3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness

As it has been indicated above (see gl. 1,2), for achievement of a high level of competitiveness it is necessary for retail trade enterprises to reach a competitiveness high level on each of external components of competitiveness of trade enterprise.

Lead on several components will not give necessary effect since only the data set of characteristics describes completely those consumer characteristics which should be at the company - the leader. It is one of the basic features kojkurentnoj struggle in retail trade - price lead or lead in a niche - insufficiently for stable position of the company in the market. Therefore special interest represents definition of a technique which is simultaneously directed on achievements of competitive advantage on all components of competitiveness which have been defined on the basis of interrogation of end users of the allocated target audience.

The system of the marketing logistics which introduction at the industrial enterprises has allowed the given enterprises to be beaten out in leaders of branch can become such technique and successfully to compete to similar domestic and foreign manufacturers. The basic complexity in data application ^metoda - that successfully functioning on industrial enterprises and having proved as a technique, allowing to take to the enterprise in the lead position in branch, for the enterprises of sphere of services, including the trade, the given technique is considered excessively wasteful, and effect not obvious. Though many network operators, especially bentamy, successfully apply system “just-in-time”. And at the expense of a cost-saving on transport logistics take in the lead position on a sales volume in Japan.

Let's stay on a question of principles of construction and maintenance of functioning of marketing logistical system on trade enterprise.

The logistical system is under construction in the separate company which is "owner" of logistical process.

According to Zevakova A.M [38] logistical system of the company is under construction as follows (drawing 25)

Drawing 25 - Algorithm of construction of logistical system of trade enterprise

Further it is necessary to stay in more details on consideration of each of stages.

Stage the first. Logistical mission, is a part of the chosen mission of the company, is formulated with allowance for the logistical concept which the firm incorporates proceeding from the strategic targets and a business condition.

According to the author use is most comprehensible to retail trade as logistical mission the rule 7 R which in a translation into Russian sounds so: "Maintenance of the necessary product in required quantity and the set quality in the necessary place during established time for the concrete consumer with the best expenses”. In the rule essential lines of logistical mission of any organisation are reflected, from which quality, time and expenses are key.

The same lines concern and external rates of competitiveness of trade enterprise which are most important for external perception.

Stage of the second. Appointment of logistical strategy is support corporate (marketing and industrial generally, realisations in case of trade enterprise) company strategies. It is focused on one or several key indicators reflecting as a whole efficiency of logistical processes in the company. Such key indicators of efficiency of logistics concern [1]:

• the general logistical costs;

• quality of logistical service;

• duration of logistical cycles;

• productivity.

Logistical strategy is under construction on the basis of maximisation (minimisation) of one of indicators. These indicators lay to a basis of forms of account of the company and system of indicators of logistical plans of different levels. The following a kind of strategy is most widely applied: strategy of optimisation of the general logistical costs; strategy of improvement of quality of logistical service; strategy of minimisation of investments into a logistical infrastructure; logistical outsourcing, etc.

The following, third stage of construction of logistical system is a choice of suitable logistical technologies and base logistical subsystems corresponding to them / program modules of corporate information systems.

Before to pass to consideration of a following stage it is necessary to stay on modern logistical concepts which are for the organisations of business a paradigm (supervising idea) at the present stage.

Fundamental concepts in logistics are:

• the information;

• the marketing;

• the integrated.

The basic idea of the information concept consists in formulating the general problem of management of a material stream and simultaneously to synthesise is information - computer maintenance of the decision of a problem. A theoretical basis of the information concept is the system approach. The basic decisions consist in automating trivial problems and to use is information-computer support for the decision of problems of logistical optimisation.

The marketing concept of logistics focuses attention of management of the company to the organisations of logistical process in the field of distribution (distribution) for strengthening of items of firm in competition.

The concept of the integrated logistics in essence develops marketing, considering new conditions of business at the present stage:

1. New understanding of mechanisms of the market and logistics as strategic element in competitive possibilities of firm;

2. New organizational (structural) relations, integration prospects between logistical partners;

3. New technological possibilities, in the field of flexible productions also it is information - computer technologies, the control and management in all spheres of production and production distribution.

