Retail. For a retailer, inventory management is essentially a matter of buying and selling. The retailer buys many different products and takes on a lot of selling risk. Due to the high cost of retail space, the main thing for retailers is inventory turnover.
The stock rate is the estimated minimum number of items of labor that production or trade enterprises must have to ensure an uninterrupted supply of products or the sale of goods.
Wholesale. Wholesalers have a narrower range of risks than retailers, but their risks are deeper and longer lasting. Wholesalers buy large quantities of goods from manufacturers and sell them to retailers in small quantities. The economic role of wholesalers is to supply retailers with a specially selected range of products from different manufacturers and in small batches. If the products are seasonal, the wholesaler has to build up stocks long before they are sold, which increases the depth and duration of the risk. One of the main dangers for the wholesale trade is. expansion of the product range to the scale characteristic of the retail, despite the fact that the depth and duration of risks are not reduced.
Stock types:
1.According to the place of production in the logistics channel
Production stocks - stocks intended for production consumption
Stocks of work in progress - intermediate products that are at various stages of the production process.
Commodity stocks - stocks of finished products from manufacturers
Carrying stock is the part of the inventory that is in the process of being delivered from a supplier to a consignee.
2. In relation to logistics operations
Stocks in supply Production stocks Sales (commodity) stocks Cumulative stocks Transport stocks (stocks in transit, stocks in transit) Cargo handling stocks
3. By functional purpose Current stocks Insurance (warranty or buffer) stocks Preparatory stocks Seasonal stocks Stocks for promotion of finished products. Speculative stocks Obsolete (illiquid) stocks
4. In relation to the logistics system or logistics intermediaries Inventories of suppliers Inventories of consumers Inventories of resellers
1. If inventory management costs are significant and can be calculated, then a system with a fixed order size should be used;
2. If the costs of inventory management are insignificant, then a system with a constant level of inventory is more preferable;
3. When ordering goods, the supplier imposes restrictions on the minimum lot size. In this case, it is desirable to use a system with a fixed order size, since it is easier to adjust a fixed lot size once than to continuously adjust its variable order;
4. However, if restrictions are imposed due to the carrying capacity of vehicles, then a system with a constant level of stocks is more preferable;
5. A system with a constant level of stocks is more preferable in the case when the delivery of goods occurs on time;
6. Constant level system and dual level system are often chosen when it is necessary to quickly respond to changing sales.
4. Comparative characteristics of inventory management models. Advantages and disadvantages of basic and additional models.
The inventory management model must answer two questions: how much to order and when to order.
The main features of the classification of inventory management models are: demand (expenditure), replenishment parameters, costs associated with the formation and maintenance of stocks, restrictions and management strategy. According to the proposed classification, deterministic and stochastic (probabilistic) models of inventory management are distinguished - depending on the effect of random factors on the parameters of the management system. If at least one parameter is random variable(process), the model will be stochastic, otherwise it will be deterministic.
The most complex from a mathematical point of view is a model in which demand is described using probabilistic non-stationary distributions. The advantage of this model is the most accurate reflection of the nature of demand.
The simplest inventory management model is the single-product static model. In it, the demand is assumed to be constant in time, and the replenishment of the stock is instantaneous. This model assumes that there is no shortage, and therefore only the current stock is considered, the level of which varies from the maximum, equal to the volume of the batch at the time of its receipt, to the minimum, equal to zero.
In the classical model of the optimal size of the supply lot, there is no shortage of products necessary for production. However, in some cases, when the loss due to a shortage is comparable to the cost of maintaining excess inventory, a shortage is acceptable. If available, the model of the optimal batch size requires taking into account certain methodological features.
5. The order of circulation of stocks in the warehouse. Basic approaches to improving inventory management based on the theory of reserves.
The composition of operations performed in the warehouses of wholesale enterprises is the sequence: unloading transport; acceptance of goods; placement for storage (stowage in racks, stacks); selection of goods from storage places; assembly and packaging; loading; intra-warehouse movement of goods.
According to the theory of inventory management, the creation of inventories is almost always inevitable and their storage is associated with the restrictions imposed by the company's policy aimed at making a profit. Stocks are created to meet demand. Of all the possible ways to solve this problem, the most acceptable is the creation of reserves. Similarly, inventory management policy should also be the best alternative of all possible courses of action. The presence of alternative lines of conduct means that the management of the enterprise is obliged to make decisions. Therefore, inventory management tasks are decision-making tasks. A set of decision-making rules is found that satisfy the function of the goal (such as, for example, minimizing costs), subject to certain restrictions imposed by the company's policy, the availability of premises, capital, labor, etc. The following are also usually chosen as optimization criteria: the minimum value of the total costs, the minimum value of the stock, the maximum probability of deficit-free work, the maximum profitability, the maximum turnover of working capital.
6. Using the concept of logistics in managing the work of warehouses of different classes. The main performance indicators of the warehouse.
The concept of logistics requires an integrated approach to managing the system of distribution channels through which goods are delivered to the warehouse of the enterprise, their internal processing and sale to the consumer. The logistics process is a certain sequence of basic logistics operations and a set of actions that ensure their implementation in order to effectively interact with the elements and optimize the logistics system as a whole. The logistics process in a warehouse can be viewed as the management of logistics operations related to cargo handling (operational management) and the coordination of related services, one way or another ensuring the efficient functioning of the warehouse.
The breadth of the logistics process is primarily due to the coordination of the delivery of goods, the management of their stocks and the provision of sales. At the same time, orderliness in time of the entire cycle of cargo handling must be observed to meet the needs of the buyer with the necessary assortment in the required quantity at the appointed time.
^ Warehouse Performance Indicators:
1. Efficiency of warehouse space use: Cargo density, Capacity
2. Warehouse work intensity: Warehouse turnover, Warehouse specific freight turnover, Coefficient of load unevenness, Cargo turnover ratio in the warehouse, Ton-days of cargo storage, Average order service time
3. Safety of goods processed at the warehouse: The number of cases of loss (shortage) at certain intervals, The number of losses (shortage) per day in relation to the total volume of storage of goods per day, The number of returns of low-quality products, defects that occurred due to the fault of warehouse workers (for example , exceeding the shelf life, damage during packaging, improper storage conditions)
4. Economic indicators characterizing the efficiency of work: Warehousing costs, Cost of storage, Labor productivity of employees, Incomes of the warehouse (estimated only in the case of commercial use of warehouse capacity)
7. Reasons for using warehouses in the sphere of commodity circulation. Methods for determining the location of warehouses in the service area.
Warehouses are one of the most important elements of logistics systems. The need for specially equipped places for keeping stocks exists at all stages of the movement of material flow. They are necessary for: ♦ temporary placement and storage of inventories; ♦ transformation of material flows; ♦ provision of logistics services in the service system; they also perform the following functions: ensure the concentration of goods, complete it in the right assortment, organize the delivery of goods in small batches, as consumers, as well as to the warehouses of other wholesale intermediary firms, store reserve lots.
The main purpose of the warehouse is the concentration of stocks, their storage and ensuring uninterrupted and rhythmic supply of consumers.
The problem of locating warehouses can be formulated as a search for an optimal solution or as a search for a solution that is close to optimal. Science and practice have developed methods for solving problems of both types.
1. Method of exhaustive enumeration. The problem of choosing the optimal warehouse location is solved by a complete enumeration and evaluation of all possible options for locating distribution centers using mathematical programming methods. However, this method is quite laborious and the number of variables grows exponentially as the scale of the network increases.
2. Heuristic methods. Less time-consuming are suboptimal or near-optimal methods. These include heuristic methods. They are based on human experience and intuition. The method is based on the preliminary rejection of a large number of obviously unacceptable options. An experienced expert analyzes the transport network of the region, and unsuitable options are excluded from the assignment. For the remaining controversial options, the calculations are carried out in full.
3. Method for determining the center of gravity of the distribution system. This method is based on calculating the center of gravity of the warehouse to certain consumers, i.e. the distribution warehouse will be located at a certain point - closer to large buyers.
Introduction3
1. Theoretical aspects of inventory management. five
1.1. Essence and role of commodity stocks. five
1.2. Inventory management methods. 10
1.3. Forecasting in inventory management. 13
2. Management of commodity stocks at the enterprise JSC "Crystal". twenty
2.1. general characteristics enterprises20
2.2. Characteristics of the market for the sale of alcoholic products. 36
2.3. Analysis of inventory management at JSC "Crystal". 37
3. Development of inventory management system at Kristall OJSC. 44
3.1. Planning for the wholesale sale of goods44
3.2. Analysis of economic relations with buyers of goods. 47
3.3. Analysis of the methods of wholesale of goods used in the enterprise. 57
3.4. Measures to improve the management of commodity stocks at OJSC Kristall. 68
Conclusion72
Literature74
Introduction
The relevance of the chosen topic lies in the fact that in the context of the transition to market relations, wholesale trade has to organize its commercial activities in a new way, expand the scope of contractual relations with suppliers and manufacturers of goods, increase the efficiency and effectiveness of inventory, create new commercial structures for studying and forecasting consumer demand, while using the experience of foreign marketing, as well as to actively engage in advertising and information activities, participate in the work of commodity exchanges, wholesale fairs, sales exhibitions and exhibitions-views of new and better products.
Wholesaling includes any activity of selling goods or services to those who purchase them for the purpose of resale or professional use. Wholesalers help manufacturers efficiently deliver goods to a multitude of retailers and industrial customers in any part of the country. Wholesalers perform many different functions, including marketing and promotional activities, purchasing and product assortment, bulk breaking, warehousing, transportation, financing, risk taking, market information and management and advisory services. All wholesalers can be divided into four groups. Merchant wholesalers acquire ownership of the goods. They can be further subdivided into full-service wholesalers (wholesalers, distributors of manufactured goods) and limited-service wholesalers (non-delivery cash wholesalers, salesman wholesalers, organizer wholesalers, export wholesalers, agricultural production cooperatives and wholesalers-messengers). Agents and brokers do not acquire ownership of the goods, but receive a commission for facilitating the sale. Wholesalers and manufacturers' offices are subdivisions of firms that are not wholesalers, subdivisions created in order to do without
attracting the services of professional wholesalers.
Wholesale trade is an independent branch of the economy. Forward-thinking wholesalers are constantly tailoring their services to the specific needs of their target customers and are looking for ways and means to reduce the cost of doing business.
The purpose of the thesis is to develop practical recommendations for improving inventory management.
To achieve this goal, the following tasks were set and solved: theoretical aspects of inventory management were disclosed; an analysis of the management of commodity stocks at JSC "Kristall" was carried out; the inventory management system has been developed.
The object of research work is JSC "Crystal".
The subject of the research is the management of commodity stocks at the enterprise.
When writing a graduation project, we studied and analyzed regulations, works of leading management theorists, as well as material on the Internet.
Structure and scope of work. Thesis consists of introduction, three chapters, conclusion, bibliography; contains 9 tables, 5 figures. The total amount of work is 76 pages of typewritten text. The list of used literature includes 36 titles.
1. Theoretical aspects of inventory management
1.1. The essence and role of inventory
Trade is a type of entrepreneurial activity where the object of action is the exchange of goods, the sale of goods, as well as customer service in the process of selling goods, their delivery, storage and preparation for sale.
There are two main types of trade - wholesale and retail. The grounds for such a classification are contained in the norms of civil and tax legislation.
Wholesale trade enterprises sell goods to legal entities and individual entrepreneurs who purchase goods for subsequent resale, as well as to organizations that purchase goods (raw materials, components) for the production of other products, that is, the goods are transferred for use in entrepreneurial activities or for other purposes not related to personal (family, home, etc.) use. The relationship between the seller and the buyer of goods in this case is most often formalized by supply contracts.
