Features of procurement of services in procurement logistics. Theoretical foundations of purchasing logistics

Introduction

Any enterprise, both manufacturing and trading, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Purchasing logistics is one of the main logistics subsystems and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to enterprise warehouses. The process of acquiring material resources (goods) in production activities is usually called purchasing, in the public sector - supply, in retail trade and warehousing - purchasing. Often this same process is defined as “input logistics” or “internal logistics”.

Procurement (supply) logistics, being the first logistics subsystem, is the process of movement of raw materials, materials, components and spare parts from the procurement market to the enterprise’s warehouses.

For the effective functioning of procurement logistics, it is necessary to know exactly what materials are needed for the production of a product, to draw up a procurement plan that ensures the coordination of the actions of all departments and officials of the enterprise.

The purpose of this work is to expand knowledge in the field of purchasing logistics, i.e. the ability to plan the procurement process of the necessary quality and quantity of raw materials for the enterprise, at the right time, in the right place, from a reliable supplier who promptly meets its obligations, with good service (both before and after the sale) and at a favorable price.

Purchasing logistics

This is the management of material flows in the process of providing the enterprise with material resources.

A significant element of the micrologistics system is the procurement subsystem, which organizes the entry of material flow into the logistics system. Material flow management at this stage has a certain specificity, which explains the need to separate purchasing logistics into a separate section of the discipline being studied.

The main questions that should be answered in the process of providing an enterprise with objects of labor are traditional and determined by the logic of supply:

1) what to buy;

2) how much to purchase;

3) from whom to purchase;

4) under what conditions to purchase.

Logistics adds its own questions to the traditional list:

1) how to systematically link procurement with production and sales;

2) how to systematically link the activities of an enterprise with suppliers.

The designated range of procurement logistics issues determines the composition of the tasks to be solved in this functional area and the nature of the work performed.

Let's consider the tasks and work related to purchasing logistics.

1. Determining the need for material resources. To do this, it is necessary to identify intra-company consumers of material resources. Then the need for material resources is calculated. At the same time, requirements are established for the weight, size and other parameters of supplies, as well as for the delivery service. Next, schedules and specifications are developed for each item item and (or) item groups. For consumable material resources, the “make or buy” problem can also be solved.

2. Procurement market research. Such research begins with an analysis of the behavior of the supplier market. In this case, it is necessary to identify all possible suppliers in direct markets, substitute markets and new markets. This is followed by a preliminary assessment of all possible sources of purchased material resources, as well as an analysis of the risks associated with entering a specific market.

3. Selection of supplier. It includes searching for information about suppliers, searching for the optimal supplier, and assessing the results of working with selected suppliers.

4. Procurement. The implementation of this function begins with negotiations, which must end with the formalization of contractual relations, i.e., the conclusion of a contract. Contractual relations form economic relations, the rationalization of which is also the task of logistics. Procurement includes choosing a procurement method, developing delivery and payment terms, as well as organizing the transportation of material resources. At the same time, delivery schedules are drawn up, forwarding is carried out, and customs procedures are possibly organized. Procurements are completed by the organization of receiving control.

5. Supply control. One of the significant tasks of supply control is supply quality control, i.e., taking into account the number of complaints and defects. Supply control also includes tracking delivery times (the number of early deliveries or late deliveries), tracking order processing times, transportation times, and monitoring the status of inventories of material resources.

6. Preparation of the procurement budget. An essential part of procurement activities are economic calculations, since it is necessary to know exactly how much certain works and solutions cost. In this case, the costs are determined:

1) to fulfill an order for the main types of material resources;

2)transportation, forwarding and insurance;

3) cargo handling;

4) control over compliance with the terms of the supply agreement;

5) acceptance and verification of material resources;

6) searching for information about potential suppliers.

As part of economic calculations, the tasks of purchasing logistics should include the calculation of costs due to a shortage of material resources.

7. Coordination and systematic relationship of procurement with production, sales, warehousing and transportation, as well as with suppliers. This is a specific task of purchasing logistics, which is solved, as noted above, by organizing a systematic connection between procurement and production, sales, as well as close ties with suppliers in the field of planning, economics, engineering and technology.