Complication of market relations and competitiveness strengthening leads now to transformation of the logistical system expressed in following basic tendencies:

1. Speed, intensity and complexity of material and information streams increases. Information and financial mutual relations between logistical partners become complicated.

2. The number of links of logistical systems is reduced. The quantity organizational - economic relations in logistical systems decreases, but complexity increases in them.

3. Reliability of logistical networks (channels) since in production and distributive networks reserve stocks practically disappear decreases.

Consequence of these tendencies is increase of potential instability of logistical systems. The logistical system (according to the integrated concept) is considered as a unit - the integrated control system realising the purposes of business from the supplier to koechnogo of the consumer.

The following, the third stage of construction of logistical system is the choice of suitable logistical technologies and base (standard) logistical subsystems corresponding to them / the program modules supported by corporate information system.

The following is most known among them:

1. Requirement / resource planning-RP (“Planning of requirements / resources”). The base program modules based on concept RP in production and supply, systems MPR I and MRP II are
(Material/manufacturing requirement/resource planning - plan systems of requirements for materials/plannings of requirements of production in resources).

2. Logistical technology PR can be used in distribution systems, systems DRP (Distribution requirement planning) are for this purpose created. The basic tool of logistical management in DRP - systems represents the schedule which helps to co-ordinate all process of deliveries and replenishment of stocks of finished goods in a distributive network.

3. Plan systems of class MRP II in integration with the financial planning module have received the name of systems planning business (the integrated planning of resources) ERP (Enterprise resource planning)

4. Logistical concept Just-in-time - JIT (precisely in time) is known and widely applied in retail trade. The basic idea of concept LT - the warranty of that all an element is synchronised and precisely balanced, established time of deliveries and replenishment of stocks. Base logistical subsystems / modules for the given system: KANBAN, MRP III, module "Logistics" in ERP/CSRP (Customer synchronised resource (planning - the Planning of resources synchronised with the consumer) systems, “SCM the-module” ERP/CSRP systems.

5. Logistical technology Lean production (a literal translation “harmonous/lean production”). The technology is based on application of systems KANBAN and MRP II.

6. Concept Supply Chain Management - “management of a chain / chains of deliveries” is the most frequent for today meets in retail trade, especially at availability more than one level in the distribution channel. D.Lambert and J. A drain define as follows concept “management of chains of deliveries is an integration key business - the processes beginning from the end user and covering all suppliers of the goods, services and the information”. The base program module is SCM.

To the basic methods, we apply to the decision of scientific and practical problems in the field of logistics, it is necessary to carry: a method of the system approach, a method of the theory of research of operations, the cybernetic approach, prognostiku.

The economy present stage, having revealed the importance of logistics as, nevertheless, has not made the effective tool of the organisation and management of real processes of production its really effective tool of economic activities, especially regarding strategic development of difficult economic systems.

In certain degree occurrence of the given circumstance is defined by the generated opinion that working out of the independent is possible
Logistical strategy, which “... Takes the central place in firm along with corporate marketing both industrial strategy and a mission establishment” [62, 608]. At a sight of the author, such approach it is not quite correct, ' as consistency of strategic workings out does not mean their adequacy. The author believes, that more correct will start with understanding of the strategic working out defining prospects of development of any economic system, as the mechanism supplying fulfilment of mission of the enterprise on the basis of use of all set of elements. The logistics is only one of enterprise aspects of activity, but development of logistical making activity of trade enterprises with allowance for those features which have been considered in chapter 1, assumes, that this element of strategy can have big, sometimes defining priority.

At the similar approach it is necessary to remember, that enterprise re-structuring is one of; forms. Realisations of strategy of maintenance and. Increases of competitiveness of the enterprise.

To outline borders of distributive logistics, it is necessary to consider the scheme of process of reproduction of the capital which, as is known, has three stages which borders are defined in drawing 26.