In accordance with the provisions of the classifier, wholesale trade includes the activity of selling goods to retailers, industrial, commercial, institutional or professional users, or other wholesalers. Retailing refers to the activity of selling goods for personal consumption or home use.
The most important task of wholesale trade is to systematically regulate the product offer in accordance with demand. The objective opportunity to successfully solve this problem is due to the intermediate position of wholesale trade: a significant part of commodity resources is concentrated in it, which makes it possible not to be limited to passive operations, but to actively influence the sphere of production, retail trade and, through it, the sphere of consumption.
Wholesale trade, like no other link associated with the sale of goods, is able to actively regulate regional and sectoral markets through the accumulation and movement of goods. This line of work should occupy a decisive place in all its activities. Wholesale enterprises are called upon to improve the links in the movement of goods, to develop centralized delivery and circular delivery of goods. Currently, along with the positive in the activities of wholesale enterprises, there are significant shortcomings. Often, the terms of delivery of goods are not observed, contractual obligations are violated in terms of the volume, assortment and quality of the goods supplied.
The efficiency of the functioning of the entire national economic complex, the balance of the domestic market, and the satisfaction of the growing needs of people largely depend on the work of wholesale trade. Under the new economic conditions, the scope of wholesale trade will be significantly expanded. The strengthening of the role of commodity-money relations is associated not only with the development of wholesale trade in consumer goods, but also with the transition to wholesale trade in means of production. These two forms are becoming the most important channels for the planned movement of material, technical and commodity resources.
The main indicator of the economic activity of enterprises and organizations of wholesale trade is wholesale turnover. It represents the sale of consumer and industrial goods for subsequent sale to the population, as well as the supply to off-market consumers and exports. Wholesale turnover reflects the transition of goods from the sphere of production to the sphere of circulation and their movement within the sphere of circulation. Its volume, structure, types and forms of commodity circulation predetermine other important indicators of economic activity.
The purpose of the analysis of turnover is to assess the position of the wholesale enterprise in the market and the volume of this type of activity from the standpoint of obtaining the necessary profit. The highest, main goal of any enterprise in a market economy is profit maximization. However, entrepreneurs, managers and owners of enterprises at a certain stage set the task of achieving an intermediate goal, ensuring break-even operation, reducing or gaining a large market share, ensuring maximum growth in performance, etc. Each of these intermediate goals always acts as a means to achieve the main (main) goal. This approach is typical in many areas of trade, including wholesale.
In the process of analyzing the wholesale turnover, enterprises solve a number of tasks and evaluate them from the standpoint of achieving their goals. Many of these tasks can be divided into two groups:
Implementation related tasks;
Tasks related to the procurement of goods and services.
For the implementation of the continuous process of commodity circulation, certain stocks of goods are necessary. Commodity stock is a set of commodity mass, which is in the sphere of circulation and is intended for sale. Commodity stocks perform certain functions:
They ensure the continuity of expanded production and circulation, during which their systematic formation and expenditure take place;
Satisfy the effective demand of the population, as they are a form of product offering;
They characterize the relationship between the volume and structure of demand and product supply.
The need for the formation of commodity stocks of commodities is caused by the following reasons:
Continuity of circulation processes;
Seasonality of production and consumption;
Uneven distribution of production and areas of consumption;
Unforeseen fluctuations in demand and rhythm of production;
The need to transform the production range into a trade one;
The need to form insurance reserves,
Other reasons.
When accounting and planning inventory, absolute and relative performance. The absolute value of commodity stocks can be expressed in natural or in value units. The absolute value of inventories is a variable value. It changes all the time depending on the receipt and sale of goods. Therefore, when analyzing and planning, it is of great importance to compare inventory with turnover. For this purpose, inventories are expressed in days. This indicator is relative, it characterizes the amount of inventory that is in the trade enterprise on a certain date, and shows how many days of trade there will be enough inventory.
The size of commodity stocks is directly related to the speed of circulation of goods. With a constant volume of trade, an acceleration in the turnover of goods leads to a decrease in inventories, and, conversely, a slowdown in turnover requires a greater mass of inventories.
Accelerating the time of circulation of goods is of great importance: it increases the economic efficiency of all social production, affects the pace of playback, being at the same time important condition increase profitability trading activities enterprises.
The turnover of goods can be accelerated only by improving the entire trade, commercial and economic work of the enterprise. This requires a deep understanding of the influence of various factors on the formation of commodity stocks.
Some of these factors accelerate the speed of circulation of goods and thereby objectively reduce the required amount of stocks, while others, on the contrary, slow down the speed of commodity circulation and thereby increase the size of stocks. Knowing this, it is possible to detect reserves for accelerating the turnover of the company's stocks, reduce the cost of forming and storing inventories.
The main factors that affect the turnover and the amount of inventory include the following.
The relationship between supply and demand for goods. In conditions when the demand of the population exceeds the supply of goods, their turnover sharply accelerates, the trade turnover is carried out with smaller commodity stocks. As the supply of goods increases, the market is saturated, there is a slight slowdown in the speed of circulation of goods. Studying the demand of the population is one of the conditions that contribute to the normalization of commodity stocks;
The complexity of the range of products. The time of circulation of goods of a complex assortment, as a rule, far exceeds the time of circulation of goods of a simple assortment;
Organization and frequency of importation of goods. The more often goods are delivered to the store, the less inventory you can fulfill the turnover plan. In turn, the frequency of importation depends on the location of trade enterprises, the conditions of transportation, and the location of production enterprises. The closer placed industrial enterprises or wholesale bases to areas of consumption, the more often the delivery of goods is made, the less time is spent on their delivery. The high frequency of importation is typical for goods that quickly deteriorate;
Consumer properties of goods. They either reduce or increase turnaround time.
Rhythm of receipt of goods during the quarter and month, the order of delivery of goods.
A great many other factors also influence the circulation of goods: the organization of advertising and the sale of goods, transport conditions, the state of the material and technical base, the features of packaging of goods, etc. Importance have the qualifications of personnel and the level of management of a complex trading process, organization of work, etc.
1.2. Inventory Management Methods
Wholesale trade plays a significant role in the system of economic relations between the regions of the country, industries, manufacturers of goods and retail trade. Carrying out economic relations with industry and agriculture, wholesale trade acts as a customer of consumer goods, its functions include the purchase and import of goods from manufacturers. It should be noted that it is designed to actively involve local commodity resources in the trade turnover and conduct decentralized purchases of goods from various sources. By organizing the importation of goods, trade controls whether the industry complies with contractual obligations to supply goods of the appropriate assortment and quality, strictly within the stipulated time. In the warehouses of wholesale enterprises, purchased goods are sorted out, discounted if they do not meet the needs of buyers, or if their consumer qualities are reduced.
Wholesale trade can and should actively influence the volume and range of products produced, demand the replacement of the output of goods that are not in demand with goods for which the needs are not fully satisfied, strive to improve the quality and expand the range of products. Wholesale trade has the right to stop acceptance and return low-quality goods to the industry, which forces industrial enterprises to improve their consumer properties.
In order to purposefully influence the change in the trade situation, the wholesale trade must have data on the state and prospective changes in situations in the sectoral and regional markets, investigate and forecast the demand of the population, and have an idea of the capabilities of suppliers.
The role of wholesale trade provides for its active participation in ensuring the sustainable sale of goods to consumers. Wholesalers control the completeness of the assortment in the shops of the serviced area, ensuring the constant availability of goods available in warehouses for sale, participate together with the industry in promotional activities, and organize the resale of goods that are over-purchased by stores to other areas where there is a demand for them.
Inventory management is understood as a system of measures aimed at establishing and maintaining the optimal volume and structure of inventories for the uninterrupted supply of retail chains with goods in required quantity and assortment.
The main task of inventory management is to prevent interruptions in the supply of goods and avoid overstocking. At the same time, it is necessary to accelerate the turnover of commodity stocks, reduce the costs of their formation and storage. Inventory management in wholesale warehouses provides for:
Rationing of commodity stocks; - operational accounting of stocks and control over their condition; - regulation of commodity stocks.
Rationing of commodity stocks is carried out by various methods (experimental-statistical method, the method of technical and economic calculations, economic and mathematical modeling, etc.).
Operational accounting and control over the state of commodity stocks is an important element of commercial work with goods in trading warehouses.
Tens and hundreds of thousands of items of goods are turned around in trading warehouses. Therefore, it is difficult to establish a systematic accounting and control over each assortment item, especially if this is done by manual or low-mechanized methods. A large range of goods in wholesale warehouses and, as a result, huge information flows urgently require the widespread use of computer equipment and technology. For this purpose, it is necessary to create an automated control system for commodity stocks, the use of computer technology makes it possible to provide daily commercial workers with reliable information about stock deviations from the standards for commodity groups, subgroups, types and varieties of goods.
Based on the information received about the state of commodity stocks (deviations from the standards), they are optimized and regulated, i.e., commercial decisions are made and implemented to normalize them. In general, the deviation of commodity stocks from the established standards in commercial work is undesirable. Understated inventories can lead to a shortage of goods, interruptions in the supply of goods to the retail trade network. Excess inventory leads to a slowdown in turnover, an increase in product losses, leads to an overload of warehouse space, and a deterioration in financial performance. Therefore, the normalization of commodity stocks is the primary task of commercial workers.
For example, when the level of commodity stocks decreases, the commercial apparatus must take measures for additional commodity purchases of these goods, strengthening control over the fulfillment by suppliers of their contractual obligations, etc. If excess inventories arise, take measures to reduce (liquidate) them. These measures include, in particular:
Reduction of imports from suppliers of these goods;
Activation of their sale (by organizing sales exhibitions, fairs, bazaars, etc.). Carrying out wide promotional activities;
Maneuvering stocks within the wholesale company (moving them from one enterprise to another), moving stocks at the regional level through dealers;
Strengthening the impact on industrial enterprises - in order to improve the quality of goods, update their range, etc.;
Carrying out work to reduce prices affordable for the majority of the population;
Industrial processing of certain food and non-food products that are in low demand among the population, etc.
1.3. Forecasting in Inventory Management
One of the most significant factors determining the efficiency of operating expenses, as well as the level of organization of management for enterprises, is the size of inventory. Today, due to a number of objective reasons, it is not possible for most enterprises to achieve a complete absence of commodity "excesses". And if stocks cannot be disposed of, they must be managed.
New supply philosophy. Best practice in the implementation of the JIT system has shown that the concept of "just in time" is much broader than the usual reduction of inventory. The modern most progressive management experience in the field of supply and marketing organization was based on the dialectical development of four fundamental elements:
Statistical Process Control (SPC). This approach, in fact, was the initial prototype of JIT and was adopted by companies immediately after the Second World War. This concept was based on the organization of such a control system at the enterprise, which excludes the presence of "incoming" defects at all stages of production and, as a result, the absence of defects at the "output". Today's companies cannot fully comply with the principles of "just in time" if suppliers (both external and internal) allow even a small percentage of defective products.
The Statistical Process Control method was based on the so-called "idea of no defects" formulated by Philip Crosby, who stated that "quality is free".
Total Quality Management (TQM). The concept of integrated or total quality management appeared approximately in the late 70s - early 80s as a logical continuation of SPC and was based on the need to improve the quality of all components (factors) of production. The application of TQM methods required an increase in all quality indicators of production and service, and not just the elimination of defects in raw materials and products.
The scientific substantiation of the method of integrated (total) quality management is associated with the name of the same Crosby and his associates Deming and Juran, who believed that it was necessary to control not the quality of the product, but the quality of the organization of production. With this approach, each employee should be responsible for improving the quality in their own technological area. They also believed that the introduction of TQM principles should save companies from the need to maintain huge departments of technical control (QD).
