The efficiency of the logistics system. Efficiency of the logistics system, approaches to its assessment

10.10.2019

Development logistics systems carried out in conjunction with the evolution of the concept of logistics. In accordance with the stages of development and implementation of logistics (see Section 1), the stages of development of logistics systems are distinguished. At the first stage of development, logistics management is associated only with the performance of certain tasks in the areas of supply or marketing (warehousing, transportation), at subsequent stages, logistics systems cover the functional areas of logistics activities, then their control extends to all logistics processes of the enterprise from the purchase of material resources to customer service , creates a local micrologistics system that adapts to a dynamic external environment. They also distinguish the stage of development of logistics systems of enterprises operating at the global level and, accordingly, create global logistics networks. A characteristic trend in the development of logistics systems is the transfer of part of the functions to specialized firms (logistics providers).

In practice, the logistics systems of individual enterprises are at different stages of development. The transition to a higher stage of development can take from several months to several years. In order to introduce logistics and improve it in business practice, consulting departments are organized at firms in industrialized countries. They carry out diagnostics of the state of logistics at the enterprise, research in the field of logistics, develop proposals for its improvement, conduct classes to study the problems of logistics, the experience of other companies.

Today, there is no unified view of scientists and practitioners on the criteria for assessing the productivity of the logistics system and the effectiveness of customer service.

Let us consider in more detail the main approaches to evaluating the effectiveness of logistics systems by leading logistics specialists.

Krikavsky E.V. Evaluation of the effectiveness of logistics systems sees in determining the level of performance of an integrated supply chain through qualitative and quantitative characteristics. He refers to qualitative characteristics: customer satisfaction (level of customer satisfaction); elasticity (the level of response of the supply chain to changes in demand); the level of integration of the movement of information and raw materials; effective risk management (degree of risk minimization); supplier efficiency (percentage of on-time deliveries and quality of deliveries), and to quantitative characteristics: productivity (maximization of productivity, maximization of fundraising); expenses (cost reduction); response capabilities (level of completed orders, frequency of non-urgent deliveries, lead time, reduction of duplication of functions, frequency of returns, return on logistics costs); sales maximization; profit maximization; return on investment.

Johnson D. indicates that it is almost impossible to evaluate all aspects of the functioning of the logistics system, and therefore proposes to carry out a system analysis based on:

Profitability analysis of the consumer as a system analysis of routes, allows you to analyze the profitability of each stop on the routes and effectively reallocate time;

Analysis of the effectiveness of freight trains, determined by their main functions, as well as indicators of efficiency and productivity, which are then compared with the costs of wages, equipment, storage space and financial investments. These comparisons are carried out both separately for functions and for all functions together;

Analysis of transport costs;

Analysis of the consolidation of goods, manifested in the determination of transportation costs and the combination of small consignments into large ones;

Analysis of product profitability as a calculation of "real costs and profitability for the manufacturer from the distribution of each individual product along the entire distribution chain (transportation, processing, storage, order processing, etc.) to the final consumer";

Determination of a benchmark, which involves analyzing the performance indicators of four to six competing firms in order to determine a method for comparing firms in their performance of various tasks and / or processes;

Analysis of the regulatory framework and industry standards.

In the work of famous American researchers in the field of logistics Bowersox D. And Closa D. measuring the effectiveness of the logistics system focuses on the definition of two groups logistic indicators: internal and external. Internal indicators they are divided into the following categories: expenses, customer service, productivity, asset management, quality. These indicators should reflect the effectiveness of the implementation of the main logistics operations of internal processes. That is, they are needed for management control over all aspects of the enterprise. The need for external indicators is seen in the identification and implementation of consumer expectations, as the main benchmark of the logistics system.

The main tools for analyzing the effectiveness of logistics processes Skowronek C. And Sariush-Volsky S. consider methods of economic analysis that allow: to assess the actual state of logistics phenomena and processes; identify and identify sources and causes of problems; clarify short-term forecasts for the development of specific phenomena and processes; formulate conclusions and proposals that will ensure the growth of management efficiency. They propose to carry out economic analysis of logistics processes in three thematic blocks: analysis of material and information processes (analysis of the procurement process, analysis of stocks, analysis of warehouse processes, analysis of sales processes); managerial analysis of logistics processes ( own production or procurement, procurement sources, efficiency of transport services, efficiency of warehouse investments, selection of distribution channels) analysis of logistics costs (analysis of promotion costs, analysis of inventory costs, analysis of costs of information procedures).