1.2 Supply is an activity that includes procedures for purchasing, delivery, acceptance, storage and pre-sale preparation of products. Supply management is the activity of coordinating the interactions of supply chain participants to provide added value to consumers.

Let's consider the basic principles that govern the definition of the main directions of supply management in an enterprise:

1. systematicity - delivery of products based on planned delivery schedules;

2. rhythmicity - delivery of products at relatively equal intervals of time, which creates optimal conditions for the operation of wholesale and retail trade enterprises, warehouses, transport and other parts of the supply chain;

3. efficiency - implementation of the process of supplying products depending on changes in demand for them;

4. efficiency - minimal expenditure of working time, material and financial resources for product delivery. Achieved through the efficient use of vehicles, mechanization of loading and unloading operations, establishing an optimal link in the supply chain;

5. centralization - supplying consumers with products using the forces and means of suppliers;

6. Manufacturability - the use of modern procurement and supply technologies.

Development of a supply program is the determination of the type and quantity of products purchased in various markets, as well as the time of purchase of a particular type of product. The task of the supply system is to provide the planned level of customer service with minimal total costs.

There are 2 main options for organizing supply, which fundamentally differ from each other in their ability to implement a systematic approach to managing material flows in the process of providing the enterprise with raw materials:

1) centralized;

2) decentralized.

Decentralized form of supply management organization

As you can see, the tasks of “what to buy” and “how much to buy” are solved by the production directorate. Work on storing purchased items of labor is also carried out here. The tasks of “who to purchase from” and “under what conditions to purchase” are resolved by the procurement directorate. The above supply work is also carried out here, i.e. contracts are concluded and their implementation is monitored. As a result, the function of managing material flow in the process of supplying an enterprise with raw materials is divided between various services and its effective implementation is difficult. To carry out centralized procurement, one supply department is usually organized, concentrating all supply functions of the organization, which allows obtaining certain benefits:

1. consolidation of all purchases of similar or similar materials, which makes it possible to receive discounts for large orders;

2. coordination of related activities to reduce transportation, storage and maintenance costs;

3. eliminating duplication of operations and unnecessary techniques;

4. having a single point of contact with suppliers and providing them with the necessary information and services;

5. concentration of responsibility for supply, which facilitates the implementation of management control.

Centralized form of organization of supply management

This option involves the concentration of all supply functions in one hand. This structure creates ample opportunities for logistical optimization of material flow at the stage of procurement of labor items.

In order to properly organize the supply process at an enterprise, it is necessary to know supply planning methods, from which you can select a specific method or group of methods for implementation in the enterprise and effective use in the future.

Methods of supply planning at an enterprise include the following main systems: MRP I, MRP II, JIT, CIM, ERP, etc.

MRP I (“Material Requirements Planning”) is a system consisting of a series of logistically related procedures, rules and requirements, synchronized in time for each unit of components required to meet the production schedule.

The goals of this system:

· meeting the needs for materials, components and components for production planning;

· planning production operations, delivery schedules, purchasing operations.

The MRP I system begins its work by determining how many final products need to be produced and in what time frame. Then the system determines the time and required volumes of material resources to meet the needs of the production schedule. At the output, the system provides a set of documents, including schemes for the delivery of material resources by department, volumes and delivery times. Thus, MRP I is planned to “push” material resources across departments.

MRP II (“Manufacturing Resource Planning”) is a closed-loop system related to detailed production planning, financial planning of materials and production costs, and production progress modeling. This system differs from MRP I in the flexibility of planning, providing better organization of supplies and better response to changes in demand. An important place in MRP II is occupied by demand forecasting, ordering and inventory management blocks. As a result of using this system, material resources in the warehouse are reduced, problems of optimizing material flows and other positive effects are solved.

JIT (just-in-time concept) is characterized by minimal inventories, short supply chains, and purchasing relationships with a small number of reliable suppliers and carriers.

CIM (the concept of “computerized integrated production”) - involves the integration of all subsystems of the management system (supply management, design and production preparation, transport and warehouse systems, etc.)

ERP (Enterprise Resource Planning) - includes advanced planning and scheduling, final resource planning, product data management, etc. The main task of the ERP system is to achieve optimization (in terms of time and resources) of the listed processes.

When the form of organization and supply planning is formed and selected, the management of the enterprise decides on the choice of procurement method.