Business process reengineering (RBP). At the turn of the 80-90s. the philosophy of TQM was supplemented by a new complex concept in corporate management, which was called RBP. The concept of reengineering was based on the assumption that it is possible and necessary to permanently improve all business processes, including inventory management. The main method of RBP has become a process of continuous optimization, and the main goals are to achieve maximum cost savings and the complete elimination of non-productive labor (NVA). Despite the relative youth of the RBP method, most of the ideas underlying it have been known to economists for more than a decade.
The very concept of business process reengineering and its principles were first formulated in articles published in 1990 by Hammer and his colleagues Davenport and Short.
Total Money Management (TCM). From the mid-90s to the present day, the most advanced concept in the field of management is the TCM concept, which is based on the priority of cash flows over all other management objects. But this does not mean that SPC, TQM and RBP are “good for nothing anymore”: these elements have not lost their relevance, but have become just tools in ensuring the process of total money management. The JIT system has also become one of the components of TCM. Henceforth, the philosophy of inventory management should not be subordinated to quality or optimality, or "customer satisfaction", etc., but only to increase real income. In other words, companies that have adopted the TCM approach should not produce a quality product, but one that provides maximum profit over time. Another major achievement of TCM was the final "victory of profit over marketing". Today, the most progressive companies have finally realized that marketing should be subordinated to the financial goals of increasing revenue, and not vice versa.
The father of the concept of total money management is considered to be Alfred M. King, who first gave the scientific justification for the TCM method in his book Total Cash Management. The main idea of King's work is that in order to manage a company, cash flow should be given priority.
Management methods. As we have already said, one of the prerequisites for effective inventory management is to take into account the impact of their size on the company's cash flows. Conventionally, all material costs for maintenance of stocks can be divided into three large groups:
Costs associated with the organization of purchases; - costs associated with storage; - losses associated with the inadequacy of stocks.
The problems associated with the management of listed costs can be solved based on the construction of an optimal order size (EOQ) model. The main condition for constructing this model is the division of costs into those that are directly proportional to the size of reserves, and those that are inversely related to the amount of accumulated resources.
Once the optimal inventory level is established, it is not difficult to determine the moment at which it is necessary to place an order. This moment will be determined by multiplying the days of manufacture and delivery of goods by the supplier by the number of goods sold per day. The quantity received represents the inventory level for that item at which the next order should be sent to the supplier.
The solution of these simple tasks in companies with a significant range of goods (large-scale production, a supermarket, etc.) is impossible without the use of adapted ERP inventory management systems.
The method of enterprise resource planning (Enterprise Resource Planning or ERP for short) allows using specialized software to manage inventory, taking into account the dynamics of changes in all factors of production and in compliance with the general strategy and tactics of the company's development. The pioneers in the application of the ERP method were such world-famous retail giants as Wal-Mart, Dayton Hadson, Kmart. This is due, first of all, to the fact that these companies had the largest share of inventory in the total structure of all assets.
Wayn Hud, a recognized authority on retailing ideology back in the late 80s, wrote: “In the late 90s, computer technology like ERP will divide all retailers into winners and losers. Companies that do not intend to invest in modern computer technology, even if they are going through hard times, will never be able to become winners.
Suppliers. The effectiveness of the company's inventory management depends largely on the organization of relations with third-party suppliers. Large companies (and smaller ones after them) are mainly guided by the "indisputable" motto: "the customer is always right." That is why many consumer firms use all possible methods of pressure on their suppliers in order to reduce prices and improve service. However, the objective relationship between the last two indicators, as a rule, is expressed as follows: the higher the quality, the higher the prices and vice versa.
In order for the just-in-time system, which promises companies significant savings in operating costs, to really work, it is necessary to give priority not to prices, but to quality and speed of delivery. At the same time, price reductions should be achieved not through the administration of suppliers, but through their economic stimulation. In order for suppliers to really be interested in "knocking down" prices without compromising the quality of service, it is necessary to maximize the size of orders and increase the terms (history) of cooperation.
Thus, in order to save money, improve quality and increase the speed of working with suppliers, the latter should not be perceived as competitors or rivals, but as strategic partners. There is a rule that the greatest savings in procurement costs can come from the fewest suppliers.
Accounting and taxes. Unfortunately, not all types of businesses are able to do without stocks. So, for example, many industrial and manufacturing enterprises, due to the specifics of their activities, cannot yet do without a sufficient amount of inventory and (as a result) the cost of maintaining storage facilities and other related costs.
So, if the very fact of the presence or absence of commodity stocks does not affect income tax payments due to the notorious clause 5.9 of the Law of Ukraine “On Taxation of Enterprise Profits”, then the situation with VAT is completely different. Domestic enterprises paying VAT, as a rule, are interested in the accumulation of those commodity stocks that are accompanied by a tax credit of 20%. Such a tax credit on the part of the supplier can often not only cover the costs of maintenance and storage of goods and materials, but also bring additional benefits by deferring the payment of a part of tax liabilities.
Inventories can also have an important impact on the balance sheet of an enterprise. In accordance with paragraph 24 of P (S)BU 9, stocks are displayed in accounting and reporting at the lower of two estimates: initial cost or net realizable value. This means that in the event of an increase in market prices for previously purchased goods and materials, their book value will not change, and in the event of a fall in prices for similar products, the enterprise will be forced to report the corresponding losses in the financial report. This circumstance makes the reliability of accounting "one-sided", and also allows managers interested in "playing" for a decrease in shares in large companies, to manipulate financial results.
In companies with significant inventories, the choice of one or another method of accounting for the write-off of goods allows you to very significantly adjust the final financial indicators in both financial and tax reporting.
Inventory disposal valuation
When stocks are released into production, sale or other disposal, they are evaluated using one of the following methods:
The identified cost of the relevant inventory item;
weighted average cost;
Cost of first-in-time inventory (FIFO);
The cost of the latest receipt of inventory (LIFO);
Regulatory costs;
Sale prices.
So, for example, when using the LIFO method (“last in - first out”) in conditions of inflation (or a rapid increase in purchase prices for the same product), it is possible to significantly reduce the reporting profit of an enterprise and minimize income tax payments. However, if with this method of writing off inventories to carry out their constant reduction, then there will be a completely opposite effect - profit will increase, and income tax will increase.
2. Management of commodity stocks at the enterprise of JSC "Kristall"
2.1. General characteristics of the enterprise
In 1896, by decree of the Minister of Finance of Russia, Sergei Yulievich Witte, Russian Empire A state monopoly was introduced on the production and sale of alcoholic beverages.
In 1901, the monopoly came to Moscow. "Moscow State Wine Warehouse No. 1", the future plant "Crystal", is located on the banks of the Yauza, and was the largest and most powerful enterprise. It was supposed to produce 2 million 100 thousand buckets of wine per year (about 2.6 million deciliters), while the other two "warehouses" only 1 million 50 thousand buckets each (a state-owned vodka bucket - 12 liters).
Warehouse No. 1 employed about 1,500 people at the time.
The warehouse building is a remarkable example of industrial architecture of the early 20th century and retains its historical appearance to this day.
The opening and consecration of warehouse No. 1 took place on June 24, 1901. At the beginning of its history, the plant produced only three varieties of vodka: "plain", "improved" and "boyar". Initially, it was planned to produce 600 thousand buckets of top quality vodka per year. However, already a week after the opening of the plant, in view of the huge demand for state-owned wine of the highest purity, the question arose of increasing its production. For this, it was proposed: first, to increase the number of batteries (filters) for the production of high-quality vodka, and then "rebuild the entire warehouse for the sake of making wine of the highest purity."
The future "Kristall" from the very beginning was an advanced industrial complex, equipped with the most modern equipment and having a multi-stage product quality control system.
By 1914, the range of products had expanded to five items: now they produced vodka "Moscow Special", "Bread Wine", "Table Wine", "Gorilka" and liqueur "Casper". "Moscow Special" - perhaps the most famous variety of Russian vodka, developed by the great chemist D. I. Mendeleev.
On October 31, 1914, the plant was closed due to the introduction of "prohibition" in the country for the period of the war. For some time, a military hospital was located in its building, but the ban on production was not absolute. Warehouse No. 1 was allowed to produce alcohol for the needs of the army and "institutions of public health", sell wine to foreign citizens and the diplomatic corps, and fulfill orders for the supply of alcohol to allied France. Part of the production capacity was reoriented to the production of alcohol-based medicines.
In 1917, the revolutionary government extends the ban on the production and sale of alcohol. In August 1923, the Central Executive Committee and the Council of People's Commissars of the USSR issued a joint resolution on the resumption of the production and trade in alcoholic beverages. By January 1, 1924, the plant had already produced 844,720 liters of liqueurs with a strength of up to 20 ° (stronger drinks were then banned). Only since 1925, the plant resumed production of stronger drinks - 30 ° and above. The first vodka produced at the plant after the abolition of the "prohibition" was popularly called "rykovka" (after the name of the Minister of Economy Rykov).
In 1937, unified prescription standards for the entire range of products were introduced at all vodka factories in the USSR. The experience of the former "state warehouse No. 1" in the preparation of table vodkas from double-rectified alcohol ("prima-prima" brand) is spreading throughout the country.
In the same year, strong liqueurs (Chartreuse, Benedictine, Curacao) and dessert liqueurs (pink, chocolate, vanilla) appeared in the assortment of the plant.
During the Great Patriotic War, the plant mastered military specialties.
In addition to traditional products, its workshops produced dry alcohol, and Molotov cocktails were poured into wine and vodka bottles. Despite the bombing (July 22, 1941, during a massive German air raid on Moscow, almost completely burned out from a bomb hit main building plant), the selfless efforts of the plant workers put the production of flammable products on stream. For work during the war, the plant was awarded the Banner of the State Defense Committee.
After the Great Victory, the plant completely switched to the production of peaceful products. In 1945, workshop No. 1 was opened here, producing drinks of the highest quality for the Kremlin elite. Each bottle that left the workshop was supplied with a certificate with a list of names and personal signatures of the specialists responsible for its release.
In 1953, the famous Stolichnaya vodka was created at the plant. Its author was an extra-class distiller V.G. Svirida. Already in 1954, this variety received international recognition: during the "blind testing" procedure, Stolichnaya vodka won the famous Smirnoff brand.
In January 1987, the plant received its current name "Crystal". In 1993, the Open Joint Stock Company "Moscow Plant" Kristall "and its trademark.
In 2001, OAO Moscow Plant Kristall celebrated its 100th anniversary. Established in 1901 as a state enterprise for the production of alcoholic beverages, for a century, Kristall has remained the industry leader.
An important event for the company was the receipt of the International Certificate of Conformity of the Quality Management System with the EN ISO 9001:2000 standard, issued by the certification body "SGS SOCIETE GENERALE DE SURVEILLANCE S.A.", Zurich (Switzerland).
In 2002 JSC “Moscow plant “Kristall” was certified by the central certification body VNIIS certification of the State Standard of Russia and the international organization SGS (Switzerland) for compliance with international requirements ISO 9001:2000 (GOST R ISO 9001-2001) “Quality management systems. Requirements". The Moscow plant "Kristall" became the first enterprise in the industry to receive such a certificate.
The Moscow plant "Kristall" is constantly improving production technologies keeping up with changing global standards. All types of spirits are produced according to the most advanced technologies, and only high-quality components are used as raw materials for their preparation.
For the production of elite "Krystal" vodkas, only high-quality grain alcohol is used, which is obtained from special varieties of wheat.
Today "Crystal" is production workshops equipped with high-tech and modernized equipment for bottling and packaging of manufactured products from leading foreign companies in Italy, Germany, France. Vodka, bitter and sweet liqueurs, liquors and liqueurs, balsam and gin are produced on 11 automated lines and a souvenir section of the plant. The production capacity of the enterprise today is 12.0 million decalitres. in year.
