods (services) is the matrix of the Boston Advisory Group (see Section 3.7, Fig. 12
), which is widely used in marketing.

Types of production logistics systems

Despite the fact that logistics is a young science, it has accumulated solid experience in the development and implementation of production logistics systems. Distinguish two main types of logistics systems: pushing and pulling. These types of systems operate not only in production, but also in purchasing and distribution logistics areas.

Distinctive feature systems of this type is that the supply of materials from one logistics operation to the next is carried out in accordance with a pre-formed rigid production schedule, i.e. regardless of whether these materials are needed at a given time and in a given quantity in a subsequent process operation. Material resources are, as it were, “pushed” from one link of the logistics system to another.

In distribution systems, this principle means the formation of inventory in trading enterprises ahead of demand in relation to demand. Here the role of the supplier is more active. Such supply systems are effective in markets for goods for which demand exceeds supply (“seller’s market”). The manufacturer in such systems is forced to stimulate the promotion of products to the market and their sale by establishing special discounts or creating additional stocks of goods in retail trade.

The main disadvantage of the “push” system is that it does not track demand quickly enough, which leads to the need to create safety stocks that prevent production disruptions due to changes in demand. Safety stocks lead to a slowdown in the turnover of working capital.

The main positive aspect of this system is stability, reliability of operation in the event of sharp fluctuations in demand or unreliable suppliers.

This production system, in which the supply of materials from the previous technological operation is carried out as needed, and therefore there is no strict schedule. In distribution logistics, this means a sales strategy aimed at proactively stimulating consumer demand for products. With this system, inventories are minimal. Material flow management in these conditions places increased demands on the organization of information flows. The better they are coordinated, the lower the production costs, the better the utilization of production capacity and the higher the reliability of the entire logistics system.

Pull systems assume a more active role for the recipient of the product. They operate effectively in markets where supply exceeds demand (“buyer’s market”). The implementation of these systems in distribution logistics involves large-scale advertising campaigns carried out by the manufacturer. Advertising stimulates demand from consumers who request advertised products from retailers. Those turn to wholesalers, and the latter - to manufacturers. It turns out that the product is “pulled” from the manufacturer based on demand stimulated by advertising.

To put it simply, we can say that the system of movement of logistics flows in accordance with customer orders is a pull system, and production to a warehouse is a push system. In the case of pull, responsibility for the movement of flows lies with the final link in the logistics chain, since it determines the order. When pushing, responsibility is more evenly distributed among the participants in the supply chain, which reduces the risk of wrong decisions and increases the stability of the system. However, it becomes less flexible, as the “feedback” with the last links of the supply chain deteriorates.

To date, enough has been created a large number of logistics systems, but all of them are based either on the principle of “push” or on the principle of “pulling” products for logistics operations.

Let's look at some of the most common logistics production systems.

This is a pull system. The main idea of ​​the system is to minimize inventory based on the precise delivery of products at the appointed time in the designated quantity.

The Just-in-Time system originated in the late 1950s at the Japanese automobile company Toyota Motors and had a significant effect. The introduction of this logistics system can significantly reduce inventories of work in progress and finished products, as well as reduce costs.

The Just in Time concept is based on the idea synchronization of resource delivery processes with the need for them. Fundamental principle is as follows: if there is a schedule for the production process, then it is possible to organize the movement of flows in such a way that all materials and semi-finished products will arrive in the right quantities to the right place and exactly on time for the production of finished products. This requires rapid transfer of data between departments and coordination of parts suppliers. Supply material resources in the required quantity by the time a link in the logistics system needs them, ensures the rhythm of production and improves the quality of finished products, and significantly reduces inventories in all links of the logistics chain. Released at the same time warehouses can be used more effectively.

The “Just in Time” system, in addition to minimum inventories, is characterized by the production (supply) of small batches of finished products, long term relationship with a small number of reliable suppliers, a philosophy of total quality management, efficient information support logistics processes, high quality logistics services.

Increasingly widespread in last years receives system "Building production" (" Lean production») . It gets its name because it aims to reduce resource consumption compared to traditional production systems. This means not only reduction of material resources(less inventory), but also reduction in production time units of production, reduction of losses from defects, etc.

The essence of this system is expressed in the creative combination of such components as:

high quality of products (services);

reducing the size of produced batches of goods and production time;

eliminating useless operations;

focus on the use of highly qualified personnel;

use of flexible equipment that requires little time for changeover.

In the “Construction Production” system, necessary operations are the operations of transformation (transformation) of raw materials into finished products and transportation. In this system, they strive to work in such a way that quality checks are carried out as rarely as possible (in accordance with the concept of total quality management), and the operations “warehouse” and “waiting” are eliminated altogether. Thus, eliminating useless operations- the motto of the concept of “harmonious production” (Fig. 22 ). As can be seen from the figure, if the traditional production system involves 13 operations, then “Building production” involves six. Reducing operations is achieved by eliminating unnecessary activities such as delays due to inconsistency, quality control, transportation to storage, stockpiling, etc.

This approach provides a significant reduction in logistics costs and the duration of the production period. However, the Construction Production system places increased demands on the enterprise’s partners (suppliers and recipients). Let's highlight the most important ones:

delivery of resources in accordance with Just-in-Time technology;

resources must meet all the requirements of quality standards and have certificates to eliminate incoming control by the recipient;

prices for resources should be as low as possible, taking into account long-term economic ties for supplies, but the desire to reduce prices should not prevail over the quality of resources;

sellers must accompany supplies of resources with documentation confirming quality control.

This is a pull system. Its distinctive feature is that structural units firms do not have a strict production schedule, but organize your work in accordance with the order divisions of the company that carry out operations at a subsequent stage of the production process. Orders are transmitted in the form of cards (“kanban”), which contain information about the quantities consumed and produced.

The main priority is to complete current tasks, so the working day ends only after they are completed. This requires the development of appropriate principles of labor relations between employer and employee. In this system, inventories of materials (goods) are close to zero value. Managing material flows in such conditions requires appropriate organization of information flow. The better the material and information flows are coordinated, the lower the costs, the better the utilization of production capacity and the higher the reliability of the entire system.

This is an example of a push system. In it, the initial period of production of the final product is determined, then the time and required amount resources to fulfill the order. The MRP system was developed in the USA in the mid-1950s. Since the operation of the system involves processing a large amount of information, MRP became widespread only in the 1970s, which was associated with the development of computer technology. Similar systems were developed and used in the military industry of the USSR at the same time.

The main disadvantage of MRP, like all push systems, is that it does not respond quickly enough to changes in demand, which necessitates the need for safety stocks. In this regard, attempts have been made to create combined systems based on MRP and Kanban in order to maximize the advantages of each of them and eliminate the disadvantages inherent in each system separately. Typically, MRP is used to plan purchases and sales, and Kanban is used to manage the production process.

In distribution logistics, systems similar to MRP are called distribution requirements planning (DRP) systems. DRP regulates inventories of goods in wholesale and retail warehouses trading network. This allows you to reduce the costs of storage and inventory management, reduce their level, reduce transportation costs by developing effective schedules for the delivery of goods; improve the connection between production links of supply chains and distribution chains; improve logistics service by reducing delivery time and the ability to satisfy consumer requests.