Veselovsky M. The question of the effectiveness of the market and economic activity of an enterprise is proposed to be considered on the basis of the formulation of the provisions and foundations of the formula for the effectiveness of systemic logistics and marketing management. Within the framework of the efficiency system, he identifies five components of the efficiency structure, which are at the same time the main elements of the management system, that is, the goals subsystem, the cost subsystem, the funds subsystem, the effects subsystem and the cost subsystem for the client. He defines the main determinants of the system formula for the effectiveness of the logistics and marketing management of an enterprise:

The complexity of customer needs and multidimensional strategic effects (focus on creating customer preferences, increasing the adaptability of activities, on processes, on interaction, on innovation, on quality, on time, on place, on the readiness and reliability of the system);

Prerequisites for the development of integration in the marketing and logistics system;

The process of formation of efficiency (processes of transformation, coordination, integration and value creation).

Veselovsky M. expresses the effectiveness of the logistics and marketing management of an enterprise in the form of the following formula:

where S is the efficiency of logistics and marketing management:

SWD- strategic added value in logistics and marketing management;

kZL_M- expenses of logistics and marketing management.

Meyer S. proposed the characterization and identification of target criteria for the effectiveness and success of logistics and marketing systems, highlighting the classical and new criteria for evaluating and managing systems. As classical criteria he calls: costs, time and quality, and as new criteria, he takes such categories as: readiness and speed of adaptation ("Agilität") - the speed with which an enterprise can adapt to the optimal cost structure, the ability to react - that is, the speed with which the enterprise can respond to unplanned requirements from consumers, as well as "lean" (exclusion of unnecessary expenses) - the exclusion of all unnecessary expenses in relation to all significant funds.

Mirotin L.B. the most important indicator for evaluating the effectiveness of the functioning of logistics systems considers profit, which, in his opinion, is able to reflect the results of all logistics activities. He considers the very efficiency of the logistics system as an indicator (or system of indicators) that characterizes the level of quality of the system functioning at a given level of total logistics costs. It should determine: the boundaries of the logistics system, its links, the main resources used, the main types of products of the logistics system, expected or desired results, system performance criteria, the evaluation process, regulation feedback and improvement planning. The scientist identifies the main factors and indicators that reflect the effectiveness of the functioning of logistics systems for logistics functions, which are presented in table 3.3.

Thus, there is no consensus among scientists on resolving the issue of evaluating logistics systems, however, a number of performance criteria can be distinguished, which are most widely used. The main among these criteria is the level of logistics costs, but no less important is the orientation of the enterprise to the consumer and the achievement of the required level of logistics service. The most widely used evaluation criteria are: costs, customer satisfaction / quality, time and assets. Factors or indicators of their assessment will be presented in table 3.4.

Table 3.3. The main factors and indicators that reflect the effectiveness of the functioning of logistics systems for logistics functions

Logistic function	Factor and indicator
Logistics administration	output per worker. Labor intensity and wages. Personnel qualification level
Treatment and design	The duration of the order. Quality of service to the order of the consumer. Costs for taking an order. Range of services. The number of failures. Application satisfaction rate
Production planning	The volume of raw materials and material costs. The volume of manufactured products. Performance. Production cost
Purchase of products	Optimal purchase size. Volume ordered. Frequency of placing orders. Order lead time. The number of suppliers. Purchasing costs
Delivery of products	Delivery time. Delivery frequency. Reliability of supply. Delivery interval
Warehousing and storage of products	Warehousing. The number of deliveries to the warehouse. Stocks are on the way. The level of mechanization of warehouse work. The turnover rate of products in stock. Warehouse area utilization ratio. Warehousing and storage costs
Sales of products	The volume of products sold. Turnover speed. The number of consumers. Implementation rate
Order delivery	Fulfillment of orders. Application of transport concepts. Unification and standardization of containers. Utilization factor Vehicle. Total downtime of vehicles. The volume of traffic. Delivery time. Transportation rates. Loss of cargo

Table 3.4. Factors (indicators) for assessing the most common assessment criteria

efficiency of logistics systems
Efficiency Evaluation Criteria	Factor (indicator) evaluation
	Reflect the total monetary amount of expenses, the monetary amount per unit of output, or shares in sales. Strive to reduce their level
Customer Satisfaction / Quality	It is estimated by the length of the functional cycle, the level of perfection of order fulfillment and the ability of the enterprise to respond to claims made by the consumer. An important indicator is delivery before the appointed time, warranty service costs, response time to consumer claims and their satisfaction.
	There are degrees of an enterprise's ability to respond quickly to customer complaints. Key indicators of order lead time are: duration production cycle, the duration of making appropriate adjustments to operational plans; the duration of the production plan and the degree of compliance with production schedules
	The subject of their assessment is the efficiency of the use of capital invested in facilities and equipment, as well as working capital. Key indicators of asset utilization are forecast accuracy, inventory aging, capacity utilization, etc.