The research production and technological laboratory of the plant exercises control at all stages of production from research of incoming raw materials to evaluation of the final product. All related materials are also checked for compliance: bottles, caps, labels. The technologists of the plant's laboratory, using centuries of experience in the production of vodka, are constantly working on creating new drink recipes. The laboratory is certified to conduct an examination of alcoholic beverages not only from the Kristallovsky production, but also from other manufacturers.
For more than a hundred years, the plant has continued to produce popular and world-renowned vodkas such as Old Moscow, Golden Ring, Ambassadorial, Wheat, Hello, Holiday.
Continuing the tradition, Kristall is improving its collection of strong alcoholic beverages. In recent years, a number of new products have been developed, produced in a modern, original design. Among them are Putinka, Transparent, and Kristalnaya vodkas, the unique taste of which is achieved by using the famous Kristallovskoye water, Lux alcohol and food additives that give each type of vodka a unique taste and original character. These vodkas have already won the Grand Prix at major Russian exhibitions in 2003-2004.
In 2001, 10 million 400 thousand decaliters of products were produced, which is an absolute record for the entire industry.
Kristall was the first to be awarded the International Certificate of Conformity of the Quality Management System (EN ISO 9001:2000 standard).
Over the centenary history of the plant, its products have won more than 150 Russian and international awards, which were received at prestigious exhibitions in Moscow, Berlin, Dusseldorf, Paris, London, New York and Brussels. 5 National Prizes, 12 Grand Prix, 32 gold medals were won by the enterprise at Russian and international exhibitions in 2003-2004.
The products manufactured by the plant are highly popular both in our country and abroad. "Moscow plant" Kristall "occupies a strong position among Russian exporters of alcoholic beverages and exports its products to more than 20 countries: Azerbaijan, Armenia, Bulgaria, Great Britain, Vietnam, Germany, Greece, Georgia, Denmark, Israel, Kazakhstan, Cyprus, China , Korea, Kyrgyzstan, Latvia, Mexico, Moldova, UAE, Seychelles, USA, Taiwan, Turkmenistan, France, Ukraine, Estonia.
The Moscow Plant Kristall remains the largest enterprise in the industry: in 2003, more than 8 million decalitres were produced. products.
The subject of activity of JSC "Kristall" is:
Production, storage and supply of produced ethyl alcohol, including denatured alcohol;
Production, storage and supply of produced alcoholic and alcohol-containing food products;
Purchase, storage and export of ethyl alcohol and alcoholic products;
Storage of ethyl alcohol, alcoholic and alcohol-containing food products;
Purchase, storage and supply of alcoholic and alcohol-containing food products;
Export of alcoholic products;
Import, storage and supply of ethyl alcohol, alcoholic and alcohol-containing food products;
Production, storage and supply of alcohol-containing non-food products, as well as other types of production activities, in the course of which, as a raw material or auxiliary material ethyl alcohol is used;
Retail sale of alcoholic products;
Production, processing and sale of agricultural products.
Location: Russian Federation, 111033, Moscow, st. Samokatnaya, 4.
The main type of economic activity of Kristall OJSC is the production of distilled alcoholic beverages.
The organizational structure is a set of relationships between management personnel and the organization that ensures its functioning. It consists of management personnel (executors of functions), functional duties of performers, relationships between performers regarding the implementation of functional duties.
Consider the organizational structure of Kristall OJSC shown in Figure 1.
Figure 1. Organizational management structure of Kristall OJSC
For the enterprise JSC "Crystal" is characterized by a linear - functional management structure. The basis of the linear-functional management structure is the so-called "mine" principle of construction and specialization management process by functional subsystems of the organization (production, finance, personnel, etc.). For each of them, a hierarchy of services ("mine") is formed, penetrating the entire organization from top to bottom. The results of the work of each service of the organization's management apparatus are evaluated by indicators that characterize the fulfillment of their goals and objectives. Accordingly, a system of material incentives is being built, focused primarily on achieving high performance in each service.
The linear-functional management structure is most effective where the management apparatus performs routine, frequently recurring and rarely changing tasks and functions.
With such an organization of production management, an enterprise can function successfully only when changes in all structural divisions occur evenly. But since this is not the case in real conditions, there is an inadequacy of the response of the control system to the requirements of the external environment. The situation is aggravated by the loss of flexibility in the relationship between the employees of the administrative apparatus due to the application of formal rules and procedures. As a result, the transfer of information is hampered and slowed down, which cannot but affect the speed and timeliness of making managerial decisions. The need to coordinate the actions of different functional services dramatically increases the amount of work of the head of the organization and his deputies, i.e. top echelon of management.
There are several levels of management in the enterprise under study:
the highest - the general director of the enterprise;
medium - executive director;
the lowest - heads of departments and departments.
The General Director of JSC Kristall reports directly to the Executive Director. In turn, the Executive Director reports to:
Chief Engineer;
financial department;
head of the personnel department;
sales department;
production assistant.
The financial department is subordinate to: chief accountant, accounting department, settlement department, cash desk.
The personnel department is subordinate to the head of the personnel department.
Subordinate to the commercial department are: marketing and advertising department, sales department.
Subordinate to the Deputy Director for Production are: the head of the shop and the main production.
Subordinate to the chief engineer are: the chief power engineer and the chief technologist.
Consider the main functions characteristic of the blocks.
Administrative block.
The structure of this unit includes the general and executive directors. Their main function is to control the activities of the enterprise.
Economic bloc.
This block includes the financial department, the chief accountant, the accounting department, the settlement department, and the cash desk. Their main function is to provide an economic component in production.
Social - household unit.
This block includes the head of the personnel department, the personnel department. Their main function is to provide the household component of the employees of the enterprise and the solution of emerging social issues.
Commercial block.
This block includes the commercial department, the marketing and advertising department, and the sales department. Their main function is the supply, supply of the necessary raw materials and equipment, as well as the sale of products manufactured at the enterprise.
Production block.
The structure of this block includes the deputy director for production, the head of the shop. Their main function is the direct implementation of the main and auxiliary production.
Technical block.
The structure of this block includes the chief engineer, the chief power engineer, the chief technologist. Their main function is the direct provision of the main and auxiliary production.
Let's take a closer look at the nature of the transfer of authority and the duties of senior and middle managers of Kristall OJSC.
The CEO plans and analyzes the structure of the company's organization; defines personnel policy, i.e. solves global problems of enterprise development.
The executive director organizes all the work of the enterprise and is responsible full responsibility for his condition and activities.
The financial department makes financial settlements with customers and suppliers related to the sale of finished products, the acquisition of the necessary raw materials, fuel, materials, etc. The tasks of this department also include obtaining bank loans, timely repayment of loans, and the relationship with the state budget. The accounting department carries out accounting of the enterprise's funds and business transactions with material and monetary resources, establishes the results of the financial and economic activities of the enterprise, etc.
The head of the personnel department manages the department for the organization of labor and wages and the personnel department. The Human Resources Department is developing staffing, draws up annual, quarterly, and monthly plans for labor and wages and monitors their implementation, develops measures to increase labor productivity, introduce progressive wage systems, develops a regulation on the formation and expenditure of a material incentive fund, develops technically sound production and analyzes their implementation, organizes and participates in the development of issues of the scientific organization of labor, promotes the movement for a collective guarantee of labor and social discipline.
The commercial department is engaged in the economic and financial activities of the enterprise in the field of planning and managing its production and economic policy; participation in the development of plans and programs for research and development and production; preparation of plans for export activities in various markets; studying market trends and forecasting sales volume depending on the external environment; coordination and implementation of marketing activities arising from the decisions of the company's management; organization of work on product advertising, provision of additional services, trade discounts, trade on credit, etc.; coordination of the work of subdivisions (departments) subordinate to him.
The Deputy Director for Production develops annual, quarterly plans for the enterprise and individual workshops, monitors their implementation, determines ways to eliminate shortcomings, organizes and improves in-plant and intra-shop planning, develops standards for the formation of economic incentive funds, maintains operational statistical records, analyzes the performance of the main units, workshops and factories, develops and submits for approval projects, prices for new products, studies and implements best practices in organizing planning and economic work, etc.
The chief engineer manages the work of the technical services of the enterprise, is responsible for the implementation of the plan, release high quality products using the latest technology and technology.
JSC "Crystal" is characterized by the following features:
Limited number of downstream decisions
management levels;
Insignificance of decisions taken at lower levels
management;
All decisions of lower and middle managers are obliged
coordinate with the management of a higher level;
Control over the activities of subordinates.
As a result, we can conclude that the enterprise is centralized.
The transfer of authority horizontally in the organization is carried out centrally, that is, decisions (which require the approval of a superior manager) of lower-level managers (heads of workshops, departments) are coordinated with middle and senior managers. Due to the centralized management structure, the decision-making process becomes more difficult: the decision is not always made by the leader who is best versed in certain issues, since he is at the lower levels of management in the organization; the efficiency of decision-making decreases; lower-level workers have no incentive to work more proactively.
There are two or more levels of management between employees and the general director of the enterprise. Horizontal links are weakened. Information flows and management decisions move only vertically.
One of the important functions - the management of wholesale sales at the enterprise of OJSC "Kristall" is carried out by the commercial department, headed by the commercial director.
The commercial department is characterized by a linear - functional organizational structure, based on the principle of unity of distribution of orders, according to which only the commercial director has the right to give orders.
Figure 2. Management structure of the commercial department of Kristall OJSC
The Commercial Director is responsible for the following:
Management of the economic and financial activities of the enterprise in the field of planning and management of its production and economic policy;
Participation in the development of plans and programs for research and development and production, preparation of plans for export activities in various markets;
Studying market trends and forecasting sales volume depending on the external environment;
Coordination and implementation of marketing activities arising from the decisions of the company's management and other heads of line services;
Organization of warehouse operations, creation of conditions for proper storage and preservation of material resources and finished products;
Coordinating the work of subordinate managers.
The commercial department includes the marketing and sales department. The marketing department has 2 managers who are responsible for the following functions:
Implementation of management of work on economic and marketing planning at the enterprise, aimed at organizing economic activities, identifying and using production reserves in order to achieve the greatest economic and marketing efficiency;
Analysis and forecast of the development of the market for each type of product; the characteristics of the markets of interest to the enterprise, the potential and expected volume of sales of manufactured products, including an assessment of the development of the weaknesses and strengths of the enterprise;
Organization of participation of the department in the development of rational planning and accounting documentation, as well as the introduction of mechanization and automation in the field of planning, accounting and economic analysis.
There are 4 managers in the sales department, their functions include:
Implementation of the organization of marketing of the company's products in accordance with the planned targets and concluded contracts;
Participation in the conclusion of contracts with consumers for products, planning its delivery to consumers, ensuring the level of customer service (frequency of deliveries, speed, stability, order acceptance system, assortment coordination, etc.);
Organization of acceptance of finished products from production units to warehouses, rational storage, accounting and preparation for shipment to consumers;
Taking measures to ensure the timely receipt of funds for products sold;
Coordinating the activities of warehouses for finished products;
Let's consider the main financial and economic indicators for 2006.
Table 1
table 2
Main types of products (works, services)
Figure 3. The volume of production of vodka and alcoholic beverages for the I-III quarter of 2006
Analysis of table 1 and figure 3 showed that the company has a tendency to increase production volumes (by 1366.5 thousand deciliters), which in turn affects the volume of sales proceeds (increased by 674985228 rubles). These indicators indicate the high and successful activity of the enterprise in the market.