The choice of procurement method depends on:

1) on the complexity of the final product;

2) on the composition of components and materials.

You can consider the most commonly used methods.

1. Purchase of goods in one batch. The method involves supplying goods in large quantities at a time (bulk purchases).

Its advantages: ease of paperwork, guaranteed delivery of the entire batch, increased trade discounts.

Disadvantages: large need for warehouse space, slower capital turnover.

2. Regular purchases in small quantities. In this case, the buyer orders the required quantity of goods, which is supplied to him in batches over a certain period.

The advantages are as follows: capital turnover accelerates, since goods are paid for as individual shipments are received; savings on storage space are achieved; The costs of documenting the delivery are reduced, since only an order is placed for the entire supply.

Disadvantages: likelihood of ordering excess quantities; the need to pay for the entire quantity specified in the order.

3. Daily (monthly) purchases according to quotation sheets. This purchasing method is widely used where cheap and quickly used goods are purchased. Quotation statements are compiled daily (monthly) and include the following information:

· full list of goods;

· quantity of goods in stock;

· required quantity of goods.

Advantages: acceleration of capital turnover; reduction of warehousing and storage costs; timeliness of deliveries.

4. Receiving goods as needed. This method is similar to regular delivery of goods, but has the following features:

· the quantity is not set, but determined approximately;

· suppliers contact the buyer before completing each order;

· only the quantity of goods delivered is paid for;

· upon expiration of the contract, the customer is not obliged to accept and pay for goods that have yet to be delivered.

Advantages: no firm commitment to purchase a certain quantity; acceleration of capital turnover; minimum work on paperwork.

5. Purchase of goods with immediate delivery. Scope of application of this method? purchasing infrequently used items when it is not possible to obtain them as needed. Goods are ordered when they are needed and shipped from suppliers' warehouses.

The disadvantage of this method? in increasing costs associated with the need for detailed documentation for each order, fragmentation of orders and multiple suppliers.

Organization and planning of supplies, as well as the choice of procurement method, are not possible without accompanying information support for the procurement activities of the enterprise.

TOPIC 4. PURCHASING LOGISTICS

Plan.

1. Goals, objectives and functions of purchasing logistics

2. Organization of procurement activities

3. Stages of organizing the procurement process.

4. Determining the need for material resources

5. Selection of supplier

Goals, objectives and functions of purchasing logistics

Purchasing logistics - This is the management of material flows in the process of providing the enterprise with material resources. Any enterprise, both manufacturing and trading, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Purchasing logistics is one of the main logistics subsystems and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to enterprise warehouses.

The main goal of purchasing logistics is to meet production needs for materials with the greatest possible economic efficiency.

The appearance of the term “purchasing logistics” is not accidental. Abroad, the scope of activity to provide an enterprise (manufacturer or trading company) with the necessary types of material resources and finished products is traditionally called purchasing/procurement - procurement/procurement management (supply). The same area of ​​production activity in domestic practice is still called material and technical supply (supply), and in wholesale trade enterprises - commodity supply. However, in recent years this area has come to be defined as procurement logistics.

The standard definition of the overall objectives of the purchasing function is that the organization must obtain the necessary raw materials in terms of quality and quantity at the right time, in the right place, from a reliable supplier who meets its obligations in a timely manner, with good service (both before and after the sale). and at a favorable price. In accordance with this we can distinguish:

1. The need to ensure a continuous flow of raw materials, supply of components and provision of services necessary for the operation of the enterprise. A shortage of raw materials and components can lead to a shutdown of production and, accordingly, to high overheads and costs - an increase in operating costs due to fixed costs and the inability to meet customer requirements for product delivery times.

2. Keep inventory investments and costs to a minimum. One of the ways to ensure a continuous flow of material resources and finished products is the creation and storage of large reserves of these resources and products. Inventories involve the use of capital that cannot be invested elsewhere. Each year the value of the current stock may be 20- 50% total asset value.

3. Maintaining and improving quality. The production of products or the provision of services must meet accepted requirements, which leads to an increase in production costs to a significant level.

4. Search for competent and reliable suppliers. The success of the purchasing function depends on the ability to identify and develop relationships with suppliers, analyze their capabilities, select the appropriate supplier, and then work with them to continuously improve the joint performance.