It should be noted that the evaluation of the logistics system is carried out both at the stage of its design, planning, and already existing systems are also evaluated. The evaluation process should compare the potential or realized benefits with the costs of the project. The benefits are expressed in the improvement of service, cost reduction, improved use of assets, etc. Service improvement is understood as an increase in the availability and quality of services, the development of service capabilities, and helps to attract consumers. Cost reduction is possible as a one-time capital reduction (for example, the sale of surplus storage facilities, cargo handling, transport and other equipment) and reducing current costs due to new technologies for cargo handling, reducing the cost of storage, maintenance and operation of transport, etc. The obtained values are compared with the criteria (normative values) for the efficiency of the logistics system. For example, trogs, the level of service is determined by the standards for the duration of the functional cycle, the availability of stocks, and the range of additional services. Recently, special attention has been paid to the response time to consumer requests, the completeness of order fulfillment, the accuracy of shipment and the condition of the goods. The criteria should cover the entire logistics process, not just individual logistics functions.

In order to optimize the logistics system and harmonize the interests of participants in logistics chains of different levels, the ratio between the total logistics costs and the level of service (order fulfillment) is often considered as an indicator of its effectiveness.

Consider other approaches to assessing the effectiveness of logistics systems. To do this, we combine indicators into three groups, used by different authors:

1. Indicators characterizing the functioning of logistics systems :

- Supplier-Consumer Coefficient (SPC)- displays the effectiveness of communication of a given consumer with a particular supplier. It is calculated as the ratio of the amount of resources (raw materials, materials, etc.) received by the consumer during the reporting period from this supplier (0r) to the total amount of resources received by the consumer (0: Kps= 0r- / 0

- Availability for delivery(K "g") - is defined as the ratio (in percent) of the number of orders completed by this enterprise (Ze) with the number of orders received by this enterprise (3), or as the ratio of the volume supplied to the volume ordered by consumers: Kgp = 3/3. Increasing the supply readiness factor to a value approaching unity in some cases is not economically feasible for the supplier enterprise, since costs are growing faster than income (Fig. 3.12).

Volume and costs

Rice. 3.12. The impact of the delivery readiness factor on the profit of the enterprise

- The indicator of the number of links in the logistics system- the average number of trade links (intermediaries) through which material flow from the producer to the final consumer of resources ( finished products).

2. Performance indicators of the logistics system from the point of view of the consumer:

1) quality of service;

2) service cost.

Also used is the final indicator that characterizes the ability of the company to achieve complete customer satisfaction, it is called "perfect order". This indicator characterizes how evenly and smoothly the order is fulfilled at all stages, while the organization of logistics activities must comply with the following standards:

Full delivery of all goods for all custom-made items;

Delivery at the time required by the consumer with a tolerance of 1 day:

Complete and accurate documentation of the order;

Perfect observance of the agreed terms of delivery (installation, assembly, no damage).

3. An indicator of the effectiveness of the logistics system from the point of view of its participants (supplier, intermediary, manufacturer). In this case, the criterion for the effectiveness of the logistics system is the maximization of profit per unit of logistics costs, provided that the required quality of service is ensured. Based on the proposed criterion, an aggregate indicator of the effectiveness of the logistics system is used - profitability of logistics costs :

where P- annual profit; vlogs- logistics costs.

The level of development (perfection) of logistics systems can be assessed by the degree of integration of logistics processes, namely:

Fragmentary level (integration at the level of individual logistics processes, functions);

Functional (integration covers separate functional areas);

Systemic (integration covers the logistics activities of the enterprise);

Integration at the supply chain level (covering all participants in the logistics network).

One of the fundamental concepts in logistic analysis is the category of efficiency of systems of any type and level. It is efficiency that is usually meant when it comes to the optimality of accepted and implemented management decisions. The optimal solution is understood as the most effective solution for a particular situation in a certain sense. The effectiveness of any industrial and commercial activity is determined to a large extent by the effectiveness of the decisions made by managers of various levels on a daily basis. In this regard, the requirements for improving (optimizing) the processes of making logistics decisions are extremely relevant, the successful implementation of which, as a rule, is possible on the basis of the methodology of "Operations Research" (OR).