Table 3
The volume of sales of alcoholic products in the domestic market:
Table 4
Structure of costs for production and sale of products for the III quarter of 2006
Table 5
Data for the III quarter of 2006 of suppliers and the size of their shares in the total volume of deliveries:
Amount, rub. | |||
The supplier | Mirex-Pack LLC | ||
ZAO Dmitrov Steklo | |||
Ostrov Trading House LLC | |||
CORPORATED CARDBOARD | |||
The supplier | Mirex-Pack LLC | ||
OOO Trade House MAYMAR | |||
Ostrov Trading House LLC | |||
LABEL PRODUCTS | |||
The supplier | Mirex-Pack LLC | ||
Znak LLC | |||
CAP | |||
The supplier | TPG-Upak LLC | ||
OOO Trade House MAYMAR | |||
The supplier | OJSC "Bryanskspirtprom" | ||
Mordovspirt LLC | |||
The supplier | BI GRANUM LLC |
2.2. Characteristics of the market for alcoholic beverages
The main market in which JSC Kristall operates is the market for alcoholic and alcohol-containing products. The volume of sales of alcoholic products of JSC "Moscow plant" Kristall "in the III quarter of 2006 is presented in table 6.
Table 6
Volume of sales of alcoholic products
Consumers, whose turnover accounts for at least 10% of the total proceeds from the sale of products and their share in the total volume of sales in the domestic market (for I-III quarters of 2006) are presented in Table 7.
Table 7
Consumer data for the third quarter of 2006
The following factors can negatively affect the sales of products:
Changes in tax legislation;
Rising energy prices;
Rising prices for raw materials and materials;
Increase in transport tariffs;
Seasonal market fluctuations.
The main actions taken by Kristall OJSC to reduce the impact of negative factors are:
Optimization of the issuer's sales volumes in the domestic market in order to reduce risks;
Development of programs to reduce the cost of production and sales of products;
Conducting an active investment policy in terms of updating the production base and developing new products.
2.3. Analysis of the management of commodity stocks at JSC "Crystal"
The organization's need for inventory depends on the speed of their turnover. Inventory turnover is characterized by two indicators: circulation time and turnover rate.
The circulation time (B) shows the number of days for which the average inventory was sold in the past period, and is calculated by the formula:
where is the average inventory, rub.;
T - actual one-day turnover of the same period, rub.
The turnover rate (C) shows the number of revolutions of the average inventory and is determined by the formula:
where O is the volume of trade, rub.
Average inventories are calculated depending on the availability of known data:
If there is data for two dates, it uses the simple arithmetic mean:
where Зн - commodity stocks at the beginning of the period, rub.;
Зк - commodity stocks at the end of the period, rub.
If there are data for three or more dates, then the chronological average is used.
where З2, З3 ... - stocks of goods for certain dates, rub.,
n is the number of dates.
One-day turnover is determined by dividing the total turnover by the number of days in the period:
where t is the number of days in the period.
We will calculate the turnover indicators according to the above formulas, based on the data in table 8.
Table 8
Data for calculations
Admission | |||||
To calculate the average inventory in the reporting and base periods, we apply the formula for the average chronological:
Let's determine the time of inventory circulation:
Let's define the circulation speed:
Table 9
Indicators of inventory turnover of JSC "Crystal" for 2005-2006.
Average inventory tends to increase. So, in the reporting period, their value amounted to 69024.61 thousand rubles, which is more than the base period by 38565.26 thousand rubles. or by 126.61%. This is driven by a 23.6% increase in turnover and a market sector conquest policy that provides for a constant search for new customers in all regions of Russia, which in turn requires significant inventory to meet new unforeseen orders. The time of circulation of goods is 149.1 days, and the speed of circulation in the number of turnovers per year of average stocks is 2.4 times, that is, the average stocks made 2.4 turnovers per year. The speed decreased by almost 2 times. This is due to the increase in inventory. Each enterprise is trying to speed up the speed of circulation of inventory, this affects the general condition and profitability of the activity. It is important for the analyzed enterprise to strive for a balance between turnover and stocks in order to increase the speed of circulation of goods.
The dynamics of trade turnover for the last 2 years of operation of Kristall OJSC is shown in Figure 4.
Figure 4. Trade turnover of Kristall OJSC for 2005-2006
In the first three quarters of 2006, the inventories performed their main functions in full, that is, they ensured an uninterrupted turnover in the periods between deliveries. Whereas in the first and third quarters of 2005 there was a shortage of commodity stocks.
The structure of commodity stocks should ensure a normal level of turnover, both in general and for individual groups. Constant calculations are carried out, which are aimed at constantly searching for the optimal structure of commodity stocks.
All product groups do not require special conditions storage and have a significant shelf life, which allows you to create seasonal inventory. In general, the assortment is quite wide and covers almost all possible product groups, but expansion is possible due to goods of other brands, which differ from those with which Kristall conducts operations in terms of price and quality. Thus, a contract is being negotiated with an American company for the supply of goods of better quality and more expensive alcoholic wines. But such a decision is very risky, since the effective demand of the Russian population has not yet reached the American level.
Many factors influence the formation of commodity stocks, but it is important to single out exactly those that have the greatest impact on a particular enterprise. These factors are divided into internal and external.
Internal factors in the enterprise is the breadth of the range, the frequency of its renewal, the volume and structure of turnover.
The breadth of the range in "Crystal" is very large and reaches 400 items. This situation requires a higher level of inventory due to the need to maintain a normal turnover. The above breadth of the assortment is due to the specifics of the chosen type of activity, and the wide diversification of the Russian consumer market. The presence of branches and representatives that do not have significant storage capacity also requires an increase in the level of inventory.
The frequency of updating the assortment is insignificant, since the breadth of the assortment covers the main part of the assortment. Therefore, we take this factor into account, but only to take into account possible changes in demand in the future.
External factors are product quality, seasonality and fluctuations in demand, the level of filling of the commodity market and the shelf life of goods.
The quality of products provided by Kristall JSC meets international standards and has low level defects, but still the level of stock increases to be able to satisfy customer complaints without losing the optimal balance between turnover and inventory. The quality of products, which in turn affects the price of goods, is a particular factor that affects the slowdown in the speed of circulation of commodity stocks during periods of deepening crises, which are accompanied by a significant drop in consumer demand.
In the formation of commodity stocks, only the company's own funds were used. If borrowings did take place, they were so short-term that they did not have a significant impact on the financial condition of the enterprise. Losses of economic profit from non-use of borrowed funds are compensated by the high level of solvency of the enterprise.
3. Development of inventory management system at Kristall OJSC
3.1. Wholesale planning
Planning involves determining the goals of the enterprise for a certain perspective, analyzing the ways of their implementation and resource provision. Accordingly, it can be long-term, medium-term and short-term. The long term plan usually covers three or five year periods. It is descriptive in nature and defines the overall strategy of the company. it is difficult to foresee all possible calculations for such a long period. Based on the adopted long-term plan, a medium-term plan is drawn up, which contains quite specific goals and quantitative characteristics. Short-term planning can be calculated for a year, half a year, a month, etc. The plan contains specific indicators calculated on the basis of the current market situation at the moment. The best effect is achieved with the parallel use of these types of planning. The planning process includes three steps:
Analysis of strategic problems;
Forecasting future operating conditions and defining tasks;
Choosing the optimal development option.
The main elements of planning are:
Forecasting; - setting goals; - adjusting the plan; - budgeting; - specification of the plan.
Plans are the main tool for achieving the set goals, a means of ensuring coordinated interaction between various departments. Planning is a mandatory function for all levels of management and is an ongoing process associated with the dynamics of trading operations and the need to actively act and respond to ongoing changes. In wholesale activities, inventory planning is one of the main types of planning, because. it is associated with ensuring the acceleration of the turnover of funds invested in the product - the main task of inventory management.
The commercial director is responsible for organizing the work of the department and ensures its control. In addition, he is responsible for the profits resulting from the entire process of the company's activities and has the maximum degree of freedom within the overall control.
The work of the department is carried out in the following areas:
Development of relations with partners and intermediaries;
Development of a strategy for the current moment;
Collection and processing of information about competing firms and their pricing policy;
Exchange of information with partners;
Determining your pricing policy;
Procurement planning;
Formation of orders;
Office work.
Planning at Kristall JSC covers the work of people and the movement of resources (material and financial) aimed at obtaining a given end result in stages. The plan approved by the head has the force of an order for the persons and structural units indicated in it. It states very clearly and in detail:
The purpose of the enterprise and its structure for the planned period, quantitatively expressed by the system of established indicators;
Means to achieve the goal (financial, material and labor);
Rules and deadlines for linking goals and means by stages for the entire period of the plan;
Stages and terms of work performance;
Implementers of the plan by terms and types of work: methods, stages and means of monitoring the implementation of the plan.
Almost the entire system of economic management and regulation of the company's activities is based on planning methods. The completion of one stage of work is the beginning of the next stage. It is impossible to link all stages of the production process by another method without the help of planning. Planning occupies a central place in the mechanism of economic management as a way to achieve the goal based on the balance and sequence of all production operations.
Analysis of information about the external environment, the strengths and weaknesses of the company helps the company soberly assess its position in the market and develop an appropriate strategic course of action. The most favorable situation for the company develops when the capabilities of the external environment coincide with the strengths of the enterprise. On the contrary, environmental threats imposed on weak sides enterprises that create crisis situation and hinder business.
Drawing up an enterprise activity plan begins with the preparation of a project of its individual parts:
Plan of production and sales of products;
Logistics plan;
HR and payroll plan;
Long-term plan for new technology and capital investments;
Financial plan.
The plan for the production and sale of products is the basis on which all other parts of the general plan of the enterprise and its divisions are developed. After the development of the parts of the enterprise plan and their mutual adjustment until they are fully aligned and balanced both in terms of material and financial resources and in terms of execution time. In this case, each part of the general plan of the enterprise turns out to be directly connected and conditioned by its other parts.
Thus, the balance of the business plan is achieved. A dynamic system of interrelation of production, technical, economic, organizational and administrative, technical, economic and social measures aimed at achieving the ultimate goal is being created. The sources and amounts of funding are determined, as well as the maximum allowable costs for each event, stages and types of work. The plan must indicate the exact characteristics and scope of the final results of the enterprise as a whole by dates, as well as the results of the work of workshops and other departments for each event separately.
3.2. Analysis of economic relations with buyers of goods
In the conditions of a developed market economy, the role of documents that centrally regulate economic relations is decreasing and giving way to independent regulation of economic relations between contract partners based on the legal norms of civil law.
Economic relations between suppliers and buyers of goods is a broad concept. This includes economic, organizational, commercial, administrative, legal, financial and other relations that develop between trading enterprises and suppliers in the process of supplying goods.
In economic relations for the supply of goods, three stages of interaction between participants are clearly traced: the formation of economic relations, their design and functioning.
The stage of formation of economic relations consists of preparatory planning and organizational measures of trade and industry management bodies and direct participants. Preparatory activities include planning the production of consumer goods, retail turnover, commodity resources and their distribution, drawing up applications and orders for production, supply of goods, studying and identifying sources and suppliers - manufacturers of goods whose products are not distributed in a planned manner.
The stage of formation of economic relations is the adoption by the enterprises participating in them of mutual obligations that determine their rights and obligations for the supply of goods in the form of various kinds of agreements, contracts concluded between trade and industry enterprises.
The concluded agreements ensure the legalization of the structure of economic relations on the basis of the independent choice of suppliers of goods by buyers. The conclusion of contracts for the supply of goods means the purchase and sale of goods, the payment of the cost of which is expected later, after they are received by the recipients.
The stage of functioning of economic relations is the process of fulfillment by the participants of these relations of mutual obligations assumed in accordance with the concluded agreements for the supply of goods: organization of shipment by suppliers of goods within the time, quantity and assortment provided for by the contract, acceptance of shipped goods by recipients, payments for delivered goods.
Speaking about the economic relations of OJSC "Kristall" with suppliers, it is necessary to dwell in detail on contractual work, because. its success depends directly on successful activity any trading company.
In market relations, in the relations of the enterprise with suppliers and intermediaries, an important place is occupied by the supply contract, and the procedure for its conclusion and termination. This is due to the fact that with equal economic relations between suppliers and buyers of goods, their full economic independence, the contract is the main document that defines the rights and obligations of the parties to organize the supply of goods and products.