Production logistics in publishing and printing

The scope of production in the book business is presented publishing and printing enterprises. In publishing houses, the original layout of the book is created, and in printing enterprises it is replicated in the number of copies intended for sale.

There are about 6,000 publishing houses in Russia, differing significantly in scale and areas of activity. A typical publishing house is one that produces 10-30 titles per year. The permanent staff of such publishing houses ranges from 5 to 10 people. The few large publishing houses employ between 100 and 200 people. There are publishing houses that carry out the entire cycle of work and even have printing enterprises and distribution network(for example, companies “AST”, “INFRA-M”, “Terra”, etc.).

With the general trend towards consolidation and universalization, specialized publishing houses appear and develop both in the subject of the publications they publish and in the types of work performed. For example, such a type of publishing enterprise as packagers came to us from foreign practice. Packers are companies or individuals, performing only purely publishing functions. They develop the idea of ​​a new book, carry out editorial preparation and transfer the idea of ​​the publication or the original layout to another publishing house, which takes upon itself the printing of the publication and the sale of the circulation. For example, the AST publishing group actively works with packagers.

Our country has a fairly developed publishing system, and this is primarily due to the fact that book products are in steady demand. Consumer demand for book products depends on the prevalence of reading in society, its intensity, the degree to which demand is met by home and public libraries, and the book market. The demand for book products in recent years has been influenced by quite complex and numerous factors manifested in Russian social, economic and political life, although reading books continues to occupy a significant place in the structure of Russians’ free time. It should be noted that the book business quite successfully satisfies the required volume of effective demand. This happens mainly due to the expansion of the topics of published books and the increase in the number of titles. The modern book market is a saturated market. Experts note that only in certain regions of the country there is still unmet demand. But this does not change the overall picture of the industry, which operates under the dictates of the buyer and fierce competition.

In the book business we see the same trends that are characteristic of modern production. Processes are underway product customization- reduction of circulations, reprinting them as necessary, delivery to the distribution network in ever smaller batches, return of books not sold within the prescribed period from the distribution network to the publishing house, etc. Under these conditions, as world experience shows, the effective functioning of book production is impossible without the use of logistics, without optimizing economic flows.

The impact of informatization of society on the book market should be taken into account. Influence electronic publications is still small, but their development trends must be carefully analyzed, first of all, so that the book industry can not only adapt to their existence, but also take advantage of it. The book industry experiences such a process of adaptation and assimilation of experience in relation to periodicals. In the information market, periodicals attract consumers with their efficiency, conciseness, ease of presentation of materials, and variety of publications. Taking these advantages into account, publishing houses strive to reduce the production time of publications by attracting regular authors who can flexibly respond to reader demand, speeding up the delivery of books to the reader thanks to well-established connections with the printing industry and book trade, i.e. building effective logistics chains that ensure prompt promotion of goods.

Another direction in the development of book production is entry of the publishing business into the information business. This process is taking place against the backdrop of concentration of production and enlargement of enterprises. Within the framework of one company, all chains of preparing information - in the form of books, CD-ROMs, television films, video and audio cassettes - and bringing it to consumers are concentrated. In such a chain of information processing, publishing houses become sources of topics and stories, which are then used on television, in the video business, etc. In this regard, information business entrepreneurs began to treat publishing houses not as competitors, but as information suppliers and invest capital in book publishing.

On the other hand, as foreign practice shows, most publishing houses would not be able to survive on income from the sale of their products alone. Many of them receive significant income from the assignment of rights to translate the work into other languages, dramatizations on radio or television, release of audio and video cassettes, etc. Income from the assignment of rights can be quite comparable to profits from the main publishing activity.

Experts note that the role of the publisher in the future should increase and consist of developing ideas, searching for authors to implement these ideas in the form of various information products- books, periodicals, videos, television films, CDs, computer programs etc. The publisher will discover, select, improve, present and distribute information and products of intellectual creativity, and choose the forms in which they will be presented. This trend meets the needs modern market in an increasingly accurate, “personal” account of buyers’ requests, their requirements not only for the content of works, but also for the form of its presentation.

One of the promising areas for the development of publishing is the printing of mini-circulations or individual copies of books according to an individual customer order. This technology is called “Books on Demand” (books on order). In the past, printing books in small editions created problems not only for publishers and printers; the sale of small-circulation publications was no less difficult. Modern Internet technologies help solve this problem. Collection of circulation can be done via the Internet, which allows you to determine the exact number of buyers. Moreover, a book that has found only one buyer can still be printed according to his order in one copy. Digital printing makes this possible.

Digital printing in printing- This is a computer-printing machine technology. Digital printing makes it possible to:

produce small quantities;

print products as orders are received from the publisher or bookseller;

print variable data, i.e. individual text and illustration materials for each copy (for example, a significant part of the document can be changed in accordance with the interests of readers).

In the global book publishing business, as in many other areas of production, there are two trends:

creation of elite book products, for example, using hand typesetting and layout, high-quality paper, luxury binding, etc.;

democratization of products- mass production of cheap and ultra-cheap publications, which nevertheless have a high quality of editorial preparation, printing and design, are equipped with a well-thought-out reference apparatus, and have a convenient format.

Increasing consumer demands for the quality of publishing products also determines increased demands for the professionalism and skill of the publisher. A modern book publisher talks about himself as follows: “A publisher is someone who publishes what what he can be responsible for as a publisher. That is, it can answer the question: why are you publishing this, for what purpose and what line of publishing policy do you want to build with this work. It is necessary to take into account both the creative originality of the book project and its commercial side.”

Full publishing production cycle includes the following components:

The flow of work in the publishing process can be described in more detail as follows:

Let’s find out from what sources manuscripts come to the publishing house (i.e. how the publishing portfolio is formed), based on the results of a survey of business literature publishers:

most publishers (54%) use a passive method of waiting for manuscript proposals from authors;

slightly more than a third of respondents (37%) are actively searching for new authors;

cooperate with foreign publishing houses and literary agencies to acquire copyrights - 31%.

When deciding what to publish, publishers are primarily concerned with:

relevance of the future book (60% of respondents);

perceived commercial benefit (31%).

It is the most important part of publishing activity, largely determining its subsequent success. The publishing house receives manuscripts both from authors with whom they have previously collaborated, and mainly from unknown authors. Foreign experience shows that the average publishing house fiction, which publishes about 50 titles a year, receives 2-4 thousand manuscripts from unknown authors annually. From this it is clear how important it is to identify from this huge array of proposals those that will bring success to the publishing house and the author. The first reading of the manuscript is done to determine whether it is fundamentally possible to publish it in a publishing house, i.e. compliance with the profile of the publishing house, its needs at the moment, and also, of course, compliance with the requirements for a literary work. Texts that have passed the initial selection are subject to in-depth analysis. For this purpose, they can be read by other employees of the publishing house. The final decision on the publication of the text is usually made by the publisher personally or jointly with the director of the series.