Briefly, it can be defined as a methodology for applying mathematical quantitative methods to justify decisions in all areas of purposeful human activity. It is not by chance that the word “justification” is used here, and not “acceptance” - the fact is that not all significant aspects (parameters) of logistics systems are of a quantitative nature and, accordingly, can be taken into account in decisions generated by the IO apparatus. Consequently, these decisions are to some extent incomplete, which is compensated by informal methods of their correction.

The essence of the IO methodology is to model the future (possible) actions of a logistics system, for example, an organization, using a variety of mathematical tools (the owner of the relevant competence is a professional applied mathematician), but the initial base is a meaningful task or problem. This production should come from a specialist or manager involved in the field of logistics, who has sufficient theoretical training and experience, in particular, is familiar with the methodology of a systematic approach. The last condition follows from the genetic connection of operations research with a systematic approach, it is one of the leading directions for its implementation.

After the analysis and synthesis of the object of research and development has been carried out on the basis of a systematic approach (using its categories and concepts), i.e., the logistics system has been synthesized, its internal structure, the nature of the connections, properties and parameters of both individual subsystems and elements, and and properties of the system as a whole, actual problems have been identified and corresponding tasks have been set, a cybernetic, i.e., information management approach to ensuring the effective behavior of the system should be implemented. It involves modeling its state, structure and dynamics, forming a real set of alternatives to be considered, solving the problem of assessing the efficiency of the system, its subsystems and elements.

In this manual, we will only touch on the methodology for researching operations in logistics, i.e., the classification of tasks, approaches to solving them, etc.

The decision-making process is a key and, as a rule, the most complex subsystem in the logistics management system. In order for it to go in the right direction, first of all, it is necessary to correctly understand the task at hand. Like any process in which a person participates, it has an objective and subjective side. The objective side is the initial set of circumstances that caused this process: the task set, external conditions, available resources of all kinds. The subjective side is a reflection of the above circumstances in the mind of the decision maker, the features of his intellect and psyche, which manifest themselves in the course of this process. A correct decision can be considered a decision that, in its main features, correctly reflects the situation and corresponds to the task at hand. Therefore, in order to make the right decision, it is necessary that the objective parameters of the process be perceived as adequately as possible to reality. Since specific forms of thinking are involved in the decision-making process - analysis and synthesis, induction and deduction, analogy, abstraction and concretization, its effectiveness also depends on the level of mastery of these methods by decision makers (DM).

The development of any solution in the general case involves the following sequence of steps:

statement of the problem (the essence of the problem, the need for a solution, restrictions on the parameters of the solution);
clarification of the task (goal and means of achieving it);
assessment of the state of the managed object (conditions for solving the problem);
selection (or construction) of the mathematical model of the object;
computational implementation of the model (obtaining a "preliminary" optimal variant);
qualitative assessment of factors not taken into account by the mathematical model;
analysis and synthesis of the results of quantitative and qualitative assessments;
making a "complete" decision.

When implementing this process, first of all, the goal of the optimization process must be correctly understood and formulated, otherwise it is fundamentally impossible to accept right decision. The formulation must satisfy the requirement of a minimum of information sufficient for a reliable comparison of the target (set) state of the object being optimized with the initial or intermediate one. Based on the analysis of constraints (for example, on allocated resources), taking into account the admissible degree of independence in decision-making and the requirements of the normal course of the process, an admissible set of solution options is formed. From it, the optimal (most effective) solution is selected, i.e. one that maximizes (or minimizes depending on the nature of the goal) the indicator (criterion) of the quality of the logistics process. In the final decision-making, in addition to maximizing or minimizing the main process indicator, it is often necessary to additionally take into account many different circumstances (legal, social, economic, etc.) that cannot be described mathematically and expressed in the form of a main process indicator or constraints. Therefore, the final phase of decision-making in the general case cannot be formalized and is the prerogative of the decision maker (manager or entrepreneur).

According to the objectives of the study, logistics models are divided into models of rational distribution and resource saving, ordering models, inventory management models, queuing models, optimal route selection models, competitive task models, etc.

