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In the literature, there are two approaches to the definition of the supply chain: process and object.

Supply chain (process understanding ) is a set of flows and their corresponding cooperative and coordination processes between various participants in the value chain to meet consumer requirements for goods and services.

Supply chain (objective understanding ) (CPU) is a set of organizations (manufacturers, warehouses, distributors, providers of transport and logistics services, freight forwarders, wholesale and retail trade) interacting in material, financial and information flows, as well as service flows from sources of raw materials to the end consumer.

Supply chain features are:

• cooperation and coordination ties with suppliers and customers;
• legal independence chain participants;
• Availability focus company, those. producer of the final product or service.

Since the CPU is often viewed from the perspective of a particular company, such a company is called the central company in the literature. From this point of view, each company has its own CPU.

There are three qualitatively different types of supply chains elements, companies participating in the CP, the structure of the CP, and the types of links between the participants in the CP.

• 1. Into a number participating companies The CPU includes all companies with which the central company interacts directly or indirectly, i.e. through its suppliers or consumers, starting from the place of production or extraction of raw materials and ending with the place of consumption of products. In doing so, a distinction should be made between main and auxiliary participants. To main include all companies that actually perform operational and (or) managerial activities in the processes of servicing a particular consumer or market, and auxiliary - those companies whose participation is limited to providing resources, knowledge, capabilities or assets to the main participants (for example, banks, printing houses that print promotional products).
• 2. Structure A CPU can be described by the number of levels, i.e. the length of the CPU (horizontal component), the number of participants in each level (vertical component) and the position of the central company in the CPU (closer to the extraction of raw materials or to the end consumer, or somewhere in between).
• 3. Connections between elements in the CPU are divided into four types: managed(important for the company), tracked(important but not critical) unmanaged(insignificant, so no money is allocated even for monitoring) and communications with objects not included in the CPU, but influencing them (for example, if the supplier also cooperates with the main competitor).

Usually, the higher the level, the greater the proportion of managed links, the less monitored and even less unmanaged, and vice versa. However, the real picture varies from CPU to CPU. Sometimes it is advisable to work closely beyond the first level.

Example. A ketchup producer in New Zealand is coordinating with tomato breeders to produce varieties with larger fruits and fewer seeds, which

facilitates the processing of tomatoes, since its direct suppliers - small farms - are not able to finance it.

Supply Chain Management is a systematic approach to integrated planning and management of the entire flow of information, materials and services from the end user through enterprises and warehouses to raw material suppliers. DRM is a holistic business concept that combines advanced organizational principles and the capabilities of modern information technologies.

Sometimes supply chain management is taken too literally, drawing an analogy, say, with the management of a company that has a single supreme governing body or person. It is believed that there is some authority that controls the entire supply chain, or, since it is usually spoken on behalf of an enterprise, the so-called central company in the supply chain, that it is this enterprise that manages the entire supply chain. This is not true. There is no single governing body for the entire CPU. In practice, each enterprise manages interactions with its suppliers and customers, and it is possible to talk about supply chain management only in relation to a specific section of the chain. However, the essence of the supply chain is to establish relations of interaction between enterprises using modern information technologies. These interactions are formed decentralized at each section of the supply chain, and integrated management is achieved through iterative coordination and balancing of interests in specific sections of the CPU, which are distributed along the chain up and down to the client himself.

From traditional cooperation The DRM is distinguished by the presence of developed intra- and inter-company integration and coordination, synchronization of the main business processes and planning and management models based on unified information channels with suppliers and customers throughout the supply chain.

In modern literature, the concepts of logistics and supply chain management are sometimes confused, or the “fashionable” term DRM is used in relation to logistics tasks. To understand the difference between logistics and supply chain management, let's turn to the data in Table. 10.9.