As shown Foreign experience, on average, only 10% of published books reach publishing houses this way. And although this share is small, this source is very important, because in this way the publishing house discovers new authors. Regular authors usually work with the publishing house under a contract. Nevertheless, the manuscripts they create should be subjected to the same careful analysis as the works of unknown authors.

It is typical for Europe that even famous authors collaborate with one, “their” publishing house. The transfer of a famous author from one publisher to another is an exceptional phenomenon, associated with some special circumstances. In the USA, an author can be independent and put each of his new books up for auction with publishers, thus receiving the maximum royalty.

Often a foreign publisher orders a book or gives the author an idea. This is especially true for specialized publishing houses. Publishing houses, knowing very well their rather narrow market, do not wait for proposals from authors, but order exactly what they need now. But even in foreign fiction publishing houses, books ordered by authors account for up to half of the output.

Another way to receive a manuscript is from literary agents. This source is especially significant for the publishing industry in the USA and Great Britain. Literary agents are intermediaries between authors and publishers. There are few of them, they are well known to publishers, so the books they offer are considered to meet a certain level of quality. The practice of contacting literary agents will also develop in the domestic book business.

When starting to prepare a manuscript for publication, the publisher must first determine appearance books (format, binding, paper type, font, printing method, etc.) and circulation. The first issue is resolved by the editorial, marketing and economic services of the publishing house. How the book will be perceived by a potential buyer largely depends on the correct solution to this issue.

One of critical issues publishing is the right thing to do determination of circulation. Here the results of marketing research of the book market are fully demonstrated. When determining the circulation, one should strive, on the one hand, to avoid unprofitable reprints (in any case, soon after the release of the initial circulation), and, on the other, to avoid unsold remnants of the circulation. If the circulation was insufficient, then in this case the publishing house will suffer losses, since the disappearance of a book even for some time from the shelves of bookstores sharply reduces interest in it among buyers. An initial print run that is too large, even if it sells out over time, also has its downsides: storing it in a warehouse for a long time can be more expensive than reprinting. Modern publishers are careful when determining circulation; now large initial editions are printed extremely rarely, in cases where a book is guaranteed to become a bestseller.

The circulation of expensive publishing projects, as a rule, is based on data from a preliminary special marketing research; the decision is made at the level of the publishing house's top management. Release mass publications planned according to the level of sales of similar topics. Such publications are produced in trial editions (3, 5, less often 10 thousand copies), then, if necessary, additional printing is done. In modern Russian book publishing, reprinting of copies is usually practiced by large and medium-sized publishing houses.

Saved in in electronic format original layouts of the best-selling publications can be reprinted by urgent order within a week for black and white publications and within a month or two in Russia or abroad for more complex color publications. It should be noted that the practice of reprinting has not received sufficient development, primarily because publishing houses do not yet have well-established channels for receiving information about the progress of book sales in various regions and retail outlets, on the basis of which they could make a timely decision on reprinting.

Layout originals large publishing houses prepare their own materials using computer systems; medium and small publishing houses often resort to the services of service companies.

When the original layout of the publication is ready (and sometimes at an earlier stage), the publishing house determines which printing house will place the order for printing the edition. This takes into account the possible timing of the order, the quality of printing services, the technical capabilities of the printing house, and prices for printing services. That is, the same problem of choosing a partner is solved here, which we talked about in section. 5.2 in relation to the selection of a supplier. Many publishing houses have fairly stable ties with printing enterprises.

Let's briefly describe state of the printing industry, which ensures the timeliness and quality of printing of book products. But first, let us outline the main trends in the papermaking industry, since it often became a limiter or a “bottleneck” that negatively affected the overall level of development of book publishing in the country.

In general, at present the quality of domestic paper does not satisfy its consumers. The quality of offset grades of printing paper lags behind the world level, and coated paper good quality They are practically not produced in Russia. This, naturally, cannot but have a negative impact on the consumer quality of publishing products, forcing in some cases to purchase imported paper.

In addition, there is a shortage of paper for book production in Russia. The need for it is growing, but the capacity of pulp and paper mills is not increasing. This is due to the fact that the development of paper-making enterprises requires significant capital investments. What makes the problem worse is that wallets tend to the best varieties sell their products abroad, and Russian enterprises are provided on a residual basis and, moreover, they are offered paper of not the best quality.

A publisher can use two ways to meet its paper needs:

purchase paper yourself, and then transfer it to the printing house for printing;

print the circulation on paper available at the printing company.

Printing enterprises strive to provide their publishing customers with maximum services, including providing them with paper. This is beneficial for both the publisher and the printing house, since the printing house can purchase a large volume of paper, receiving significant price discounts from suppliers.

According to experts, the main problem in the relationship between companies selling paper and their buyers - publishing houses and printing houses - is the insufficient level of services provided by sellers. The reason is that there is currently a scarce market in paper sales, i.e. "seller's market". Under these conditions, paper quality requirements are often lowered, and pulp and paper mills refuse to accept defective products from customers. Complications arise with the prompt execution of customer orders, which are associated not with delivery problems, but with the lack of the required grades of paper in the manufacturer’s warehouses. In turn, paper manufacturers cite that they have a lot of problems associated not only with a lack of paper production capacity and obsolescence of equipment, but also with a shortage of raw materials, electricity, etc.

Thus, the logistics chain and the interconnections of its links at the stage of paper production and supply are quite complex and need to be modernized. In addition to investment and technological problems There are also purely logistical ones. For example, paper suppliers note that the quality of service to paper buyers would be higher if there was closer interaction between these links. Suppliers would like customers to communicate their needs to them in advance. This is hampered by insufficiently clear interaction between subsequent links in the supply chain: the printing house - its customers. Printing enterprises often cannot predict their paper needs because they do not have stable orders or their relationships with publishing houses do not imply proactive information from the latter about paper needs.

Paper suppliers strive to build their work on logistics principles and improve the level of customer service, but the problems noted above hinder this. It is hardly possible to name companies that would offer their clients a wide range of grades of paper capable of satisfying the requirements of any publishing house or printing house, while the speed of completing a customer order would be measured in hours. Paper suppliers are aware that in order to provide this level of logistics, they still need to do a lot: improve relations with paper manufacturers, develop modern warehouse complexes, expand additional services to customers (for example, cutting paper into the required format), etc.

A feature of the Russian printing industry is that here great share state enterprises . At the beginning of 2000 they amounted to about 40%. The largest printing houses are state-owned, so the bulk of book circulation is produced by them. Keep in mind that these businesses have been around for a long time. They were created in other socio-economic conditions, in Soviet era, when focusing on printing large quantities. Suffice it to say that in the early 1990s, the average circulation of books was close to 50 thousand copies, and now it is less than 9 thousand. Such a significant reduction in circulation, increasing requirements for the quality and efficiency of printing services require not only the re-equipment of production with modern printing equipment, but also building the production process on new logistics principles. However, these processes in the state printing industry are proceeding slowly. This is explained, on the one hand, by the need for large investments with not very high profitability of printing production, which hinders the flow of private capital into the printing industry. On the other hand, managers of state-owned enterprises are not very actively mastering production logistics and other latest achievements. It should also be noted that printing enterprises mainly use imported equipment. Domestic printing engineering has never been advanced. And in Soviet times the main complex printing machines and binding equipment were purchased abroad. Those models of printing equipment that are being developed today at Russian factories do not satisfy printers in terms of the main parameters: productivity, reliability, flexibility, etc. According to experts, in the field of printing engineering, our country is unlikely to compete with Western manufacturers in the near future.