5. Purchasing multifunctional products whenever possible. If during the procurement process it is possible to purchase one product that will perform a function previously performed by two or three products, the enterprise will benefit from: an initial low cost resulting from a discount on the products; lower cost of investment in inventory without deterioration in service; lower cost of personnel training and costs associated with maintaining equipment during its operation, as well as increased competition among suppliers.

6. Compliance with the “price-quality” principle in the procurement process. Purchasing activities involve the use of a large volume of working capital, therefore goods and services are needed with the lowest total cost while maintaining the proper level of quality, quantity, delivery conditions and service.

7. Increased competitiveness. An organization will be competitive if it can control all procurement costs and time parameters in order to avoid unprofitable activities, or activities that require additional time, etc. This requires optimization of costs, changes in the distribution program, introduction of technological progress, etc.

8. Achieving harmonious relationships and effective cooperation with other functional departments of the enterprise. Purchasing activities cannot be effective without cooperation with other departments and employees of the organization: technical control department (QC), production department, accounting department, marketing department, design department, engineering department, etc.

9. Reduced administrative costs. If purchasing activities are not efficient, the administrative costs of the purchasing department will be too high. The composition of the goals of purchasing logistics depends on the specialization of the enterprise (industrial, trade, service), the degree of development and (or) complexity of production, the sector of the economy in which the enterprise operates, and competitiveness.

Achieving these goals in the field of procurement management (purchasing logistics) requires the implementation of various standard functions.

Determining the need for material resources;

Procurement market research;

Selection of suppliers;

Procurement;

Supply control;

Preparation of procurement budget;

Coordination and systematic relationship of procurement with production, sales, warehousing and transportation, as well as with suppliers.

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Purchasing logistics is the management of material flows in the process of providing an enterprise with material resources. Any enterprise, both manufacturing and trading, has a service that purchases, delivers and temporarily stores raw materials, semi-finished products and consumer goods.

Logistics support is a link in production-commercial, flow-process activities in industrial production and/or operation of production or non-production facilities, the content of which is aimed at supplying the relevant facilities with the necessary means (materials, energy, components, spare parts, etc. ).

Purchasing logistics is one of the main logistics subsystems and studies the process of movement of raw materials, materials, components and spare parts from the procurement market to enterprise warehouses.

Abroad, the scope of activity to provide a company (manufacturer or trading company) with the necessary types of material resources and finished products is traditionally called purchasing/procurement - procurement/purchase management (supply). This same area of ​​production activity in domestic practice is still called material and technical supply (supply), and in wholesale trade enterprises - commodity supply. However, in recent years this area has come to be defined as procurement logistics.

This is due to the fact that at present the nature of the logistics of enterprises has changed: from strictly centralized, funded supply to free wholesale trade in resources. Many manufacturing enterprises have to operate in resource and commodity markets in an unstable competitive environment, which is characterized by: uneven saturation of the market with goods due to the industrial decline, repurposing of many manufacturing enterprises, a high degree of monopolization of production, traditional for certain sectors of the Russian economy; limited information about the resource and commodity market; low contractual discipline of manufacturers and suppliers of industrial goods, etc.

In foreign logistics science and practice there is also no uniform approach to the terminology of the area under study. Specifically, D. J. Bowersox and D. J. Closs point out: Procurement involves purchasing and arranging for external deliveries of materials, manufacturing components, and/or finished products from a supplier to manufacturing or assembly plants, industrial and commercial warehouses, or retail stores. The process of acquiring material resources (goods) in production activities is usually called purchasing, in the public sector - supply, in retail trade and warehousing - purchasing. Often this same process is defined as “input logistics” or “internal logistics”.

The standard definition of the overall objectives of the purchasing function is that the company must obtain the necessary raw materials in terms of quality and quantity at the right time, in the right place, from a reliable supplier who meets its obligations in a timely manner, with good service (both before and after the sale). and at a favorable price.

In accordance with this we can distinguish:

1. The need to ensure a continuous flow of raw materials, supplies of components and provision of services necessary for the operation of the company. Shortages of raw materials and components can lead to a halt in production and, accordingly, to high overhead costs - an increase in operating costs due to fixed costs and the inability to meet customer requirements for product delivery times.