The systematization of many years of experience in logistics entrepreneurship in a competitive environment has led to the development of practical complete system criteria for the effectiveness of the functioning of logistics systems of all types, called "System 6" or "6 rules of logistics". In a utilitarian sense, this name symbolizes six conditions for ensuring the necessary competitiveness of logistics operators (organizations). They have a clearly defined marketing orientation (the view from the side of the recipient of the relevant products or services), which is quite natural, given the service nature of the modern (post-industrial) economy and logistics in particular. Below are the names and a brief interpretation of each of them.

1. Cargo- the consumer must be delivered exactly the product that he needs, taking into account its completeness, dimensions, level of assembly, nature of packaging, etc. The rule imposes on the logistics operator the requirement of high versatility and flexibility of the logistics technologies used by him.
2. Quality- it is supposed to preserve the qualitative (consumer) characteristics accepted for the delivery of valuables (cargo) and bring its readiness for consumption to the level declared by the consumer during the delivery process.
3. Quantity - products must be delivered in batches of the size that is most convenient (economical) for the recipient. As you know, the size of the lot to a greater or lesser extent affects both the cost of delivering the consumed products in general, and the costs in individual links of the logistics chains, in particular for consumers, "so they tend to optimize according to their own criteria (differentiated by individual purchased items) This is an important parameter of the incoming flow. Consequently, logistics operators must adapt the type of sizes of delivered lots to those requested by consumers. In the general case, we are talking about adaptation (searching for a compromise), and not about duplicating optimal consumer solutions, since the latter may contradict the capabilities and interests of operators .
4. Time- the goods must be delivered at the required time. The rule assumes taking into account the schedules of consumption of incoming products by its recipients. Here, as in the case of other rules, the researcher is faced with the task of finding the optimal compromise solution when determining the time or schedule for the arrival of goods to the recipient. The latter, based on the operational plans of its own production or commercial process, draws up the optimal schedule for the arrival of batches of 1 cargoes to it. The more precisely this schedule is observed, the more profitable, other things being equal, cooperation with the corresponding logistics operator. However, its adoption without some correction in most cases is unacceptable for operators, since it significantly increases their costs and prevents the implementation of the same rule in relation to other consumers, since operators usually serve a fairly wide range of recipient customers, any coordination of regimes consumption of which is not possible.
5. A place - delivery is carried out from the point indicated by the cargo owner to another point indicated by him. And again, the ultimate implementation of the rule in a number of cases is either technologically difficult, for example, it requires the use of off-road vehicles, multimodal transportation (railway-road, road-air, etc.), special equipment for loading and unloading operations, or increases the cost of delivery. Therefore, each logistics operator must determine for itself the optimal degree and boundaries of the implementation of this rule.
6. Expenses- it is assumed that any logistics process, within the conditions specified by other rules, should be carried out with minimal cost. This rule is implemented by optimizing the complex of organizational and technical decisions made by operators. Examples of such solutions are the optimal choice of logistics partners and entire logistics chains, type and type of vehicles, containers, optimization of traffic schedules, rational inventory management and their placement in warehouse facilities, etc. There is an almost limitless field of activity for professional logisticians.

The goal of logistical service to consumers is considered achieved if these six conditions are met to the extent that they are relevant for each specific case.

Regarding all these criteria, except for the last one, it should be noted that in their original form they are clearly informal, qualitative in nature, i.e., they cannot be directly used in optimization problems. Therefore, for each individual case of the implementation of the corresponding rule, it must be transformed into a mathematical expression adequate to the problem under consideration, which performs the function of a particular measure of the degree of its implementation. This meter, depending on the circumstances, can be used as an optimality criterion or as a limitation. In the general case, each rule should be understood not in the sense of “do this and the more completely, the better”, but as a statement of the problem of finding the optimal degree of implementation of this rule in a particular situation. This task should be aimed at finding the best compromise option for the interaction of all participants in the logistics process that implement the rules (including consumers), bear the corresponding costs and receive the corresponding effects, including those that are not amenable to a clear cost estimate.