Quite high in printing production concentration level. On 10 largest enterprises More than 40% of the volume of printed materials produced by printing houses subordinate to the Ministry of the Russian Federation for Press, Television and Radio Broadcasting and Mass Communications is produced. The concentration of production is even higher in the book production sector: 7 enterprises produce 53.5% of the pages of books and brochures. The Chekhov Printing Plant accounts for 76.2% of all magazine products produced in our country. The largest printing enterprises are the “First Exemplary Printing House” (Moscow), the “Children’s Literature” printing plant (Tver), the Chekhov Printing Plant, the “Red Proletary” printing company, JSC “Young Guard”, the Smolensk Printing Plant, etc.

An important trend is the growth in the number of non-state printing enterprises. Many of them were created in the last decade and have not only modern equipment, but also modern management. They went out to high level quality of printing works.

In general, the printing industry is experiencing excess printing capacity. Almost only half of the equipment is used for printing books and newspapers, and even less for graphic labels, forms and other printed products. This is primarily due to a reduction in the circulation of published publications, as well as to some publishing houses placing their orders for printing copies in foreign printing houses. The excess supply of printing services compared to the demand for them puts printing enterprises in a difficult situation when they are forced to agree to perform work on unfavorable terms.

The sequence of logistics operations in the production of publishing products is presented in Fig. 23 . When producing brochures and sheet products, some post-printing operations (gluing endpapers, inserting a block, etc.) are not performed. IN modern systems Some pre-press operations may be missing. This is especially true for digital printing.

The digital printing process has the following features:

the processes of manufacturing photoforms and printing forms are excluded;

The circulation is printed directly from the computer;

It is possible to move from one job to another during the printing process without stopping the machine and with virtually no waste of materials.

Many Russian printing houses can do this with a good level of quality, so there is a growing trend of closer and more constant cooperation between publishers and domestic printers. True, there are examples of turning to a foreign printing base for reasons not directly related to the quality of printing work. For example, the Terra publishing house, in order to reduce postage costs when sending books by mail to book club buyers, prints black and white books abroad, because they use the so-called “puffy” ones, i.e. lighter grades of paper, which we do not yet produce in sufficient variety and volume. However, some Russian paper mills are beginning to master the production of similar grades of paper.

High quality printing of color publications, including magazines and newspapers, is still unattainable for many domestic printing enterprises. In this regard, there is an urgent need to develop the modern color printing market, as well as to increase the flexibility of printing services and the mobility of printing processes. Unlike publishing and the book trade, the printing industry operates in competition with foreign enterprises. Understanding this, managers of leading printing enterprises strive to develop their competitive advantages, one of which is reducing the speed of order fulfillment. Today, printing a black and white edition takes less than a month. The reduction in publication time has become possible as a result of the active implementation of computer systems. Particularly significant progress has been achieved in the computerization of pre-press processes (creation of the original layout). In addition, increasingly these processes are carried out in publishing houses or service firms.

Rapid changes in the book market and the development of the ability to quickly respond to these changes lead to an increase in the dynamism of the book business. This is expressed, in particular, in the fact that publishing houses have switched mainly to a six-month planning cycle for their activities. They are focused on presenting their new products at spring and autumn Russian and foreign book fairs.

We looked at production logistics using the example of publishing and printing activities, but it should be remembered that in bookselling enterprises there are also internal material and other economic flows (information, financial, personnel). Here they are associated not with the production of book goods, which enter the book trade already ready for sale (with the exception of pre-sale preparation), but with the process of creating book trading services. Let us briefly describe how material flows move in a modern retail bookselling enterprise.

As a result of purchasing logistics operations, book goods are received from suppliers to the bookstore in a certain quantity and on time. The goods are accompanied by relevant information in paper and electronic form. Reception of goods is carried out using laser barcode readers. Determining the number of copies of books that need to be transferred to the sales floor is done automatically using a computer system. Before being delivered to the sales floor, books that have not undergone pre-sale preparation from suppliers undergo it in the bookstore. Pre-sale preparation includes printing barcode labels, sticking them on the product, and inserting a security label. IN trading floor books are posted on trade equipment, then there is a process of familiarizing buyers with them, and then providing services to buyers in the process of selling books. When paying for the purchase of books, the sale is registered by the cash register module. Sales information is accumulated, analyzed and used to manage logistics flows. The logistics process for selling book products is described in more detail in the chapter “Retail Sales Logistics.”

Logistics of pricing in the book business

The movement of material flows in the production sector is significantly influenced by the prices for the raw materials used, as well as prices for services (for example, transport tariffs, electricity tariffs, etc.). As a result of processing raw materials and producing products (services), the manufacturer has goods intended for sale at the exit from the logistics system. In order to successfully sell them and receive necessary funds To continue production, the entrepreneur must correctly set prices for the goods he produces.

The main task of pricing logistics - ensure the enterprise receives maximum (current or future) profit by setting prices that take into account the demand for goods (services) sold, competition, costs and other factors, which would allow optimizing the movement of all types of flows.

The quality of goods and services, methods of sale, costs of production and promotion - all this affects the cost of the product, and therefore the price that the consumer will pay. At the same time, the price must be acceptable to the consumer, otherwise the required sales volume will not be ensured. Therefore, it is necessary to know quite accurately, on the one hand, what level of quality of goods, services for their distribution and promotion the consumer wants to receive, and on the other hand, what price he is willing to pay for these goods and services. Logistics specialists obtain such information from marketing research.

The logistician’s task, based on this data, is to predict the main parameters of goods flows at different price levels: speed of movement, power of flows, efficiency of using movement channels, etc. This takes into account an indicator such as price elasticity of demand. ).

The price elasticity of demand for books is determined by the usefulness of the book for the buyer and the possibility of replacing it with either a similar content or another type of storage medium (magazine, e-book, online book, etc.).

It is known that maximum profit is achieved not by establishing high price per product, but due to the optimal balance between price and sales volume. In order to determine the optimal value of prices for manufactured goods (services), it is necessary to use a logistics approach. In accordance with it, it is necessary to monitor how prices develop at all stages of promotion: from the moment of purchasing raw materials to the final retail price that the buyer will pay in the bookstore. The following must be taken into account:

Prices affect speed and other characteristics commodity flows at all stages of their movement. Three main stages of product distribution can be distinguished (more details about distribution channels will be discussed in the next chapter): production, wholesale, retail trade. Accordingly, the prices of the manufacturer (publishing price), wholesaler (wholesale price) and retail enterprise(retail or final price). With each transition to the next stage of product distribution (with each transaction), the price increases.