2. Keep inventory investments and costs to a minimum. One of the ways to ensure a continuous flow of material resources and finished products is the creation and storage of large reserves of these resources and products. Inventories involve the use of capital that cannot be invested elsewhere. Each year, the value of current inventory can be 20-50% of the total value of assets.

3. Maintaining and improving quality. The production of products or the provision of services must meet accepted requirements, which leads to an increase in production costs to a significant level.

4. Search for competent and reliable suppliers. The success of the purchasing function depends on the ability to identify and develop relationships with suppliers, analyze their capabilities, select the appropriate supplier, and then work with them to continuously improve the joint performance.

5. Purchasing multifunctional products whenever possible. If during the procurement process it is possible to purchase one product that will perform a function previously performed by two or three products, the company will benefit from: an initial low cost resulting from a discount on the products; lower cost of investment in inventory without deterioration in service; lower cost of personnel training and costs associated with maintaining equipment during its operation, as well as increased competition among suppliers.

6. Compliance with the “price-quality” principle in the procurement process. Purchasing activities involve the use of a large volume of working capital, therefore goods and services are needed with the lowest total cost while maintaining the proper level of quality, quantity, delivery conditions and service.

7. Increased competitiveness. The company will be competitive if it can control all costs associated with procurement and time parameters in order to avoid unprofitable activities, or activities that require additional time, etc. This requires optimization of costs, changes in the distribution program, introduction of technological progress, etc.

8. Achieving harmonious relationships and effective cooperation with other functional departments of the company. Purchasing activities cannot be effective without cooperation with other departments and employees of the company: technical control (QC) department, production department, accounting, marketing, design, engineering, etc.

9. Reduced administrative costs. If purchasing activities are not efficient, the administrative costs of the purchasing department will be too high. The composition of the goals of purchasing logistics depends on the specialization of the company (industrial, trade, service), the degree of development and/or complexity of production, the sector of the economy in which the company operates, and competitiveness.

Achieving these goals in the field of procurement management (purchasing logistics) requires the implementation of various standard operations, for which the most characteristic tasks that contribute to the rationalization of the procurement system should be considered.

Typical tasks of purchasing logistics:

* determination of the subject (structure) of procurement;

* selection of supplier;

* determination of the volume of purchases;

* purchasing conditions.

The task of determining the subject of procurement is solved jointly with the production department and engineering service of the company. At the same time, the needs for raw materials and supplies, their quality and performance characteristics, and specification parameters are determined. All this information goes to the supply (purchasing) department.

Selecting a supplier requires an in-depth analysis of the market for the products the company is interested in, existing and potential suppliers, and the preferences of the most promising and effective of them. This issue is entirely within the competence of the supply department employees.

The volume of purchases is determined in agreement with other departments (production, warehouse, financial, accounting). Together with the production department, the required amount of material resources is determined. The availability of this product in the warehouse is checked (if the warehouse is under the jurisdiction of the supply department). If these products are not in stock (or there are not enough of them), the purchase volume must be agreed upon with the financial department.

Purchasing conditions are agreed upon with suppliers who have already offered their options and the procurement department. Employees of other departments (financial, logistics, etc.) can also participate in resolving this issue. Solving this problem means that such parameters as price, terms of payment and delivery, terms, etc. will be determined.

When performing these tasks, it is necessary to make a decision each time: whether to buy this component product in finished form from another manufacturer or to make it ourselves, in our own production, if technologically possible. In this case, we are talking about the choice of production or procurement of components, which themselves are finished products. For example, various kinds of electric motors or basic castings, which the machine tool enterprise does not produce on its own, but purchases from specialized enterprises. Another example: an automobile plant installs tires purchased from companies specializing in this on the cars it produces, rather than producing them on its own.

To date, there is no generally accepted calculation method that allows, using formalized techniques, to make an unambiguous judgment as to whether a given component product should be manufactured by ourselves or whether it is better to buy it. The solution to this issue is largely creative, intuitive, depending on who makes the decision. But in doing so, one should be guided by very specific considerations. The degree of importance of the factors under consideration and their ranking are determined by the person making such a decision. In other words, such a decision should largely be of an expert nature.