Apparently from drawing 26, material streams become object of distributive logistics at the stage of distribution and finished goods realisation.

The concept of distributive logistics is easy for generating on the basis of the general definition of concept of logistics. We will recollect, that the logistics is defined as a science (activity) about through management of the material streams including in seyobja:.

1. Finishing of a material stream before production:

2. Management of process of passage of a stream in production;

3. Management of process of finishing of finished goods to the consumer.

Drawing 26 - the Typical logistical chain

Basic difference of distributive logistics from traditional sales and sale consists in the following:

■ managerial process submission by material and information streams to the purposes and marketing problems;

■ system interrelation of process of distribution with processes of production and purchases (in respect of management of material streams);

■ system interrelation of all functions in the distribution.

Definition of distributive logistics by the author is formulated

As follows:, the distributive logistics in retail trade is a complex of the interconnected functions realised in the course of distribution of a material stream between retail buyers at the first stage and target consumers at the second stage, that is in the course of retail of the goods.

Object of studying in distributive logistics — a material stream at the stage of movement from the supplier to the consumer. A studying subject — rationalisation of process of physical advancement of a product to the consumer.

The typical structure of micrologistical system of trade enterprise includes set of the functional and operational subsystems presented in drawing 27.

The functional subsystem executes a role of an operating subsystem, where • »

Operating effect on object of management can be shown to two groups of functions:

1. Planning and stimulation of activity of logistical divisions of firms;

2. The organisation and regulation of fulfilment of the basic logistical operations (purchase of the goods, their intrafirm processing and delivery to consumers, including service).

All variety of the logistical operations connected with a commodity stream in retail trade, it is possible to group as follows:

• purchasing activity, since a choice of suppliers and finishing acceptance of the goods on a trade enterprise warehouse;

• activity on realisation, since preselling preparation and finishing after-sale service.

The functional


Planning and «------------ ------------- ► The organisation and
Regulation Regulation

The purchasing Sbggovaja
Activity I---------------F Activity

The operational


Drawing 27 - Typical structure of micrologistical system of trade enterprise.

Within the given research logistical operations in a commodity (material) stream which are united in three basic groups which concern will be considered: purchase of the goods; processing of the goods in trade enterprise warehouses, including preselling preparation; delivery of the goods to consumers, including a complex of the additional services rendered to clients of the enterprise.

Real economic practice of trading organisations expands the list of these groups: to marketing logistics of retail trade enterprises all list of the operations concerning the organisation and realisation of the tax of advanced registrations is added; to marketed products delivery; to management of stock of goods of the big nomenclature (more than 4000 names); to realisation of transport-forwarding service of consumers, including the after-sale; to management of the finance, including the analysis of financing activities and formation of the prices, extra charges, discounts and privileges; to safety maintenance tovarodvizhenija and managements of this process.

For acceptance and the organisation of fulfilment of administrative decisions on all spectrum of logistical operations in logistical systems of trade enterprises use the concept of logistical management. In sphere of retail business to establish sides of the competence of logistical management of nanosecond
Makes work since all retail trade has the logistical character expressly or by implication connected with material, financial, information and other economic streams in the course of distribution and a commodity exchange. Thus it is necessary to direct attention to the following moments arising at application of logistical management in sphere of distribution:

• logistical management is always connected with logistical operations and on other spheres of commercial activity does not extend;

• logistical management takes place only in logistical system out of which loses any sense since not in a condition to supply successful realisation of logistical functions.

• the functional design of logistical management in distribution sphere represents set of the functional and special components which interaction is presented in drawing 28 to models of logistical management of retail trade enterprises.

Distributive logistics

Transportno-warehouse logistics

The purchasing



The special


The logistical



The organisation


Drawing 28 - Basic model of logistical management for the retail trade enterprises.

From the model resulted in drawing 28 it is possible to see, functions of logistical management include set of operations on vs.emu to a cycle of realisation of functions of logistical management: from studying of demand to the control over work of executors.