Manufacturing companies are interested in controlling prices throughout the chain. This is understandable, since, knowing the final price, they can much more accurately determine the volume of demand and sales. A manufacturer (publisher) can achieve control over prices in the supply chain in two ways: by having its own wholesale and retail bookselling network or by entering into agreements with book trade enterprises to sell books at prices set by the publishing house itself. Both ways are easier for large firms to implement. Some of them only manage to control wholesale price, but there are examples of a more active pricing policy along the entire route of movement of book goods.

Thus, pricing logistics begins at the stage of purchasing logistics (prices for raw materials and materials), moves into the production sphere, where the manufacturer’s price for finished products is formed, and continues in the distribution sphere, where, as we will see later, prices increase significantly.

Each manufacturer of goods and services forms and implements its own pricing policy based on the company’s mission, its goals and objectives in the market. What consumer groups and what level of quality goods (services) the manufacturer seeks to serve - pricing logistics depend on this. However, one cannot ignore social, economic, cultural and other factors external to the logistics production system. The determining factors for pricing logistics in the book business in our country are economic forces, first of all, the effective demand of the population. It is the effective demand that is now the “bottleneck” that is holding back the growth of production and sales of book goods. Based on this, publishers and booksellers strive to contain the rise in book prices as much as possible. Publishers are forced to lower royalties to authors, reduce editorial costs to a minimum, print books on cheap types of paper, etc.

The publisher in most cases remains the owner of his product until the moment when it is purchased by the final consumer. Therefore, it is natural for the publisher to set a final retail price. Abroad, this practice is called “fixed prices”, i.e. uniform, constant prices at which the book is sold to the end consumer. In those countries where book prices are free (USA, Canada, UK, etc.), the prices set by the publisher are considered recommended, so discounts can be made to customers. Retail booksellers cannot set prices higher than recommended prices in conditions of fierce competition and saturation of the book market. Large bookselling enterprises - bookselling chains, book departments of supermarkets, etc. - sell books at discounts (i.e. lower than recommended). With this pricing policy they strive to increase sales. There is a lively discussion in the foreign book industry about the need to maintain “fixed prices.” Its supporters are convinced that “fixed prices” make it possible to preserve small bookstores, and their presence ensures freedom of competition and accessibility of books to the population.

Large booksellers use book clubs to circumvent "fixed price" agreements. In countries where there is an agreement on “fixed prices” (Germany, France), a large number of books are sold through book clubs at a price at least 25% lower than the retail price in a bookstore. In Germany, 25% of the total retail book trade turnover is sold through book clubs, in France - about 11%.

Non-book trade enterprises - book departments of department stores and supermarkets - do not participate in the agreement on “fixed prices”. These stores base their bookselling policy on selling a limited range of bestsellers low prices, thus obtaining large sales volumes. The share of supermarkets in the retail book trade turnover of Western countries is increasing. As a rule, stores of large bookselling chains also sell at a discount.

Let's consider main components of the retail price of a book. As we have already noted, the retail price consists of the manufacturer’s price, to which is added the price of the wholesaler’s services and the price of the retailer’s services. Thus, the retail price is:

Ts r = Ts and + Ts o + Ts y,

where Ts r is the retail price of the book; C and - publishing price; Ts about - the price of services provided by the wholesaler; Ts y - the price of services of a retail bookseller.

The publisher must calculate the estimated price of the publication before starting work on its release (Fig. 25
). After spending marketing research and after analyzing the prices established in the market for similar books, as well as the prices of competitors, the publishing house determines what edition to release the publication and what period of sale of the edition should be targeted. Having calculated the price based on this data, the publisher analyzes it from the point of view of how well it meets the company's mission, marketing and logistics strategy. If it is necessary to reduce the price, then opportunities to reduce costs or profits are sought. If it is acceptable to increase the price of a publication, they choose the path of increasing its quality (and, accordingly, the associated costs) or profit. This sets the final publishing price.

At different stages of the company's activity when changing external factors A publishing house or bookseller may have different pricing strategies. In marketing, there are basic pricing strategies: following competitors' prices, setting prices below competitors' prices to penetrate the market, inflating prices for new products that have no competitors.

The publishing price consists of the following components:

cost of the manuscript(author's royalties). Currently, two forms of royalties are practiced: a fixed fee, regardless of the cost of the publication; royalties to the author in the form of a share of the price of each book sold;

editorial and publishing expenses(costs of preparing the manuscript for printing);

printing costs(printing reproduction of the original layout and printing), including costs for materials (paper, binding materials, paint, etc.);

expenses for promotion and distribution of the publication: warehouse, transportation costs, wages for warehouse and transport workers, sales agents (the latter - usually as a percentage of completed contracts for the sale of publications), costs for the return of unsold book products, costs for advertising and sales promotion;

publishing overhead costs(premises rental, communal payments, Administrative expenses);

publishing house profit.

Author's royalties (if fixed), editorial and publishing expenses, overheads and part of the costs of advertising and promotion are called “conditionally fixed”, i.e. independent of circulation. Expenses for printing materials, printing execution, distribution of book goods - “conditionally variable”, i.e. growing with increasing circulation.

Although each publishing house and bookselling enterprise adheres to its own pricing logistics, however, in conditions saturated market the price level stabilizes. Therefore, knowing the publishing price, you can quite accurately determine at what price the book will be sold at both the wholesale and retail levels.

Publishers can provide a system of discounts from the publishing price to wholesale buyers. In this way, purchases of goods are stimulated on terms favorable to the publishing house. There are the following types of discounts for wholesale buyers:

In the future, the range and types of discounts will apparently expand. Based on foreign experience, we can assume the provision of discounts to libraries educational institutions, book clubs, charitable discounts, etc.

The price of a wholesale bookseller consists of the price at which he purchased the goods from the publisher and the price of the services provided by him (storage, delivery, batch packaging, etc.). The price of a wholesaler's services includes his costs and profits. Just as in publishing, prices for wholesale services are set taking into account the company’s development philosophy and the chosen pricing strategy. The main types of expenses of a wholesale bookseller are: warehouse, transportation, costs of processing and fulfilling customer orders, advertising and promotion, wages of employees, overhead costs.

Finally, the retail bookseller adds his share to the price of book goods, forming the retail price at which the consumer purchases the book. The price of services of a retail bookseller is formed in a similar way. The composition of costs (distribution costs) in retail trade differs slightly compared to wholesale, but the share various types costs in total costs may be different.

As already noted, more and more attention in the book business is paid to the coordination pricing policy, used by various parts of the logistics chain. In this case, the logistics concepts of total costs, compromises, integration and coordination of activities, and total quality management are widely used.

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Micrologistic concept of “lean production”

In recent years, in many Western companies, when organizing production and in operational management, the logistics concept of “lean production” (LP) has become widespread. Logistics concept of "lean production"- This is the development of the “just in time” concept. It includes elements such as KANBAN and “requirements/resource planning” systems. The essence of the intra-production logistics concept of “lean production” is expressed in the creative combination of the following main components:

High Quality;

Small production batch sizes;

Low inventory levels;

Highly qualified personnel;

Flexible manufacturing technologies.

The concept of “lean production” got its name because it requires much less resources than mass production (less inventory, time to produce a unit of product), causes less losses from defects, etc. Thus, this concept combines the advantages of mass production (high volume production - low cost) and small-scale production (product variety and flexibility). The main goals of the lean production concept in terms of logistics are:

High product quality standards;

Low production costs;

Quick response to changes in consumer demand;

Short equipment changeover time.