Organization and management of procurement activities

The functions of the purchasing department in the organizational structure of the company are influenced by factors such as:

* share of costs for purchased raw materials and external services in the company’s expenses (income);

* the nature of the purchased products or services;

* the situation on the market for products and services vital for the company;

* availability of capabilities to perform this function;

* procurement tasks that contribute to the achievement of organizational goals.

Purchasing services in a company can be built centrally or decentralized. If the company approaches the process from a decentralized position, department employees will independently carry out purchases, each for their own department. The advantage of this approach is the fact that the user knows the needs of the department better than anyone else.

The procurement process can be faster with this approach. However, compared to decentralization, centralized purchasing has many more advantages, which is why almost all but the smallest companies use a centralized approach to purchasing. When purchasing centrally, a specific person is appointed or a department is created with the authority to make purchases in the interests of all departments.

Advantages of centralized procurement:

* ease of standardization of purchased material resources or finished products;

* lack of administrative duplication;

* the possibility of joint (several company departments) placing an order with a supplier in order to receive discounts for a large order volume;

* better control over the fulfillment of procurement obligations;

* development of professional skills of procurement specialists through specialization, professional decision-making and better use of time. An option for the structure of an enterprise's procurement service involves the concentration of all procurement functions of an enterprise in one hand, for example, in the logistics directorate. This structure creates ample opportunities for logistical optimization of material flow at the stage of procurement of labor items.

Enterprise purchasing specialists are responsible for purchasing products in accordance with specifications received from internal customers. Internal consumers are other functional departments of the enterprise that require products.

Within the purchasing department itself, functions often undergo further specialization and the development of professionalism as a result of specialization. In a small company where the purchasing department is represented by one person, there will probably be no separation of functions. But in a larger purchasing organization, the usual division of functions occurs in four specific areas.

Organization of the procurement process has certain stages:

1. Determining the need for material resources.

2. Determining the required characteristics and quantities of goods and services.

3. Analysis and identification of possible sources of supply.

4. Determination of price and terms of purchase.

5. Preparation and placement of purchase orders.

6. Order fulfillment control and/or forwarding.

7. Receipt and inspection of goods.

8. Invoice processing and payment.

9. Accounting for receipts of material resources.

Any purchase begins with determining the overall needs of the company and the individual needs of each of its divisions. With this information, material resources can be obtained from the warehouse either by moving excess goods from another department or by purchasing new goods. In addition, it is necessary to have an accurate description of the need, article number of the product or service that is being requested. For this purpose, the purchasing department maintains a list (catalogue) of constantly purchased items, which facilitates the maintenance of correct accounting records and the procedure for storing them in the warehouse. One of the main problems that arise when purchasing goods is the choice of supplier. Its importance is explained not only by the fact that in the modern market there are a large number of suppliers of the same goods, but mainly by the fact that the supplier must be a reliable partner of the company in the implementation of its logistics strategy.

Let's consider the main stages of choosing a supplier.

1. Determination and assessment of customer requirements for quantity, quality, delivery time and service attached to the product.

2. Determination of the type of purchases: established (permanent) purchases, modified purchases (in which the supplier or parameters of the purchased goods change), new purchases (purchases related to changes in market conditions).

3. Analysis of market behavior. The supplier can operate in different market environments and market types: monopolistic, oligopolistic, highly competitive. Knowledge and analysis of the supplier market helps the company’s logistics personnel determine the number of possible suppliers, market position, professionalism and other factors that allow them to properly organize procurement.

4. Identification of all possible suppliers and their preliminary assessment.

5. After selecting the most suitable product suppliers, the final selection of the supplier occurs. In this case, a multi-criteria assessment method is used, including such indicators as the price level, reliability of supplies, quality of related services, etc.

6. Implementation of the process of supplying a specific range of goods from a supplier to an intermediary company: registration of contractual relations, transfer of ownership of products, transportation, cargo handling, storage, warehousing, etc.

7. Monitoring and evaluation of procurement implementation. After completion of the delivery process, incoming product quality control should be organized (this procedure may not be available for reliable suppliers, especially when using JIT technology). The effectiveness of procurement management is assessed as a result of continuous monitoring and audit of the fulfillment of contract terms in terms of terms, prices, delivery parameters, product quality and service.