The typical cycle of logistical management includes following stages:

1. The tax and processing of the initial information on operated object;

2. Revealing and the analysis of a problem situation;

3. The general formulation of the decision and synthesis of its possible decisions;

4. An estimation and a choice of alternatives of the decision of problems;

5. Modelling of a situation as a result of realisation of the chosen decision;

6. Updating of the chosen decision with allowance for expected results;

7. The organisation of realisation of the administrative decision;.

8. An estimation of the received result.

The basic streams of the process of logistical management in distribution sphere are the information streams which organisation characterises the contents of information service. On the basis of resulted in work of the Carpenter of Century I "Introduction in commercial logistics” classifications of a supply with information by the author it is generated it is integrated - block structure of the basic information streams of logistics in distribution sphere. In the structure presented in drawing 29, three blocks are allocated.

Drawing 29 - the Integrated block structure of logistics in distribution sphere.

The first block - the micrologistics block in distribution sphere at the enterprises of retail trade describing information streams in following basic directions of activity:

• purchase of the goods for the subsequent resale, including market condition research;

• processing of purchased production on trade enterprise for the subsequent resale;

• warehousing, including all complex of operations on management of stock of goods;

• delivery of the goods to consumers;

• servicing, including all range of services,

Represented by the reseller.

The second block mesologistical which besides the most retail trade enterprise includes: diverse wholesale intermediaries; the retail dealers interacting with the given enterprise; the institutes promoting reception by the enterprise of the information, the finance and other resources.

The third block - macrologistical which includes: all variety of distributive structures on internal and a foreign market in interaction with the given enterprise; financing which is supplied with various financial institutions; service, including all variety of services which are granted the enterprise and its clients at all levels of the markets.

The basic link in the organisation of micrologistical system is the warehouse. The scheme of the organisation of logistical system is resulted in drawing 30. Feature of realisation of such system for the retail trade enterprises is information delay.

The actual information is a basis for decision-making, in drawing 31 is allocated three levels of formation, storage and transformation of the information for the retail trade enterprises.

Considering bases, as the basic links of logistical networks of the enterprises of retail trade from an item of the theory of mass service, them it is possible to present warehouses and shops as system of mass service (SMO), and these are mainly n-channel SMO with failures, limiting characteristics of which efficiency of functioning are resulted in the Appendix 14. The given model maximises completeness and timeliness of satisfaction of orders (requirements) of clients on service and minimises losses in service. The offered model supplements the standard theories of optimisation of behaviour of participants of process of a commodity exchange which in turn base on neoclassical and bihevioristskoj optimisation economic theories.

In practice in the logistical organisation in distribution sphere the compromise between the concept of rational optimisation and the limited rationality or satisfaction is always observed. The first concept is applicable for an estimation of an optimality of behaviour of the enterprise of retail trade, and the second - for an estimation of behaviour of clients.

For any retail trade enterprise first of all it is necessary to focus attention on such logistical function as planning of the basic economic streams of the enterprise. The simplified model of planning of the enterprise of retail trade is resulted in the Appendix 15.

The wholesale

Drawing 30 - the Scheme of logistical system of trade enterprise

By working out of strategy of retail trade enterprise the author suggests to conduct works first of all in those directions which directly influence external components of competitiveness (considered in 2 head). It is necessary to carry To the given directions:

1. Working out of the investment policy directed on re-structuring the enterprises (additional services) and modernisation of a warehouse complex;

- Decision functions

............................. Information sources

............................. The channel of material streams

Drawing 31 - Interrelation of sources of the information and channels of material streams at decision-making.

2. Working out of the resource policy directed on improvement of work of staff, on increase of their productivity, cost reduction and resursoemkosti process of realisation of the goods;

3. Working out of the personnel selection directed on formation of highly professional personnel structure, special attention thus it is necessary to give to their specialised knowledge and professional skills.

For working out of strategy, operational management by the subsequent changes and the analysis of the received results the information base of the enterprise which is necessary for developing so that to exclude effect of delay which directly influences possibility of achievement of certain competitive advantages the retail trading has great value
The enterprises. In more details the supply with information question will be considered in the following paragraph.