The key elements of implementing logistics goals in operational management when using this concept are:

Reducing preparatory and final time;

Small batch size of manufactured products;

Short production period;

Quality control of all processes;

General productive support (support), partnerships with reliable suppliers;

Elastic flow processes;

“pull” information system.

Of great importance for the implementation of the concept of “lean production” in the intra-production logistics system is total quality control at all levels of the production cycle. As a rule, most Western companies use the concept of total quality management and the ISO-9000 series of standards when controlling the quality of their products. In the processes of manufacturing products and managing the flow of material resources in a “lean production” system, five components are usually distinguished, which we will denote by the corresponding symbols:

– transformation (material resources are transformed into finished products);

– inspections (control at each stage of the production cycle);

– transportation (material resources, work-in-progress inventories and finished products);

– warehousing (material resources, work-in-progress inventories and finished products);

– delays (in the production cycle).

Logistics management of these components should be aimed at realizing the goals of lean production systems. In this regard, the necessary elements are transformation and transportation, quality inspections should be carried out as rarely as possible (in accordance with the concept of total quality management), and the elements of “warehousing” and “delays” should be completely excluded. In other words, it is necessary to eliminate wasteful operations, which is the motto of the concept of “lean production”.

In the process of developing scientific and technological progress, the formation of a buyer's market, changing priorities in consumer motivations and the intensification of all forms of competition, the dynamism of the market environment is increasing. At the same time, trying to maintain the advantages of mass production, but subject to the trend of individualization, entrepreneurs are increasingly convinced of the need to organize production along the lines of flexible production and logistics systems. In the sphere of circulation, services, management - flexible, reconfigurable logistics systems.

A flexible production and logistics system is a set of various combinations of numerically controlled equipment, robotic technological complexes, flexible production modules, individual units of technological equipment, systems for ensuring the functioning of flexible reconfigurable systems in automatic mode for a given time interval.

Flexible production and logistics systems have the property of automated changeover during the production of products of an arbitrary range or the provision of production services. They make it possible to almost completely eliminate manual labor during loading and unloading and transport and storage operations, and to make the transition to low-crowd technology.

Organizing production according to the type of flexible production systems is practically impossible without the use of logistics approaches in managing material and information flows. The trend towards creating flexible production (reconfigurable) systems progresses very quickly, so the widespread dissemination of the concept of logistics in the field of basic production is promising and unambiguous. The modular principle of functioning of production and logistics systems integrates two leading forms of organizing production and economic activities.

Flexibility represents the ability of a production and logistics system to quickly adapt to changes in operating conditions with minimal costs and without losses. Flexibility is one of the effective means of ensuring sustainability in the production process.

Flexibility of the machine system (equipment flexibility). It reflects the duration and cost of transition to the production of the next item of parts (semi-finished products) within the range assigned to the flexible production and logistics system. An indicator of this flexibility is considered to be the number of items of parts manufactured in the intervals between adjustments.

Assortment flexibility. It reflects the ability of the production and logistics system to update products. Its main characteristics are the timing and cost of preparing the production of a new type of parts (semi-finished products) or a new set of logistics operations.

An indicator of assortment flexibility is maximum renewal rate of products or complex of logistics operations, in which the functioning of the production and logistics system remains cost-effective.

Technological flexibility. This is structural and organizational flexibility, which reflects the ability of the production and logistics system to use various technological process options to smooth out possible deviations from the pre-developed production schedule.

Flexibility of production volumes. It manifests itself in the ability of the production and logistics system to rationally produce parts (semi-finished products) in conditions of dynamic launch batch sizes.

The main indicator of production volume flexibility is minimum size batch (material flows), in which the operation of this system remains cost-effective.

Flexibility of system expansion. Otherwise, it is called the design flexibility of the production and logistics system. It reflects the possibilities of modulating this system and its subsequent development (expansion). With the help of design flexibility, the possibilities of combining several subsystems into a single complex are realized.

An indicator of design flexibility is the maximum number of pieces of equipment that can be used in a flexible production and logistics system while maintaining the basic design solutions for the logistics (transport and warehouse) system and management system.

System versatility. This type of flexibility is characterized by a variety of parts (semi-finished products) that can potentially be processed in flexible production and logistics systems.

An assessment of the versatility of the system is the predicted number of modifications of parts (semi-finished products) that will be processed in a flexible production and logistics system for the entire period of its operation.

Each production and logistics system is developed to meet the needs and strategy of a specific enterprise. Therefore, it is specialized not only in its technological purpose, but also in the entire range of production and economic tasks.

The most important integrating logistics system in the field of primary production is automated transport and warehouse system . In essence, it ensures the functioning of flexible production and logistics systems.

Topic 3. PRODUCTION LOGISTICS

Production cycle

Organization of material flows

Subject of production logistics, its characteristics

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics.

Purpose of production logistics is to optimize material flows within enterprises. Participants in the logistics process within the framework of production logistics are connected by intra-production relations. Industrial logistics systems include: industrial enterprise, wholesale enterprise, freight stations, sea ​​port etc.

Manufacturing logistics systems can be considered at the macro and micro levels. In the first case, production logistics systems act as elements of macrologistics systems. They set the rhythm of operation of these systems and serve as sources of material flows.

At the micro level, production logistics systems are a number of subsystems that are in relationships and connections with each other and form a certain integrity: procurement, warehouses, inventories, production, transport, information, sales and personnel. These subsystems ensure that material flow enters the system, passes through it, and exits the system.

Production logistics- ensuring high-quality, timely and complete production products in accordance with business contracts, reducing the production cycle and optimizing production costs. Its tasks relate to the management of material flows within enterprises.

Modern industrial production includes both production and technological units producing semi-finished products, parts, components, assembly units from initial raw materials and materials, and then the assembly of finished products from these elements, as well as a large number of auxiliary units that are united by the “infrastructure” of production. Main and auxiliary divisions are combined centralized system enterprise management. When the structure of an enterprise consists of separate production units and subsidiaries (located in different cities, regions), the formation of effective logistics systems and logistics management is complicated by transportation, the creation of intermediate inventories, etc.
Through infrastructure units, the enterprise forms external economic relations and carries out internal interaction of its structural elements (financial and labor resources The enterprise is carried out only with the help of infrastructure units.) The application of the logistics concept, while maintaining the technological specialization of the enterprise elements, helps to integrate the units of the main and infrastructure complexes.
When organizing a logistics system in production, it is necessary to analyze the characteristics of the enterprise, the nature of the production cycle, its type of production, the supply system for the main production and the supply of material resources to workplaces, the system of norms, parameters of efficient use of resources, etc.

Production cycle

The production process takes place in time and space. The duration of the production process is characterized by the duration of the production cycle. The actual duration of the production cycle is the final estimate characterizing the level of reliability and quality of production schedule calculations.

Production cycle- this is the period of time between the beginning and end of the production process in relation to a specific product within the logistics system.
The duration of the production cycle largely depends on the movement of material flow, which happens:

Consistent;

Parallel;

Parallel-serial.