No less complex tasks are associated with the need for a systematic implementation of these rules. The point is not only that situations are practically very rare when the decision maker is interested in only one rule (let's say that it is an order of magnitude more significant than all the others), but in their mutual influence, which is specific in each situation and for each pair of rules. The only common place is the contradiction between the “costs” rule and all the others - the higher the degree of implementation of any of the rules 1-5, the higher the associated costs for the operator implementing them. As for the mutual influence within the set of rules 1-5, paired relations of any type are possible here (lack of mutual influence, positive connection - favor, negative connection - opposition). Since at least 2-3 criterion rules are usually relevant, we are dealing with a multi-criteria optimization problem, in the general case of a two-level type (the 1st level corresponds to particular optimization but to individual criteria, the 2nd - integral over the entire set of rules). Strict formal formulation and solution of such problems requires the participation of specialists in the field of mathematical programming and the availability of appropriate software. If this “maximalist” approach is impossible for some reason, then you can try to get a suboptimal solution using the professional potential of logistics experts, but subject to the same logic and sequence of solution steps.

We emphasize once again that these six rules, for all their relevance, are purely local criteria for the effectiveness of logistics systems, any of their configuration is focused only on ensuring the required quality of logistics services and its competitiveness in the relevant target markets. If financial, economic, innovative and other aspects of the activity of logistics systems are considered, then they correspond to other sets of criteria indicators, which are located in particular at other levels of the hierarchy of system goals.

In conclusion, we note that practical implementation"6 rules of logistics" is possible if a complete system of supporting measures has been previously implemented, in particular:

a comprehensive analysis of material and information flows was carried out;
appropriate communication intra- and inter-system links have been established;
integrated order processing, cargo picking and product delivery systems with production management systems, created one system end-to-end planning and control of order execution;
introduced efficient system warehousing and dislocation of inventories;
optimized order quantities, as well as the structure and levels of stocks;
rationalized transport and storage operations at all warehouses controlled by the organization;
packaging was rationalized and cargo units were unified;
optimal transportation routes by transport were chosen;

The costs of the recipient for acceptance, warehouse processing, intra-factory transportation, etc. are also taken into account.
The optimization model reflects the interests of the recipient.
The field of applied mathematics related to the search for extreme values of objective functions mathematical models objects of any nature, can be considered as a special branch of operations research.

The effectiveness of the logistics system largely affects the financial and economic condition of the enterprise where this logistics system is organized.

Any enterprise, creating a logistics structure, must necessarily evaluate the effectiveness of its work.

The performance indicators of the logistics system should reflect how the main goals and objectives of the enterprise are being met. Indicators should be clear and transparent and should not only record the result of the functioning of the logistics system, but also determine the need for corrective actions.

METHODS FOR ASSESSING THE EFFICIENCY OF THE LOGISTICS SYSTEM

There are several methods for evaluating performance. At the heart of any of them is a comparison of actual results with previously set goals for costs, productivity or service.

Comparing the results of the work with the set targets, we determine the degree of deviation. The presence of a deviation is a signal of the need to make changes to the system.

Let's consider these methods in more detail.

Cost method

Based on the fact that the company determines the standard cost of each logistics function. The criterion can be set on a trade item, delivery, shipment, order, etc.

productivity method

Assessment on application this method has a quantitative character and is measured in physical units: for example, the supply of products in tons; the number of delivery orders, the number of shipments, etc.

Service evaluation method

This method is based on the assessment of the quality of services provided to the consumer. As the estimated parameters can be: the completeness of satisfaction of consumer applications; application execution time (speed); the quality of the delivered products (complaints), the availability of additional services for the consumer (organization of delivery, frequency of deliveries, etc.)

Each enterprise uses its own set of system performance indicators and sets its own standards, the implementation of which it monitors and achieves.

Here is an example of the standards according to which enterprises evaluate the activities of the logistics system:

Assessment of current stocks of products and the possibility of their optimization. The following indicators can be used to estimate reserves:

Average stock- the average level of stocks of the enterprise for the period. Stock circulation time- shows how long it will take to realize the average stock. Inventory turnover is the ratio of sales speed to the average inventory during the period. It is determined by dividing the turnover for a period by the average inventory for that period.

Level of service for consumers. The indicator determines the availability of the company's products for customers and the readiness to fulfill the customer's order within a specified time from the moment it is received.

The level of accuracy in the execution of orders in time and the necessary configuration of goods.

The level of costs for the activities of the logistics structure. Most often, the standard level of logistics costs is determined (% of the annual turnover) and its compliance with the fact is assessed.

Share of transportation costs in sales volume.

The proportion of damage to goods during processing in the warehouse and during storage.

INCREASING THE EFFICIENCY OF LOGISTICS MANAGEMENT

Enterprises seek various means improve the efficiency of logistics management.

The main methods that can be used to improve the efficiency of the system are:

Orientation to achieve the intended goals. The method involves the use technical systems engineering for project planning and results control decisions taken.