Table 10.9

Comparison of individual aspects of logistics and DRM

Quite often, supply chains are associated exclusively with the external environment of the company, but this is not true. Supply chain management is not just about redefining relationships with suppliers and customers. The task of optimizing interorganizational interaction based on modern management methods and information technologies is obviously unattainable without a significant restructuring and optimization of internal logistics, a revision of the paradigm of organizing your own business. It is the optimization of links between production and logistics processes that is often the most critical in terms of business optimization opportunities.

In supply chain management, the fields of industry and logistics are merging, the strategic goals of production and logistics are combined. The goal of production management is to increase the flexibility of processes, their efficiency and productivity. The purpose of logistics is to ensure the industrial production and trade of the necessary materials or final products with the optimization of stocks. DRM makes it possible to achieve these goals in an integrated manner.

Thus, what is considered in logistics with the traditional approach as a kind of “objective external condition”, in DRM often turns (within the limits of the possible) into an object of control. Main control objects in CPU are the following business processes:

• 1) customer relationship management;
• 2) customer service management;
• 3) demand management;
• 4) fulfillment of consumer orders;
• 5) production flow management;
• 6) supply;
• 7) development and bringing products to commercial use;
• 8) return flows.

What are supply chain management objectives ? Why are such complex structures being built, additional funds are being spent?

As we remember from the previous presentation, one of the main problems of a company operating in market conditions is demand uncertainty. It is because of this that companies must have significant stocks (both finished products and raw materials), which is why production works irregularly, equipment downtime alternates with overtime, unsold stocks turn into illiquid assets on time, and company resources are spent inefficiently. In recent decades, the uncertainty of demand, along with its complication, has only increased.

1. The end of the XX century. was marked by a transition to a saturated market, the "seller's market" gave way to "buyer's market" a customer-focused business philosophy has become widespread. Today, the competitiveness of a company depends not so much on what the company does (produces), but on what how the results of the company's activities meet the needs of a complex and volatile market.

Customization production has led to a significant expansion of the final range, which is becoming more and more difficult to predict.

became critical speed of reaction to market changes, the period of time from the appearance of an innovative idea to the appearance of a product on sale. This requirement is especially urgent in industries subject to rapid change, such as high technology or fashion.

Example. Thanks to a significant restructuring of relationships with their suppliers, chain giants such as Benetton and Zara adapt their assortment in weeks, and not in months and years, as was the case at the end of the 20th century.

The mass awareness by companies of the expediency of coordination was not accidental, but was a reaction to changes taking place in the external environment, which is becoming more and more turbulent and uncertain.

Under these conditions, cooperation along the supply chain becomes more profitable (and mutually beneficial) than competition. Thus, CP participants are moving from demand forecasting to managed demand, when operational information about the actual volume and range of sales is promptly transmitted from the upper end of the chain (literally from the retailer's cash registers) to the manufacturer, and in real time further down the chain to other suppliers/manufacturers, in order to be immediately reflected in production plans, on the one hand, and replenish the sold goods (of this modification) to the buyer, on the other hand.

Example. This strategy was so topical and practically “in the air” that it was born almost simultaneously in the clothing industry and in the production of baby diapers. In the first case, we are talking about the manufacturer of sportswear and equipment company Karrimor, which reorganized its sales system in such a way that as soon as the product was sold, the seller had to fax the label of the sold product to Karrimor, specifying how many units of this product should be supplied in return. . In the second case, we are talking about Procter & Gamble and Wal-Mart. Companies realized this even before the mass use of computers and organized the exchange of information by fax and telephone.

In a saturated market, the competition of an individual company with others in its advanced, most competitive sector is gradually being replaced by supply chain competition. And in this competition, the one who manages the chain more efficiently wins.

Therefore, supply chain management is increasingly recognized as a major determinant of competitive advantage in today's business.

The purpose of the DRM is maximizing total value, created by the supply chain while ensuring and x sustainability. This means that supply chain management brings two benefits, increasing both the efficiency of the company and its effectiveness.