The availability of the developed information structure (in more details about creation of structure and methods of the tax of the information it is told in the following paragraph) covers productions two parties of the general logistical process. First, this system allows to connect organically commodity-material streams with the general plan system and managements at enterprise level. Secondly, it covers all levels so straight lines, and feedback allowing top level to have the sufficient information on a condition of separate links of the enterprise operatively to react to occurring changes. The functional structure of FOXES is resulted in the Appendix 16.

Basis of marketing logistics for the retail trade enterprises is optimisation of system of deliveries and sales, the complex approach of development of system of deliveries and sales which at the retail trade enterprises are interdependent is more exact. Interdependence of two given processes stipulates necessity of parallel introduction of developed decisions that allows to unite them in the uniform approach directed on perfection of activity of retail trade enterprise, and, as consequence, on increases of level of its competitiveness. •

The complex approach of development of enterprise activity of the enterprises of retail trade is understood as parallel perfection of work (according to conclusions of the second chapter) following departments and processes (drawing 32):

• department of purchases (deliveries) - optimisation of formation of warehouse stocks at various forms of payment and delivery schemes; directly influences following external components of competitiveness - width and stability of commodity range, the half-internal price, quality of the goods;

• budgetary department - the forecast of receipts of money resources from the basic operational activity; budgeting of accounts with suppliers; directly influences following external components of competitiveness - stability of commodity range, the half-internal price;

• transport department - optimisation of work of transport department; system engineering of the control of congestion and work of drivers of vehicles; directly influences following external components of competitiveness - width and stability of commodity range, the half-internal price, quality of the goods;

• optimisation of system of sales - system engineering of the control of work of trading staff; management of the orders acting on the Central warehouse; placing and production assemblage in a warehouse; optimisation of process of preselling preparation of the goods in shops; directly influences following external components of competitiveness - culture of service, technology of sales, qualities of the seller.

As we see, the most significant have got to the list for the target consumer of the characteristic on which basis it and makes the choice in favour of that, or other trade enterprise.

Efficiency of the complex approach is based that for achievement of the maximum result not isolated development of separate operations is important, and perfection of all zakupochno-marketing systems as a whole, and also development of interrelations and interference of the considered processes.

The role of retail trade enterprises considered in chapter 1 in market economy, has allowed to allocate processes by means of which the trade enterprise keeps the in the lead position.

Presence of strong competitors in the local market of work of trade enterprise, forces to pay steadfast attention to duly accounts with suppliers, that in turn puts us before a question of the forecast of receipt of a gain from shops. The decision of the given problem was working out of stages of receipts from collection of the daily receipts, allowed bjudzhetirovat payment of deliveries.

Competitiveness parametres are defined and settle up according to the author's technique resulted in the second chapter. Planning regarding receipt of money resources in budgetary department is made on the basis of statistical data for the previous periods, depending on seasonal tendencies of demand.

At any changes made at the enterprise of retail trade within introduction of developed positions, inevitably there are conflicts of interests of workers. For the purpose of prevention of occurrence of conflict situations at the head of conducted transformations it is expedient to deliver one of the first persons of the enterprise which for the given period of time will conduct works under the given project as the project-manager.

The question on the tendency of shortening of marketing channels has been in more details considered in chapter 1. Why the question of truncation of the channel so is basic for retail trade enterprise, any failure on any of channel intermediate levels leads to failure in assortimentnoj to stability of the trading

The enterprises, that directly influences its level of competitiveness as a whole and is among external factors for consumers. Thus movement of material streams goes in two directions. In the opposite direction there is production with the revealed discrepancies on quality and on censures of end users.

Drawing 32 - Departments and the operations in parallel improved within the limits of the developed complex approach of the enterprises of retail trade.