Contracts are concluded by drawing up one document signed by the parties, or by accepting the buyer's order for execution by the supplier. Contractual relations can also be established through the exchange of letters, telegrams, telephone messages and radiograms. Contracts can be concluded for 5 years, for a year or another period. In particular, short-term, seasonal contracts can be concluded, as well as for one-time deliveries - a one-time purchase of a batch of goods. To facilitate and speed up the execution of contractual relations, the so-called prolongation is used, i.e. contract extension.
With this form of concluding a contract for the supply of goods, the buyer (consumer) sends the supplier an order in two copies indicating the quantity, expanded range, quality of goods, delivery time, price and other necessary data. The order is considered accepted for execution and acquires the force of the contract if, within the specified time (20 days) after its receipt, the supplier does not inform the buyer about the rejection of the order or about objections to its individual conditions. Objections to individual conditions of the order and their motives are indicated by the supplier in the signed order. If necessary, agreement additional conditions not provided for in the order, the supplier may send the buyer a draft contract in two copies within the same period. The supply contract can also be concluded by providing the party under the contract (buyer or supplier) with a draft contract in two copies with the specification attached to it, i.e. assortment sheet for the supply of goods. The Party, no later than the established term after receiving the draft agreement, signs it and returns one copy of the agreement to the other party. If, upon receipt of the draft contract for the supply of goods, the party under the contract raises objections to its terms, then within the same period (no later than 20 days after receipt of the draft) it draws up a protocol of disagreements and sends it in two copies to the other party along with the signed contract, stipulating there are disagreements in the contract.
The protocol of disagreements indicates the wording of the contractual terms of the party that provided the contract, and the party that does not agree with these terms.
The party that received the protocol of disagreements is obliged to consider it within 20 days, include all accepted proposals in the contract, and submit the disputed issues within the same period for resolution to arbitration, and in cases provided for by law, to the court. However, in all cases, it is recommended that, before submitting a pre-contractual dispute for arbitration or court resolution, try to resolve disputed issues with the other party through mutual agreements; for this purpose, a protocol is drawn up for agreeing on the disputed provisions, which, after signing by the parties, is attached to the contract.
The contract can be changed or terminated only by agreement of the parties, unless otherwise provided by law. The change, termination or extension of the contract is formalized by an additional agreement signed by the parties, or by exchanging letters, telegrams, etc.
The party that received a proposal to amend or terminate the contract or to extend the term of the contract is obliged to respond to the other party. If the parties have not reached an agreement, the dispute between them, at the request of the interested party, is resolved by arbitration or the court.
Unilateral refusal to fully or partially fulfill the contract is allowed when goods are delivered with a deviation in quality from standards, specifications or other documentation, as well as samples or standards, when the buyer's bank declares the buyer insolvent, when the supplier increases the prices of goods and in other cases provided for by law .
Concluding the consideration of the procedure for concluding and terminating a supply contract, it should be noted that in cases provided for by civil law, failure to comply with the terms of the contract may entail sanctions established in the form of a fine, penalty, interest and damages, and the right to demand from the party that has not fulfilled its obligations, compensation for lost profits. Payment of penalties, penalties, fines and compensation for damages does not relieve the parties from fulfilling their obligations under the contract.
Speaking about the work of JSC "Kristall" with suppliers, intermediaries and partners, one cannot miss the questions concerning the system of payment for contracts, claims work on them and pricing.
In view of the fact that both suppliers and buyers are interested in cooperation, most of the suppliers of Kristall OJSC are enterprises with which mutually beneficial relations have been established for a long time.
Among them, the largest ones can be distinguished: Kristall-Lefortovo LLC, GIMRA LLC.
Transportation of goods coming under the contract from suppliers is carried out mainly by road. According to most contracts, this is the supplier's transport. The supplier accompanies each batch of goods with an invoice, which indicates the assortment, quantity and price of the goods.
Payment for all goods received from suppliers is carried out by bank transfer within 3 to 15 banking days from the date of delivery of the consignment of goods.
In the present conditions, when the market is being formed and each trading enterprise seeks to take the most advantageous place on it, in its economic relations, due to a number of objective and subjective reasons, a large number of violations of the terms of contracts can occur. Therefore, claim work in the economic relations of any trading enterprise with suppliers and intermediaries takes a lot of time and plays an important role. Based on practice, we can say that many problems arise with the quality of the goods supplied, their range, the timing of the order, packaging, but the main problem at the moment is the late payment for the delivered goods.
The specificity lies in the fact that the case almost never comes to proceedings in the arbitration court, and the main penalty is the payment of a fine of 1 percent for each day of delay in eliminating their violations. However, enterprises rarely even resort to penalties, and try to settle the matter as quickly as possible in a peaceful way. The reason for this behavior is very simple - both suppliers and buyers are interested in each other, and therefore it is not in their interests to complicate relations between themselves.
As an example, we can cite a case from the practice of the commercial department of OAO Kristal. One of the suppliers, LLC Mordovspirt, the company owed about 1,500 thousand rubles. and could not pay them within 1.5 months. To this, representatives of Mordovspirt LLC stop supplying their products until the debt is paid in full. As a result, the company was forced to turn to another supplier. But a few weeks later, the same representatives reappeared at the firm and offered to continue cooperation, although the debt was still not fully paid. And the secret of their motives was simple: the company bought up to 1,000 deciliters of alcohol from a supplier every day, and it was not profitable for Mordovspirt LLC to lose such a buyer, even because of such a large debt.
It can be noted that with the advent of legal and economic independence, the relationship between suppliers and buyers has changed radically, and this is especially evident when considering the claims work of any trading enterprise.
As a generalization of the above material, we can consider a very clear contract for the supply of goods between GIMRA LLC and Kristall OJSC. This contract has II clauses affecting various aspects of the relationship between the supplier and the buyer.
The correct agreement in the contract of the above conditions is the most important and challenging task requiring a good knowledge of the specific practice of organizing the supply of goods, the characteristics of the supply of certain types of goods related to their physical and chemical properties, knowledge of civil law norms of economic relations.
Analyzing the work of the commercial department of Kristall OJSC, several points can be distinguished , which can have a significant impact on speeding up and simplifying the process of selecting suppliers and doing business with them.
So, in order to place an order for the supply of any product, the director of the commercial department has to call all the firms and talk with each director individually, which takes a lot of time. Also, if the commercial director does not go to work for any reason, the efficiency ratio of the commercial department drops to zero. To solve these problems, it would be advisable to use a computer database and to exchange information quickly using a modem connection. A computer database will help you quickly select the right supplier. You can determine the required batch of goods using the information received from the firms to the computer via modem. Thus, the widespread use of computer technology will speed up the process of collecting and processing information, and will also make it possible to prevent failures in the work of a commercial or any other department in the absence of any of the employees.
The sale of goods can be carried out through a network of stores: a consignment agreement is concluded. Traders on commission (consignees) receive goods from manufacturers on the principles of delivery on commission and organize their sale. Consignment - such a sale, when the ownership of the goods received at the warehouse of the intermediary remains with the supplier until the moment the products are sold to the consumer.
In working with intermediaries, first of all, such indicators are taken into account as:
Planned and actual sales volumes;
Share in total sales;
Sales growth rates and more.
Particular attention is paid to the preparation of agency agreements concluded between the enterprise and the agent. They should contain issues of pricing policy, terms of sale, structure of services (responsibility, terms of the agreement and conditions for its termination).
Promotion algorithm - at the first stage, buyer identification means are introduced - traditional magnetic cards or any other means of systematic data collection to establish a buyer-goods connection. This makes it possible to divide all buyers into several categories, ranging from regular to "disposable". It also allows you to determine which products are not in demand and which product groups are of least interest to buyers.
At the second stage, information is filtered to identify "loyal" customers.
From the general list of buyers, taking into account their size, address, frequency and cost of purchases, groups of “best” are distinguished, and further marketing efforts of the company are mainly aimed at preserving them.
The third stage is devoted to establishing long-term relationships with buyers: their behavior is modeled to establish personal preferences and preferences, a specific marketing program is developed, the impact of which on the corresponding group of consumers will produce the greatest effect.
In order for the sample to be focused on long-term work with buyers, it is necessary to take into account a number of factors that determine the quality of work with a buyer. Because criteria that determine the buyer we need. Such a criterion may be the income brought to the enterprise as a result of the sale of goods to a specific buyer. However, a number of other factors should be taken into account, such as the duration of work with the buyer, the average order volume, the frequency of orders, the stability of orders.
Based on this, we will make the following sample of expenditure invoices:
Buyer;
Number of purchases;
Date of first purchase;
Date of last purchase;
Volume of purchases;
Procurement income.
Using this sample, we determine the share of income brought by each buyer in the total income. Let's sort the data by the share of income in the total amount and get the rating of the most profitable buyers from our point of view.
Figure 5. The share of income brought by the buyers of JSC "Crystal"
Figure 5 is a graph showing that 30% of buyers bring 80% of the profits. It is these thirty percent of buyers that are the benchmark for the formation of the assortment. To maintain relationships, you need to direct part of your advertising efforts to these buyers.
Thus, the selection of "loyal" customers is one of the most powerful tools in the formation of assortment and prices. It also allows you to direct advertising separately to attract new customers and retain old ones.
In conclusion of this subsection, it should be noted that at present, which can be called transitional, its economic relations with suppliers and intermediaries are of great importance for any enterprise. Their development gives him the opportunity to confidently operate in the market and successfully compete with any other company. Proper selection of suppliers, establishing mutual understanding and trust with them, based on the conscientious fulfillment of all agreements, will enable a trading company to conduct its business most efficiently and with maximum profit.
3.3. Analysis of the methods of wholesale of goods used in the enterprise
Wholesale is carried out in two forms: in transit, when the wholesale company sells goods without bringing them to their warehouses and the sale of goods from their warehouses.
The transit turnover of wholesalers is subdivided: into turnover with participation in settlements, i.e. investment by the company of its own funds and without participation in the calculations, i.e. unpaid, organized.
In transit with participation in settlements, the company pays the supplier the cost of the shipped goods, which it then receives from its customers.
In transit without participation in the settlements, the supplier presents invoices for payment not to the wholesaler, but directly to the recipient. When organizing the transit turnover, the wholesale company performs an intermediary role between the supplier and the recipient. However, she concludes contracts with the supplier and recipient, presents orders, and monitors the implementation of contracts. The labor intensity of the transit turnover is much lower than the warehouse turnover, therefore, with relatively high transit discounts (markups), it is beneficial for wholesalers.
In the case of wholesale warehouse turnover, the following methods of wholesale sale of goods from a warehouse are used: by personal selection of goods by buyers, by written, telephone, telegraph, teletype requests (orders), through mobile rooms of product samples, through auto-warehouses, postal parcels.
Currently, Kristall JSC uses the following wholesale method:
Transit, when the company sells goods without delivery to its warehouses, immediately to the end user; The result of these forms of sale is a wholesale transit turnover.
Transit trade is divided into:
Goods turnover with participation in settlements. The enterprise pays the supplier the cost of the shipped goods, which it then receives from its customers.
Goods turnover without participation in calculations. The supplier presents the invoice directly to the buyer for payment. When organizing transit turnover, the enterprise performs an intermediary role between suppliers and recipients for a fee. At the same time, it concludes contracts with the supplier and recipient of products, controls the implementation of contracts.
The justification for the transit shipment of goods is an order that is issued to enterprises and addressed to a specific supplier-manufacturer, and a copy is sent to the address of the buyer - the client of the base.
The sale of goods is regulated by civil law, which is based on the recognition of the equality of participants in economic relations, the inviolability of their property, the freedom to choose partners, and the inadmissibility of interference.