From point of view efficiency The UCP cites:

• to increase the amount of income from sales of products / services by increasing the level of service, the accuracy of deliveries and reducing fluctuations in demand;
• to reduce costs by reducing inventory levels, reducing overhead and transaction costs in purchasing, warehousing and distribution, as well as improving the utilization of production and logistics capacities.

From point of view performance DRM is a tool to reduce risks and increase the stability of a company (chain of companies) in an increasingly turbulent and volatile environment, and therefore a tool to increase its competitiveness.

Changes in the business paradigm during the transition to DRM are summarized in Table. 10.10.

Table 10.10

Changing the Business Paradigm in Supply Chain Management

It is possible to single out separate strategies that are more effective in solving specific problems of improving the efficiency of supply chain management. The results are shown in table. 10.11.

Table 10.11 Various DRM strategies

Despite the fact that leading companies pay a lot of attention to DRM, most of them have DRM formed naturally, and not consciously formed. However, higher profitability can be achieved not only by managing the CPU, but, to an even greater extent, by consciously shaping, managing the CPU configuration. In addition, unexpected changes in the external environment can also force us to reconsider the previous CPUs and re-evaluate the soundness of agreements between partners.

It is important to consider what the strategy of the emerging CPU will be, and also that this strategy is consistent with the overall strategy of the company. No less significant is the correct choice of participants in the CPU, but more on that below.

Among factors which should be taken into account when designing a CPU, the most significant are the intended type of distribution of the product, the characteristics of the product and the goals of customer service (for example, there are "Alphabet of taste", « crossroads " and "Pyaterochka").

DISTRIBUTION TYPES:

• at intensive distribution typical for consumer goods (bread, meat, shampoo), the product is sold to the largest possible number of wholesale and retail trade structures suitable for this;
• for goods selective distribution (clothes, household appliances, furniture), it is important to focus on potentially profitable customers and establish strong working relationships with them. If the product requires after-sales service (household appliances), the number of retail outlets is limited or service centers are organized;
• at exclusive distribution (usually these are the so-called branded goods), the right to sell in a certain territory is granted to only one company. In this case, the manufacturer retains control over the channel, products are usually sold in a more aggressive manner, and through the formation of a special image and brand loyalty, it is possible to charge higher retail prices.

Product characteristics to consider when designing a supply chain: "expensive" and "cheap" products, high-tech products, heavy and bulky products, perishable products, seasonal products, and the depth and breadth of the product line.

• At the same time, it should be noted that maximizing the total profit of the CPU does not automatically entail an increase in the profit of each of the participants in the CPU.

The concept of supply chain management (management stages, tasks, benefits, functions, strategies). The evolution of supply chains. SCM in the West, foreign market of solutions: ERP systems. SCM with Russian specifics and the domestic market of solutions (examples).

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Management of modern supply chains allows you to reliably control and direct commodity, as well as information and financial flows related to them from primary suppliers, manufacturers and sellers of goods to end buyers within the agreed time frame. Supply chain management and logistics can be understood as a tool for preparing, conducting and completing commercial transactions. Reliable supply chains ensure the continuity and sustainability of the production and distribution of international companies.

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

The purpose, task of supply chain (chain) management is to ensure the integration, coordination of individual links in the chain: the purchase of raw materials, materials, components, their delivery, storage in warehouses within the production cycle and delivery of goods to the end consumer.

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

In many large technology companies, structures are created to optimize the supply of goods. Companies most often create the following divisions, departments in order to organize and control the supply of goods:

Order management

Order fulfillment management

Supply management (supply management, procurement)

Manufacturing planning management (production planning management)

Logistics management (logistics management)

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

Supply chain management is the control and planning of all activities of the company for the supply of goods from the moment the contract is concluded and the order is placed until the delivery of the goods to the final consumer.

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

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

Based on the materials of the book "Foreign Trade" (http://dis.ru/shop/book/371).

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

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

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

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