The duration of the production cycle is influenced by the forms of technological specialization of production units, the system of organization of the production processes themselves, the progressiveness of technology and the level of unification of manufactured products. (Unification - establishing the optimal number of sizes or types of products, processes or services needed to satisfy basic needs).

Depending on the number of types of final products and the volume of output in in physical terms exist Various types production:

custom production, in which enterprises produce complex products to order. It is distinguished by a wide variety of products and piece production. Characterized by versatile equipment and highly qualified personnel;

mass production, among which there are small-scale, serial and large-scale. The higher the serial production, the lower the versatility of the equipment and the narrower the specialization of workers. The number of types of finished products is lower, the output is higher;

mass production(specialized equipment, conveyors, production lines, technological complexes) is characterized by a minimum number of types of products and maximum output volumes.

In the development of modern industrial production trends in the growth of the number of small and medium-sized enterprises, the re-equipment of production with universal equipment, and flexible, reconfigurable production systems have been noted.

Impermanence and unpredictability market demand make it impractical to create and maintain inventories. At the same time, the manufacturer no longer has the right to miss a single order. Hence the need for flexible production facilities that can quickly respond to emerging demand.

The logistics concept of production organization includes:

Refusal of excess stocks;

Refusal of excessive time for performing basic and transport and warehouse operations;

Refusal to manufacture series of parts for which there is no customer order;

Elimination of equipment downtime;

Mandatory elimination of defects;

Elimination of irrational intra-production transportation;

Transforming suppliers from adversarial parties into benevolent partners.

The tasks of production logistics include organizing the management of material and information flows both within the logistics system and within the production process.

Types of production logistics systems

Despite the fact that logistics is a young science, it has accumulated solid experience in the development and implementation of production logistics systems. Distinguish two main types of logistics systems: pushing and pulling. These types of systems operate not only in production, but also in purchasing and distribution logistics areas.

Push logistics system. A distinctive feature of systems of this type is that the supply of materials from one logistics operation to the next is carried out in accordance with a pre-formed rigid production schedule, i.e. regardless of whether these materials are needed at a given time and in a given quantity in a subsequent process operation. Material resources are, as it were, “pushed” from one link of the logistics system to another.

Rice. 1. Push logistics system

In distribution systems, this principle means the formation of inventory in trading enterprises ahead of demand in relation to demand. Here the role of the supplier is more active. Such supply systems are effective in markets for goods for which demand exceeds supply (“seller’s market”). The manufacturer in such systems is forced to stimulate the promotion of products to the market and its sale by establishing special discounts or creating additional stocks of goods in retail trade.

The main disadvantage of the “push” system is that it does not track demand quickly enough, which leads to the need to create safety stocks that prevent production disruptions due to changes in demand. Safety stocks lead to a slowdown in the turnover of working capital.

The main positive aspect of this system is stability, reliability of operation in the event of sharp fluctuations in demand or unreliable suppliers.

Pull logistics system. This is a production system in which materials are supplied from upstream process steps as needed, and therefore there is no rigid schedule. In distribution logistics, this means a sales strategy aimed at proactively stimulating consumer demand for products. With this system, inventories are minimal. Material flow management in these conditions places increased demands on the organization of information flows. The better they are coordinated, the lower the production costs, the better the utilization of production capacity and the higher the reliability of the entire logistics system.

Pull systems assume a more active role for the recipient of the product. They operate effectively in markets where supply exceeds demand (“buyer’s market”). The implementation of these systems in distribution logistics involves large-scale advertising campaigns carried out by the manufacturing company. Advertising stimulates demand from consumers who request advertised products from retailers. Those turn to wholesalers, and the latter - to manufacturers. It turns out that the product is “pulled” from the manufacturer based on demand stimulated by advertising.

Rice. 2. Pull logistics system

To put it simply, we can say that the system of movement of logistics flows in accordance with customer orders is a pull system, and production to a warehouse is a push system. In the case of pull, responsibility for the movement of flows lies with the final link in the logistics chain, since it determines the order. When pushing, responsibility is more evenly distributed among the participants in the supply chain, which reduces the risk of wrong decisions and increases the stability of the system. However, it becomes less flexible, as the “feedback” with the last links of the supply chain deteriorates.

To date, a fairly large number of logistics systems have been created, but all of them are based either on the principle of “push” or on the principle of “pulling” products for logistics operations.

Let's look at some of the most common logistics production systems.

Logistics system “Just in Time” (JIT)- This is a pulling system. The main idea of ​​the system is to minimize inventory based on the precise delivery of products at the appointed time in the designated quantity.

The Just-in-Time system originated in the late 1950s at the Japanese automobile company Toyota Motors and had a significant effect. The introduction of this logistics system can significantly reduce inventories of work in progress and finished products, as well as reduce costs.

The Just in Time concept is based on the idea synchronization of resource delivery processes with the need for them. The fundamental principle is the following: if there is a schedule for the production process, then the flow can be organized in such a way that all materials and semi-finished products will arrive in the right quantities to the right place and exactly on time for the production of finished products. This requires rapid transfer of data between departments and coordination of parts suppliers. The supply of material resources in the required quantity by the time a link in the logistics system needs them ensures the rhythm of production and improves the quality of finished products, and significantly reduces inventories in all links of the logistics chain. The warehouse space thus freed can be used more efficiently.

The Just-in-Time system, in addition to minimal inventories, is characterized by the production (supply) of small batches of finished products, long-term relationships with a small number of reliable suppliers, the philosophy of total quality management, effective information support for logistics processes, and high quality logistics services.

In recent years, it has become increasingly common “Lean production” system. It gets its name because it aims to reduce resource consumption compared to traditional production systems. This means not only reduction of material resources(less inventory), but also reduction in production time units of production, reduction of losses from defects, etc.

The essence of this system is expressed in the creative combination of such components as:

· high quality of products (services);

· reduction in the size of produced batches of goods and production time;

· elimination of useless operations;

· focus on using highly qualified personnel;

· use of flexible equipment that requires little time for changeover.

In the “Construction Production” system, necessary operations are the operations of transformation (transformation) of raw materials into finished products and transportation. In this system, they strive to work in such a way that quality checks are carried out as rarely as possible (in accordance with the concept of total quality management), and the operations “warehouse” and “waiting” are eliminated altogether. Thus, eliminating useless operations- the motto of the concept of “harmonious production”. Reducing operations is achieved by eliminating unnecessary activities such as delays due to inconsistency, quality control, transportation to storage, stockpiling, etc.

This approach provides a significant reduction in logistics costs and the duration of the production period. However, the Construction Production system places increased demands on the enterprise’s partners (suppliers and recipients). Let's highlight the most important ones:

· delivery of resources in accordance with the Just-in-Time technology;

· resources must meet all the requirements of quality standards and have certificates to eliminate incoming control by the recipient;

· prices for resources should be as low as possible, taking into account long-term economic ties for supplies, but the desire to reduce prices should not prevail over the quality of resources;

· Sellers must accompany supplies of resources with documentation confirming quality control.