Problem of retail trade enterprise from the point of view of the manufacturer (supplier) is creation of a reliable link on advancement and production sales. In frameworks.'kompleksnogo the approach passes sovershenstvovany the basic operations on service of a uniform trade channel. In this case according to the author, the purpose of the complex approach - to achieve optimum continuous process of functioning of a trade channel with minimum expenses at the account of features of work of the enterprises of retail trade (see the first chapter) for increase of competitiveness of the given trade enterprise.

Within the limits of the developed complex approach through planning of the indicators adhered to realisation through shops, system engineering of indicators of work and construction on their basis of the reporting is effective. In the Appendix 17 the report on predicted volumes of realisation of production, entering in top 300 assortimentnoj matrixes is resulted.

On the basis of the developed computer program settles up

prognoznyj volume of purchases of production entering top 300 assortimentnoj of matrix, with

The account of not reduced rest (safety stock) which size depends from

Items in a rating (an item from total amount of sales). At a choice of the first 300

Items we start with the precondition that 20 % (the general range nearby 1500

Names) range bring 80 % of profit.

< •

Now retail trade enterprises use various schemes of delivery - delivery to the Central warehouse, delivery directly in shops and shipment at own expense from the manufacturer or the wholesaler. The delivery scheme directly depends on the final source price in trade enterprise.

The author regards necessary as follows to group the basic difficulties and the reasons of their occurrence for marketing logistics of retail trade enterprise with multinomenclature range:

1. Long time of passage of the order for production delivery. Obzvon suppliers takes a significant part of time of the managers conducting a certain commodity category, that essentially reduces efficiency of their work. It means, that 1 manager can conduct only defined, not so a considerable quantity of the companies - suppliers (6-7 companies daily, i.e. no more than 35 companies). At assortimentnoj to a matrix of an order of 1500 names, it is possible only at work with the wholesale middleman who has in the price-list enough considerable quantity as assortimentnyh groups, and names of products in each assortimentnoj to group. Convenience such always is paid in addition, as consequence the retail commercial firm receives noncompetitive source (i.e. half-internal, at fixed marzhinalnoj to extra charge) the prices. Great volume of the price-list of the wholesale supplier also forces to spend additional time for production choice, and frequently the manager on purchases should make too fast the decision on a choice of that, or other supplier, not having it is enough time to evaluate adequately flowing predlozhenie'kompany-suppliers.

2. Fast obsolescence of the information on the rests in a warehouse (both at the company-supplier, and in a warehouse of retail trade enterprise). From the moment of transfer by the manager of the order in operational department of the company-supplier till the moment of the statement of a package of documents on delivery passes till 24 o'clock, that essentially affects production rests in a warehouse.

3. A seller's price of price-lists. mnogoassortimentnye price-lists take from 10 to 30 pages that creates certain complexities for the company - cost of the 20-page price-list with allowance for costs of amortisation of office equipment,
Consumables and a paper makes about 50 roubles (in the prices of 2004). At a considerable quantity of the price-lists acting from suppliers, the given sum takes an essential share in the sum of variable expenses.

4. High expenses for reception of delivered production. Retail

Commercial firms, as a rule, have some schemes of delivery of production in

Shop: on delivery production the supplier directly in the trading

Point (production with the limited retention period) - speed of reception of delivery

It is very high, that frequently leads to occurrence in shops

The substandard goods, besides for this moment there is a derivation • *

Support personnel which supplies preselling preparation and vkladku production in a trading hall; by delivery on the Central warehouse - from a warehouse shipment to shops of production with the long retention period is made, on delivery the new order there is a decrease in speed of shipment because of necessity to process simultaneously two cars; the third method - delivery by own transport cash, first, distract the risk of failure of delivery of the order of a shop because of possible engineering problems with motor transport, secondly, raises thus, thirdly, time of returning of cars with purchased production always vaguely, that creates additional complexities with rhythmical work of a warehouse complex.