Use of analytical tools. The method allows you to simulate processes - simulation (situations that may arise in the future, and options for getting out of these situations), economic (that happened earlier at the enterprise, as well as the experience of other companies).

Increasing the interest of employees. The method is based on motivation for performance. It is important to create a comfortable microclimate in the teams, which is greatly facilitated by job satisfaction, encouragement for conscientious work and devotion to the company.

The article was prepared using materials from the site www.Grandars.ru

The Russian Federation

Tyumen region

Khanty-Mansi Autonomous Okrug - Yurga

Department of Education and Science

Surgut State University

Khanty-Mansi Autonomous Okrug

Management department

Department of Management

Test

Topic: "Indicators of the effectiveness of the logistics system"

Completed:

student 2365 gr. 5 courses

Management department

Rybin Andrey Sergeevich

Checked:

Isakov Alexey Konstantinovich

Surgut, 2010

Introduction

2. Quality of logistics service

3. Duration of logistics cycles

4. Performance

5. Return on investment in logistics infrastructure

Conclusion

Used Books

Introduction

Logistics management has a significant impact on the state of financial, economic and legal support in market conditions variety of business ties. This, first of all, refers to the market of transport services, the organization and functioning of storage facilities, the development of transport services in intermediary organizations and enterprises.

The efficiency of the logistics system is characterized by a set of performance indicators for this system at a given level of logistics costs. Any business organization, introducing logistics and forming a logistics system corresponding to its goals, first of all, seeks to evaluate its actual or potential effectiveness. Under the key performance indicators of logistics activities, we mean the necessary and sufficient number of relatively easily applicable performance indicators (performance) that allow you to link the implementation of the logistics plan with the main functions and results of managing the commodity flow (marketing / sales, production and logistics) and thus determine the need for corrective actions.

Key performance indicators of the logistics system

Any business organization, introducing logistics and forming a logistics system corresponding to its goals, first of all, seeks to evaluate its actual or potential effectiveness.

The ELA terminological dictionary contains the concept of "Logistics key performance indicators" (KPI) - key performance indicators of logistics activities, which are understood as the necessary and sufficient number of relatively easily applicable performance indicators (performance) that allow linking the implementation of the logistics plan with the main functions and results of commodity management. flow (marketing/sales, production and logistics) and thus determine the need for corrective action.

During the development of logistics in industrialized countries, a system of indicators has been formed that generally evaluates its efficiency and effectiveness, which usually include:

1. general logistics costs;

2. quality of logistics service;

3. duration of logistics cycles;

4. performance;

5. return on investment in logistics infrastructure.

In what follows, we will call these indicators key or complex indicators of the effectiveness of drugs.

They underlie the reporting forms of companies and systems of indicators of logistics plans of different levels. There are generally accepted procedures for comparative evaluation of firms (bench-marking) in the field of logistics based on analytical and expert methods, using these complex indicators.

Thus, the key/complex performance indicators of drugs are the main indicators of the efficiency of the use of resources in the company for the formed drugs, which in a complex evaluate the effectiveness of logistics management and are the basis of logistics planning, accounting and control.

Consider brief description complex indicators.

1. General logistics costs

General logistics costs are the total costs associated with the complex of functional logistics management and logistics administration in the LAN.

As part of the total logistics costs, the following main groups of costs can be distinguished:

Costs for the implementation of logistics operations / functions (operational, operational logistics costs);

damages from logistical risks;

costs of logistics administration.

To calculate the amount of fixed costs for storage and maintenance of a unit of goods in stock for a certain period, fixed costs for this period are attributed to a unit of the total volume of storage capacity (Q skl):

Rub/unit*year, (1)

where Q skl is the total volume (capacity) of the warehouse. The unit of dimension of the warehouse capacity should correspond to the unit of measure of the stored goods - m 2, m 3, t., pcs. etc.

Then the fixed costs for the storage time of the stock will be determined:

where Q order - the amount of stock in the warehouse for the period under review, corresponds to the size of the order - ORZ, units.

The value of the reduced costs is determined by the following formula:

Zp \u003d Se + St + K / T (3)

where, Zp - reduced costs for the option;

Ce - ready operating costs;

St - annual transport costs;

K - total capital investment in construction

distribution centers listed by time factor

according to the discount rate;

T is the payback period of the option.

Tutoring

Need help learning a topic?

Our experts will advise or provide tutoring services on topics of interest to you.
Submit an application indicating the topic right now to find out about the possibility of obtaining a consultation.