For violation of the rules of trade or failure to fulfill its obligations, the administration of the enterprise bears full responsibility, provided for by contractual obligations to users of its services.
Considering the turnover trend for the last three quarters of 2005, we can say that the company's turnover has more than halved. In order to determine the reasons for this decrease in orders, external and internal factors should be considered.
One obvious reason is the seasonality of demand. The second is poor-quality work on the organization of purchases. The third is the lack of promotion, advertising.
If we compare the change in the assortment, then the number of commodity items not only did not decrease, it increased. Consider the trends in consumer demand for certain types of goods. So, for example, one of the permanent commodity items is Stolichnaya Vodka. This product was in demand in January, February. In March, there was a sharp decline in sales volumes this product.
Thus, the formation of the assortment is one of the most difficult and time-consuming tasks of the enterprise in question. More or less successfully, it was solved thanks to the experience of managers involved in its formation. But the growing competition makes us treat the task of forming the assortment more responsibly.
However, the formation of the assortment rests on another task - the search for suppliers of goods at the most favorable prices. Very often there is a situation when it is not difficult to find a supplier or manufacturer of goods, and it is almost impossible to bargain to a competitive price. To do this, responsible people should be engaged in the search and purchase of goods. It is also necessary to organize the work of the purchasing department in the most efficient way.
One of the tasks is to find buyers. The enterprise in question solves this problem exclusively with the help of sales agents. There are undoubtedly advantages to this form. The company does not conduct any advertising. The underestimation of other types of promotion led to the loss of a large part of buyers at the time of the decline in consumer demand.
Agents are the only means of promotion. In the current situation of competitive war in conditions of reduced demand, advertising should play one of the leading roles. Or the enterprise must analyze and adjust the work of agents, increase the return on their work.
This happened as a result of the fact that retailers have become more careful about the purchase of goods. More stringent requirements for the quality, price of goods. At this stage, Kristall OJSC works with retailers only upon delivery, which reduces the volume of goods purchased by retailers.
It should also be reviewed pricing policy enterprises. An analysis of the prices of competitive organizations showed that the prices at the enterprise in question are too high. Some goods are sold to stores at a price higher than in the market. This is the result of an undeveloped policy in the field of prices and purchases.
So, to get out of this situation, the company must apply a number of measures aimed at increasing turnover. One of the main steps should be to review the assortment, identify the most popular positions and the goods necessary for the purchase. Equally important is the revision of commodity prices. As for the procurement of goods, in this case it is necessary to tighten the procurement policy. And one more of weaknesses- promotion of the company's services.
Assortment review.
The degree of consumer market activity is determined by studying market conditions. The market situation is a form of manifestation in the consumer market of a system of factors that determine the ratio of supply and demand volumes, price levels and competition.
For a better understanding of the processes taking place in the field of wholesale trade, we will try to consider them from the position of the final link in the mechanism of any distribution company - outlet.
It is possible to determine the most popular positions in the assortment by analyzing sales volumes in monetary and physical terms. Another, more effective indicator is the frequency of orders for a given product, i.e. percentage of orders where this product is present. For a more accurate analysis, it is necessary to single out the largest buyers and analyze their orders in order to identify the most popular positions. It is their needs that should have the greatest influence on the formed assortment. You can also use the information of agents about buyers' requests.
At the beginning of the year, vodka and cognac occupied the leading position. In early March, sales of both began to fall sharply. This is primarily due to the small assortment.
Revision of commodity prices .
The second, no less important task of a trading enterprise is price setting. At the enterprise under consideration, prices are formed on the basis of the average markup for a given category of goods, demand for goods, etc. It is characteristic that a systematic analysis of established prices in the context of commodity items is not carried out, which does not allow varying the price and setting the most optimal level.
First of all, it is necessary to conduct a cost analysis and identify a floor for the prices of goods. This lower price limit includes the costs of transportation, storage, warehousing, packaging. Those. everything that directly relates to the movement of goods. Thus, we form the minimum price for goods. The second step will be to determine competitive prices for the product, i.e. prices for goods offered by competitors. Identification in the assortment of hot goods allows you to set prices below competitive ones. As a result, there is a tool to attract buyers. Prices for less popular goods are formed based on the overall profitability of the enterprise, i.e. prices are set to compensate for the low profit margins of core products. The principle of such a policy is that the buyer, ordering popular goods, focuses on low prices, and the price of other goods to a lesser extent affects demand.
Denote following parameters goods:
P i - purchase price for the goods;
R i - set price;
Z i - average costs per unit of goods;
K i - average prices of competitors;
V i - estimated sales volume of this product;
C i - coefficient of influence of price on the volume of sales of goods (i.e. 0-selling goods, 1-sales volume of goods absolutely not responsive to price);
U c - the level of the coefficient of influence, at which the price of the product should be less than the competitive one;
Z other - the total amount of other costs;
About real - the volume of sales of goods;
D shaft - gross income;
N rent - the minimum level of profitability of trade;
S is the coefficient of increase in the allowance.
Using these indicators and coefficients, we will describe mathematically the conditions for pricing for each product:
P i + Z i< K i - т.е. издержки на закупку товара должны быть меньше конкурентных цен;
R i< K i для C i
(R i -K i) ~ (C i -U c) - this ratio indicates the dependence of the difference between the selling and competitive prices and the difference between C i and U c ;
(O real -Z total) / O real >= N rent - sets the border of the profitability of trade;
The task of these conditions is to find the value of S. This coefficient is necessary to calculate the selling price R i = (P i +Z i)*(1+C i)*S.
(O real -Z obsh) / O real =
= (Summ(R i *V i) - Summ((P i +Z i)*V i) - Z etc) / Summ(R i *V i) =
=(Summ(S*(1+C i)*(P i +Z i)*V i)-Summ((P i +Z i)*V i)-Z other)/Summ(S*(1+ C i)*(P i + Z i)*V i) =
=(S*Summ(C i *V i *(P i +Z i)) - Z other)/ S*Summ((1+C i)*(P i +Z i)*V i) >= N rent
Solving this equation, we get the value of the coefficient S. Using it, we calculate the prices for each product according to the formula: R i = (P i + Z i) * (1 + C i) * S. This way we get the recommended prices for the goods. Further, they must be subjected to adjustment taking into account the real situation and marketing tricks. After the adjustment, the remaining prices are re-adjusted and revised.
Considering that this algorithm uses coefficients set subjectively, it cannot be said about the correctness of pricing automatically. However, this approach allows you to balance prices, taking into account the key positions in the assortment.
Search for buyers.
The organization of the mechanism of work with buyers is one of the most important tasks of the enterprise. At the moment, the company is limited only to the work of sales agents who bypass stores, offering goods with delivery. Despite the fact that this type of sales is effective, there are a number of disadvantages.
The agent, as a rule, comes without a call, and "an uninvited guest is worse than a Tatar." The work of an agent, as a rule, is low paid and depends entirely on the number of orders. The turnover of staff does not give constancy of work with the store, connections are lost. Tracking and making the agent work is quite difficult.
The quality of the agent's work entirely depends on his sociability and appearance. The ability to persistently offer a product is not given to everyone. The lack of one or another quality leads to the fact that some of the potential customers are lost, and subsequently biased towards cooperation.
In order to minimize these shortcomings, it is necessary to take a number of measures aimed at improving the efficiency of agents and the enterprise as a whole. To do this, you can use both various methods of personnel management and marketing moves.
You can evaluate the work of agents by the number of orders brought by each individually. But the nature of the districts does not give an objective picture of the work of the agent. To do this, you need to enter a number of documents that will be filled in by agents about the work they have done. Such documents can be daily reports on visits to stores, a description of the store (area, character, location, proximity of competitors, character of the area, contingent of residents, etc.), the nature of the conversation with the representative of the store, the wishes of customers, etc. The introduction of such documents will kill two birds with one stone : evaluate the work of agents, partially assess the needs of buyers. The agent in the second case is not only a sales representative, but actually participates in improving the efficiency of the enterprise. He is also interested in a more popular assortment, increasing turnover - this is his bread.
On the other hand, evaluating the work of agents, the enterprise can justifiably fire lazy agents and replace them with more active ones. Such a replacement can bring additional profit to the enterprise, and a salary to a more diligent employee. In addition, the analysis of such documentation will make it possible to identify stagnant areas, as a result, refuse to work with them or change the pricing policy in relation to these areas.
A necessary condition for the organization of this form of work is the development of forms and the preparation of daily reports. The analysis of these forms is also time consuming.
This is what agents do. The other side of working with buyers is the constant maintenance of contacts, the stimulation of buying activity. This is done through advertising. For the enterprise in question, the most effective tools the following can be named:
Development of a corporate logo and sign, corporate documentation, letterheads, envelopes, business cards, etc.;
Production of souvenir products - pens, lighters, calendars, etc. for the purpose of giving them to representatives of retail trade enterprises;
Making stickers;
The use of brand names and logos on the sides of trucks;
The improvement of wholesale sales at the JSC "Kristall" enterprise is also carried out through sales promotion. Sales promotion is the use of a variety of incentives designed to hasten and/or enhance market response. The development of a sales promotion program consists of several stages.
The first step is to set incentive targets.
In the second phase of program development, incentives should be selected. The choice of these or those incentives depends on the goals. Different means of stimulation are used for different objects of influence. They can be grouped into three large groups:
price offer;
offer in kind;
active offer.
Within these first group, all types of sales promotion can be divided into three groups: direct price reduction, distribution of coupons that give the right to purchase at a discount, and price reduction with a delay in obtaining a discount.
An in-kind incentive can be defined as offering a consumer an extra quantity of a product without being directly linked to a price.
Incentives in kind serve two purposes:
To give the consumer an additional quantity of goods, which is fundamentally different from lowering prices, the purpose of which is to save money;
To give a more versatile and substantive character to contacts between the producer and the consumer.
For more successful marketing of its products, the manufacturer must also stimulate its own sales force.
When developing a comprehensive incentive program, it is also necessary to decide how much incentive to apply, how long it will last, when it will begin, and what funds should be allocated for its implementation.
Wherever possible, all sales promotions used should be pre-tested to ensure that they are appropriate and provide the necessary incentives. Incentives should be monitored before, during, and after they are given. The actions of competitors during the promotion should also be taken into account.
In the coming years, despite relatively favorable prospects for producers on the market of alcoholic beverages, there will be a significant increase in competition between Russian companies. An analysis of the conditions, forms and methods of marketing, production and marketing programs of individual manufacturers, assortment policy and other factors shows that plants and factories that meet the following main criteria will have the greatest competitive advantages in the market:
High, constantly confirmed product quality;
Sufficiently wide assortment range;
Active development of new types of products, especially environmentally friendly products, products of reduced energy value;
Attractive from all points of view, a registered trademark and packaging, the presence on the packaging of a single slogan for all products of the company;
The presence of an extensive sales network with the following main links: a qualified marketing service in the central office, which clearly monitors all commodity flows, payments, stock movements, etc.;
Constant search for new niches in the market;
Flexible pricing policy, including a differentiated system of discounts and payment terms for various categories of wholesalers and retailers.
Analysis of trends and development prospects Russian market alcohol products allows us to draw the main conclusion that, unlike a number of other types of products, this market niche is one of the most dynamic, profitable and promising. In the event that the Russian economy emerges from the crisis and a corresponding increase in the incomes of the urban population, companies producing alcoholic beverages, in the absence of any significant imports of this product, will find themselves in a very advantageous position. In this situation, it would be very reasonable for Kristall OJSC, having accumulated its own and borrowed funds, to carry out a set of measures to expand production and create an effective sales network for it in the most promising markets outside of Russia.