5. Effect of decrease in sales. With growth of range of production the effect of relative decrease in sales in each commodity section in which there is a given expansion is observed. This effect is caused by following reasons: it is always difficult to buyer to be guided and make the choice in the big range, there is "degradation" of total amount of sales on all new range; for bolshej appeal of a shop it is necessary to create a matrix so-called “psychological range” on which basis the end user judges the general price level on production in the given shop. Production getting in “psychological range”, is the first and second item on a sales volume in each commodity section.

The complex decision of noted difficulties probably at use of system of the electronic order (SEZ). System SEZ principle consists in the following (the Appendix 17 see): in department of the order of retail trade enterprise the software allowing by means of the modem on a telephone line to place orders of production is established. All orders act on a uniform electronic server where there is a processing of the acted orders from shops, formation of the uniform order with their subsequent transfer on a server of the supplier for placing of the order for delivery. Besides there is a placing
Orders for production delivery it is direct from the Central warehouse d shops.

The author considers, that the basic advantages of use SEZ to the retail trade enterprises consist in the following: efficiency of placing of the orders, not dependent on the human factor (there is no necessity to keep in staff of the round-the-clock operator for a booking); availability of the time interval, allowing to analyse available offers of suppliers and to choose the most favourable; possibility of the analysis sent and orders booked, possibility of an estimation of commodity stability of range of suppliers and on the basis of the given estimation to make the decision on the further cooperation or replacement of the supplier; work with the manufacturer directly without intermediaries that allows to lower final cost of production and increases stability of commodity range and, as consequence, a sales volume; Order form transfer in electronic form on the Central warehouse allows to form the complete set of accompanying documents of a shop (waybills, invoices) in the computer system used by retail trade enterprise.

Orders acting in electronic form from retail trade system shops give the chance to import directly the nomenclature directly to a database that allows to reduce on the one hand number of necessary operators, on the other hand in the absence of production in a warehouse the missed possibilities of increase in a sales volume which are considered at placing of the following order at the supplier are fixed. Efficiency of reservation of production raises, to the beginning of work of a warehouse (in 6 mornings) necessary packages of documents for all retail network points are already generated, the operator only unpacks complete sets of documents, thus delivery lists for selection are unpacked by the first and while documents are made out, the first cars on delivery are already generated. As a result efficiency reached at the expense of a computerisation, efficiency and decrease in expenses at a stage of sales of production allows to stabilise volumes of realisation of production, that in turn gives the chance to optimise formation of warehouse stocks and, as consequence, to increase profit.

According to the conducted researches by the author the technical project is developed for algorithm of the program functioning in real time distributions SEZ. The Technical project is resulted in the Appendix 18. •

On the basis of the technical project employees IT of department had been developed the program which has been introduced in 2002 on the trade enterprise having
10 retail supermarkets, the central warehouse and own transport service.


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A source: Batsanina Irina Aleksandrovna. Improving the competitiveness of enterprises on the basis of improving the organization of distribution logistics. Thesis for the degree of candidate of economic sciences. Moscow - 2005. 2005

More on topic 3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness:

  1. 3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness
  2. 2. A substantiation of directions and methods of increase of competitiveness of retail trade enterprises on the basis of approaches to competitiveness as element of functioning of marketing logistics
  3. a substantiation of directions and methods of increase of competitiveness of retail trade enterprises on the basis of approaches to competitiveness as element of functioning of marketing logistics
  4. 1 Research of specificity of a modern condition and prospects of development of retail trade enterprises as element of functioning of marketing logistics
  5. Research of specificity of a state of the art and prospects of development of retail trade enterprises as element of functioning of marketing logistics
  6. 3 Formation of system of marketing logistics as element supplying increase of competitiveness of trade enterprise
  7. 3 Formation of system of marketing logistics as element supplying increase of competitiveness of trade enterprise
  8. the Appendix 6. Features of sphere of retail trade and their influence nja a competitiveness in branches and competitiveness of retail businesses.
  9. Research of existing methods of valuation of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises
  10. 2.2 Researches of existing evaluation procedures of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises
  11. 2.3 Management of competitiveness of retail trade enterprises
  12. Management of competitiveness of retail trade enterprises