Companies that have organized logistics services at their enterprises must certainly evaluate the effectiveness of their activities. It is carried out in the form of feedback - assignments to managerial links - decision-making by the logistics service - their implementation - evaluation of the results of the activities of managerial links.

There are several evaluation methods. Any of them involves comparing the performance of a particular direction of logistics with previously set goals and analyzing costs, productivity or service. Let's consider them in more detail.

Cost method. It is based on the fact that the company establishes a cost criterion for each individual logistics function in the enterprise. The cost criterion can also be set per unit of weight of the delivered or shipped product, the delivery as a whole, or a specific order.

By comparing the costs in the complex and in all areas in accordance with the cost criteria and the goals set, the discrepancy in the final results is determined. This makes it possible to make the necessary amendments and additions to the activities of the logistics service.

productivity method. Evaluation of the effectiveness of the logistics service in its application is quantitative in nature and is usually expressed in physical units of measurement, for example, the shipment of products in tons, the fulfillment of a certain number of orders, the supply of consignments of goods in the appropriate configuration

Quantitative characteristics at the “input” are compared with the results at the “output”. Man-hours spent on the performance of a certain amount of work are taken into account; the number of personnel involved in the performance of these works; the number and technical parameters of the equipment involved in a specific scope of work; warehouse space used. The total amount of work is estimated in relation to a unit of production.

Service method. According to this method, the criterion is the assessment of the services provided by the following parameters: time (extent of the provision of services); accuracy (execution on time); sequence (compliance with the schedule technological process); the amount of losses (the amount of damage to the final finished product as a result of loading and unloading, transportation and warehousing).

Service quality is everything greater value in the face of increasing competition in both domestic and international markets. The totality of the results of evaluating the services of various firms makes it possible to identify the priority of an enterprise in the efficiency of the logistics service.

Evaluation factors

The effectiveness of the work of logistics service managers in an enterprise is usually assessed by three factors: regular management, problem solving, and project implementation. Let's consider them.

Regular Management. Managing day-to-day operations and meeting specific targets set by the firm for productivity, project financing, and many other aspects of logistics operations.

Problem solving. The manager's ability to diagnose emerging problems and find optimal solutions, constantly improve service and increase cost recovery both in time and in absolute value.

Implementation of projects. The manager's ability to implement conceived and planned projects, promptly correct actions on them, contribute to increasing labor productivity both at the enterprise as a whole and in individual areas of logistics.

Companies also evaluate their managers on their ability to find and develop the managerial qualities of employees, to interest them in the implementation of various projects.

Performance Evaluation Standards

Practice has developed standards according to which companies evaluate the activities of the logistics service and their managers. These include;

Constant control of stocks of goods in the current year and finding the possibility of their reduction in the warehouses of the enterprise and in the distribution system.
Customer service at the level of 92% availability of the product and its readiness for shipment within 5 days from the date of acceptance of the order.
Constant maintenance of expenses for the activities of the logistics service at the enterprise at the level of 3.5% of sales in the current year.
The share of all types of transportation costs up to 2.5% of sales in the current year and 2.4% next year.
Reducing various damage to goods during loading and unloading up to 10% of sales this year.
Maintaining a high accuracy of order fulfillment on time and the necessary picking of goods at the level of 98%.

Improving the efficiency of logistics management

Firms seek to improve the efficiency of logistics management in various ways and ways, for example, by focusing on achieving goals, increasing the interest of employees, using analytical tools.

Orientation to achieve the intended goals involves the use of technical engineering systems for project planning and monitoring the results of decisions made. Such systems exist in the form of packages and computer programs. Currently, systems have been developed for specific areas of activity of individual services of the enterprise: “workplace of an accountant”, “workplace of a manager”.

Increasing employee engagement involves motivation to do the best job entrusted. It is important to create a normal living and working microclimate in teams, which is facilitated by job satisfaction, encouragement for the originality of decisions made, for conscientious work and devotion to the company.

The use of analytical tools allows you to model processes - economic (which happened earlier in the company, as well as the experience of other companies), simulation (situations that may arise in the future, and options for getting out of these situations). Economic and simulation models should be easily accessible to the company's employee and developed in the form of computer programs.

Compliance with the previously listed standards also plays a significant role in improving the efficiency of logistics service management in a company. By comparing them with the results obtained in quantitative terms, by comparing with the planned ones, the activities of the logistics service employees are evaluated.