It is very important for JSC "Kristall" to develop an optimal strategy for the development of the markets of alcoholic products, based on the practice of successful work on the development of new markets of firms in foreign countries, as well as the positive experience of domestic producers. This practice, as a rule, completely excludes the dispersion of efforts in many sales regions.
3.4. Measures to improve inventory management at Kristall OJSC
Even the best-prepared product management strategies and tactics require constant improvement, which is associated with changes that are constantly taking place in the external environment.
Consider the possibility of the enterprise to attract borrowed funds to increase current assets. JSC "Kristall" in the formation of commodity stocks used exclusively its own funds of the enterprise. If borrowings did take place, they were so short-term that they did not have a significant impact on the financial condition of the enterprise. The 2006 average inventory turnover rate is 149.1 days, so two loan options should be considered: 90 days and 160 days.
The company has a current account with Aval Bank, so we use the interest rates of this bank. The firm conducts foreign economic activity, and there is a need for loans in "hard" currency (US dollars or euros). Let us apply in calculations the rate of Aval Bank as of 04.11.2007: for a period of 90 days - 30%, for 160 days - 40%. The return on turnover is approximately 10%, which is due to the policy of low trade margins, which is aimed at quickly conquering the market. Therefore, in this situation, at the above interest rates, the use of borrowed funds is not economically feasible. But under conditions of increasing profitability, the question of the use of borrowed funds is automatically raised. It is also possible to participate in the export financing programs of the countries from which the company imports goods, but at the moment such participation is conditional.
A part of the firm's borrowing policy is the receivables management system. It affects inventory through the turnover period of goods. At OAO Kristall, this system is limited to price discounts for previous payments, premiums for extended payments, and penalties for breach of contract. But the firm does not have a system for assessing the solvency of the client and the likelihood of delay in payment or inability of the client to meet its obligations. The application of penalties is unprofitable in the current economic conditions, since the time and money spent on a court case, in most cases, will exceed the income.
Based on this, it is necessary to apply a loan ranking system that allows, based on statistical processing of information about customers, to rank them according to the degree of solvency and reliability. So, the methods of multivariate analysis are most often used, which allow taking into account the influence of various factors on the financial condition of the client over the period of time that is being considered, and assessing the prospects for cooperation with a high level of accuracy.
One of these systems is the 5C system (The five C "s system), which is based on an analysis of the five main characteristics of customers: character (value system in business); property status; capital; the possibility of collateralizing debt; general conditions enterprise activities.
Also, considerable attention should be paid to market research, improvement of advertising activities. The firm explored the market of the city of Moscow and some regional centers, but a significant number of regions were left without attention. Even taking into account the fact that effective demand there is lower than in Moscow, even more attention should be paid to accelerate the speed of turnover of commodity stocks. So for this you need to advertise in all-Russian catalogs of price lists, master the advertising capabilities of the Internet, etc. The involvement of regions can be noted in an increase in turnover and an increase in the speed of turnover of commodity stocks.
An in-depth study of the market will allow you to optimize the structure of inventory as much as possible. It is necessary to reduce the range of goods, since some goods and product groups have a very slow turnover rate, it is possible to increase it only through a wide advertising campaign, which at the moment and in the near future is not economically viable.
It would be advisable to apply the classification approach to inventory management (ABC system). His idea is to use the classification of stocks and the allocation of three groups - A, B, and C, depending on the degree of influence of this type of stock on the increase in the turnover of the enterprise. Group A includes stocks, the sale of which makes the largest contribution to the volume of trade in monetary terms. This group includes stocks that provide 70% of the sales volume. As a rule, their share in the volume of reserves in physical terms does not exceed 10%. Group B includes stocks of medium importance, which provide 20% of the company's sales volume. Their share in physical terms, as a rule, is about 20%. Commodity stocks, the sale of which has an insignificant contribution to the volume of trade, about 10%, are classified as group C. Quite often they make up a significant part of the volume of stocks in physical terms - about 70%.
Such an analysis will help to identify such groups of goods, the share of which should be increased (group A), and goods, the importation of which is more expedient to refuse (part of group C).
A feature of the formation of commodity stocks at the enterprise is that in 2006 100% of goods were imported, it is necessary to look for the possibility of attracting domestic firms to form the commodity stocks of the enterprise. In the context of the development of the Russian economy, imports are losing their attractiveness, so it is advisable to develop projects for the export of Russian goods to Germany, in which the company has a large number of partners.
Any enterprise in a market economy is constantly planning its activities.
Inventory planning follows turnover planning, since the volume of wholesale turnover serves as the basis for developing an inventory plan.
The first step in developing an inventory forecast is a comprehensive economic analysis of past performance. The results of the analysis, the identified trends and conclusions serve as the basis for the conclusion of forecasts.
At the second stage, factors are determined that, in the forecast period, will influence the development of the market sector where the enterprise operates. The most important factors are selected and quantified, and with their help, options for forecasting reserves are calculated.
The firm should learn from its competitors in inventory planning.
The assortment of Kristall OJSC is quite specialized, this is an advantage of the company and, at the same time, its disadvantage. Fluctuations in market conditions can adversely affect the position of the firm. Therefore, it is necessary to expand the range at the expense of product groups. This can insure activities and makes it possible to maneuver current assets.
It is necessary to increase the profitability of the company's activities by searching for favorable supply conditions and increasing the trade margin, minimizing transport, insurance, storage and other costs. Since the low level of profitability, although it is due to the conquest of the market, will not allow saving the accumulated achievements in the future.
Conclusion
For the implementation of the continuous process of commodity circulation, certain stocks of goods are necessary. Commodity stock is a set of commodity mass, which is in the sphere of circulation and is intended for sale.
Commodity stocks perform certain functions: they ensure the continuity of expanded production and circulation, during which their systematic formation and expenditure take place; satisfy the effective demand of the population, as they are a form of product offering; characterize the relationship between the volume and structure of demand and product supply.
The need for the formation of commodity stocks of consumer goods is caused by the following reasons: the continuity of circulation processes; seasonality of production and consumption; uneven distribution of production and areas of consumption; unforeseen fluctuations in demand and rhythm of production; the need to transform the production range into a trade one; the need to form insurance reserves, other reasons.
Inventories are classified according to various criteria. So, depending on the characteristics of circulation, they are divided into: commodity stocks of current storage, which are designed to meet the daily needs of trade in the uninterrupted sale of goods for the population, as well as stocks of seasonal accumulation and early delivery of goods, which are associated with the seasonality of production and consumption of individual goods, with the conditions of their transportation to certain regions of the country.
The object of the study was the "Moscow plant" Kristall ".
The purpose of Kristall OJSC is to make a profit from the production and sale of alcoholic beverages, expand the market for goods and services, as well as the most efficient use of the profits for economic and social development Society.
In this work, the state of the company's inventory, their structure and dynamics of change were analyzed. The company is currently in the stage life cycle- increase.
A feature of the formation of commodity stocks at the enterprise is that in 2006 100% of them were imported. Deliveries after a short period of time in small batches are economically unprofitable, since transport and customs costs significantly exceed storage costs.
After analyzing the inventories of Kristall OJSC in the period from 01.01.2005 to 01.01.2006, we can conclude that inventory management is carried out at a high level, the model of wholesale purchases in significant lots is used, which allows obtaining significant price discounts, minimizing costs to order, transport costs and guarantees the delivery of the entire batch.
Regarding the improvement of activities, the possibility of the enterprise to attract borrowed funds to increase current assets was considered. OJSC "Kristall" in the formation of commodity stocks used exclusively its own funds of the enterprise.
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Concept, essence and types of commodity stocks. Characteristics of inventory management systems. Software for managing stocks of goods in a trading company. The main ways to improve the system for managing products and their stocks.
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The process of selling goods requires the constant availability of commodity stocks at trade enterprises. The formation of the required size of inventory allows the trading company to ensure the sustainability of the range of goods, implement a certain pricing policy, and increase the level of satisfaction of customer demand. All this requires maintaining at each enterprise an optimal level and a sufficient breadth of assortment positions of commodity stocks.
According to their purpose, commodity stocks formed at trade enterprises can be divided into commodity stocks of current storage, stocks of seasonal storage and early delivery.
The bulk of all stocks of a trading enterprise are stocks of current storage. They are necessary to ensure the uninterrupted sale of goods in the current period. They need to be constantly replenished.
Commodity stocks of seasonal storage and early delivery are formed, first of all, for such goods that have a significant time gap between their production and consumption. In addition, they are created based on the characteristics of the geographical location of trade enterprises, as well as at enterprises located in settlements, to which regular delivery of goods cannot be ensured due to mudslides or other reasons.
Commodity stocks created at trade enterprises can be estimated by the amount of stocks in value terms, the number of stocks in physical terms, or the size of stocks in days of turnover. They are in constant motion and renewal. The final stage of their movement is consumption.
The main purpose of inventory in the wholesale link is to serve the needs of wholesale buyers in goods, in retail - to ensure a stable supply of goods to their consumers. Thus, the assortment of goods in each of the links of commodity circulation is the initial, starting point for the creation of commodity stocks.
To maintain inventory at an optimal level, a well-established inventory management system is necessary.
Inventory management involves their rationing, operational accounting and control, as well as regulation.
Rationing of inventories allows you to develop and establish their required dimensions.
The necessary sizes of commodity stocks developed for wholesale enterprises should ensure their maintenance at an economically justified level in order to ensure an uninterrupted and rhythmic supply of goods to retail trade enterprises. They are set separately for stocks of current storage, seasonal accumulation and early delivery by commodity groups in the amount and days of warehouse turnover.
Operational accounting and control over the state of commodity stocks is carried out on the basis of existing accounting and reporting forms. For this purpose, the trading department of the base uses cards of quantitative-sum accounting, statistical reports on turnover and inventory. They reflect the balance of goods at the beginning of the month, as well as data on their receipt at the warehouse and sale to wholesale buyers. The actual balances of goods are compared with the required sizes and, if deviations are detected, the reasons that caused these deviations are established.
The regulation of commodity stocks consists in maintaining them at a certain level, in maneuvering them. It involves the adoption of various commercial decisions by salespeople in order to normalize inventory.
In the management of commodity stocks at wholesale enterprises, it is most convenient to use electronic computing equipment, on the basis of which they create automated systems inventory management.
The introduction of such systems makes it possible to reduce labor costs, identify new, better management information and speed up its processing, as well as significantly improve the level of commodity resource management.
The required sizes of commodity stocks for stores are set taking into account the volume of daily sales of goods, the optimal size of a one-time supply and other factors. Store employees monitor the compliance of the actual stocks of goods with the established required sizes and take measures to speed up the delivery of goods to the store or to intensify the sale of replacement goods.
If the actual stocks in the store exceeded the required sizes, then the store employees should first of all establish the reasons for the excess, of which the most likely may be:
a decrease in consumer demand under the influence of fashion changes, price increases, the emergence of new, more advanced products, etc.;
miscalculations of store employees in determining the needs for goods;
low quality of supplied goods;
non-compliance with the terms of delivery of goods to the store.
After identifying the reasons for the overestimation of the actual stocks of goods, measures should be taken to accelerate the sale of these goods, as well as limit their delivery to the store. You can speed up the sale of goods by more actively advertising them or organizing sales fairs in other settlements. Surplus imported goods can also be returned to the warehouse of the wholesale base.
Since the main part of the goods is concentrated in retail trade enterprises, the supply of goods to the population largely depends on the level of their management in the store. Therefore, in each store, constant monitoring of the state of commodity stocks should be carried out, providing not only for monitoring compliance with their established sizes, but also for daily monitoring of the conditions for storing goods.
To manage inventory in stores, electronic technology is becoming more and more widespread. First of all, these are cash terminals with a goods flow accounting system, barcode scanners and printers, etc. Using this technique, you can not only effectively control inventory in a store or an entire company, but also manage other areas of commercial activity (pricing, work with suppliers, etc.).