Logistics system "Kanban". This is a pull system. Its distinctive feature is that the structural divisions of the company do not have a strict production schedule, but organize your work in accordance with the order divisions of the company that carry out operations at a subsequent stage of the production process. Orders are transmitted in the form of cards (“kanban”), which contain information about the quantities consumed and produced.

The main priority is to complete current tasks, so the working day ends only after they are completed. This requires the development of appropriate principles of labor relations between employer and employee. In this system, inventories of materials (goods) are close to zero. Managing material flows in such conditions requires appropriate organization of information flow. The better the material and information flows are coordinated, the lower the costs, the better the utilization of production capacity and the higher the reliability of the entire system.

Materials requirements planning system (MRP). This is an example of a push system. In it, the initial period of production of the final product is determined, then the time and the required amount of resources to complete the order are determined. The MRP system was developed in the USA in the mid-1950s. Since the operation of the system involves processing a large amount of information, MRP became widespread only in the 1970s, which was associated with the development of computer technology. Similar systems were developed and used in the military industry of the USSR at the same time.

The main disadvantage of MRP, like all push systems, is that it does not respond quickly enough to changes in demand, which necessitates the need for safety stocks. In this regard, attempts have been made to create combined systems based on MRP and Kanban in order to maximize the advantages of each of them and eliminate the disadvantages inherent in each system separately. Typically, MRP is used to plan purchases and sales, and Kanban is used to manage the production process.

Related information.

Topic 8. Functional areas of logistics

Characteristics of functional areas of logistics

Characteristics of logistics functions

International logistics

Question 1. Characteristics of functional areas of logistics

Functional area of ​​logistics “supply” (Purchasing logistics)

Tactical sourcing refers to the day-to-day operations traditionally associated with purchasing and aimed at avoiding stockouts. The strategic side of supply is the actual process of purchasing management, communication and interaction with other departments of the enterprise, suppliers, the needs of the end consumer, planning and development of new purchasing schemes, methods, etc.

The goal of the functional area “supply” is to satisfy production needs for material resources with the highest possible efficiency and create a reliable and uninterrupted flow of material into the organization.

Supply tasks :

· Determination of the need for material resources;

· Procurement market research;

· Evaluation and selection of suppliers;

· Purchasing;

· Monitoring and evaluation of procurement implementation;

· Creation of reserves, implementation of suitable reserve policies and investments in them;

· Preparation of procurement budget, etc.

The evolution of procurement management functions is shown in Fig. 8.1.

Rice. 8.1 - Evolution of control functions
procurement (supply)

Functional area of ​​logistics “production” (Production logistics)

The purpose of the production functional area is to provide logistics support for the management of production procedures. Tasks :

· Operational scheduling of finished products (GP);

· Operational management technological processes production;

· Total quality control, maintaining standards and appropriate service;

· Strategic and operational planning supply of material resources (MR);

· Organization of in-production warehouse facilities;

· Forecasting, planning and rationing of MR costs in production;

· Organization of work of in-production technological transport;

· Management of inventories of materials, work in progress (WP), GP at all levels;

· Physical distribution of MR and GP (in-production), etc.

There are two types of manufacturing logistics systems: pushing (pushing) type And pulling (pulling) type.

Push systems are characterized by the following: the execution time of each operation is set by a general schedule, by which time the operation must be completed; The resulting product is then “pushed” further and becomes the IR stock at the beginning of the next operation. This option ignores what the next site is currently doing, which may be busy or waiting for an IR to arrive. The result is delays in work and increased inventories of work in progress.

Pull systems are characterized by the following: when one operation finishes processing a unit of production, a signal is sent to the previous operation and it is reported that another unit is required for work. In other words, the previous operation only sends the unit being processed when it receives a request to do so.

Push-type systems are based on a strict production schedule and make it possible to use resource planning systems (MRP - I, MRP - II). Planning is carried out on the basis of the following sources of information (Fig. 8.2):

The main schedule, which indicates the volume of each product produced at each time interval;

Bill of Materials, which lists the materials required for the production of each type of product;

Inventory records showing the availability of materials.

Fig.8.2 - Procedure for planning material requirements,
based on production schedules

Pull systems operate according to the concepts of just-in-time and fast response to customer requests. An example of pull systems is the KANBAN system, Fig. 8.3.

Conditions for the functioning of the KANBAN system:

1) All materials are stored and transported in standard containers; each material has its own container.

2) A container is moved only when a move kanban is attached to it.

3) When one area needs materials (WIP stock up to reorder level), a move kanban is attached to the empty container. This is a signal to send the container to the previous site or WIP storage site.

At this section, a production kanban is attached to the container, and the container is transferred to the previous section.

Rice. .8.3 - Kanban system with two cards

4) This is a signal to produce the next portion of the product sufficient to fill the container.

5) The container is filled, a movement kanban is attached to it, and sent to the next section

The advantages of pull systems are obvious: reduced inventory, reduced order lead time, reduced production time, more complete equipment utilization, increased productivity, simplified planning and dispatching, improved quality of materials and products, etc.

Problems arising in pull-type production logistics systems:

Long time before significant improvement

Dependence High Quality materials supplied by the supplier

Dependence on suppliers' ability to meet demand on time

The need to develop dynamic graphs

Dependence on equipment changeover time

Opposition from staff

Work of employees in an environment of increased stress, etc.

1.3 Functional area of ​​logistics “distribution” (Distribution logistics)

The goal is integrated management of logistics functions and operations for promoting finished products and related services from manufacturers and/or wholesalers trading companies to final or intermediate producers

Distribution problems at the micro level:

· Organization of order receipt and processing;

· Selecting the type of packaging, equipment, etc.;

· Organization of delivery and control of transportation;

· Organization of after-sales service.

Distribution problems at the macro level:

· Selection and construction of a distribution system (distribution channels);

· Determination of the optimal number of warehouses in the serviced area;

· Determination of the optimal location of distribution centers (warehouses) in the serviced territory.

Distribution decisions are driven by two concepts: specialization and assortment. Specializing in certain operations and/or functions allows firms to perform them best. As a rule, distribution systems involve logistics intermediaries to perform functions: transportation, warehousing, cargo handling, sales organization, etc. Logistics intermediaries specializing in individual functions and operations can perform them better and more efficiently than the manufacturing company.

The concept of a product range is to create a set of materials, products, etc., required by specific consumers. The process of creating such a product mix includes three stages: concentration (collection), customization (sorting and grouping) and dispersal (sending to a specific location).

Logistics intermediaries in distribution perform the following functions:

a) functions (operations) of physical distribution (transportation, warehousing, packaging, cargo handling, etc.);

b) functions of exchange (purchase and sale);

c) supporting functions (risk insurance, information support, financing, etc.)

The presence of intermediaries makes it much more difficult to make effective decisions. The main problems arise in the area of ​​coordination between local groups of intermediaries and the global, or strategic, goals of the company organizing the logistics process. It is necessary to take into account the cooperation of logistics intermediaries (associations, unions, related relationships and other forms), their competition and the horizontal (between intermediaries of the same level) and vertical (between intermediaries of different levels) conflicts that arise between them.

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