The problem of determining the optimal size of spare parts for a car service enterprise by the criterion of maximum profit with a discrete distribution of demand is formulated in the form of a quadratic programming problem with linear constraints. To calculate the probabilistic measure of the distribution of the values ​​of the demand vector components, we used the approximation of the empirical distribution function of the demand components by hyper-Erlangian distribution functions, followed by the calculation of the corresponding distribution densities.

Introduction

In recent years, the concept of logistics has been developed and used as one of the important approaches to inventory management. Logistics is aimed at reducing costs, increasing reliability, reducing risks through the coordination and mutual systemic adjustment of plans and actions of the supply, production and sales links of the enterprise.

The transformations currently taking place in the transport industry of the republic are characterized by changes both in the size of the fleet of serviced rolling stock and in the management structure of motor transport enterprises (ATP). In contrast to the conditions of the planned economy, when the demand for transport services of the ATP exceeded the capabilities of transport service enterprises and it was possible to realize these opportunities regardless of the composition of the ATP used, with the transition to the buyer's market, this situation changed radically. The task of economically and successfully realizing the capabilities of car service enterprises in a competitive environment in the market of motor transport services is becoming one of the main ones. The necessary conditions for its solution are a quick reaction of enterprises to changing demands of needs, reducing the cost of producing transport services and improving their quality and reliability.

The most common applied logistics theory model is the Economic Order Quantity (EOQ) model for the replenishment period. An overview of the EOQ models and their bibliography is given in. The problem of uncertainty and the classification of types of uncertainty in supply chains are considered in the work.

In practice, situations are often encountered when data on the prehistory of the process of supplying spare parts are either insufficiently representative or inaccessible. Then, for inventory management, demand is modeled mainly on the basis of expert estimates, containing more subjectivity than randomness. In such cases, the inventory control problem is formulated as an optimization problem under conditions of fuzzy information. In some works (see, for example) one-period (single-period) problems of managing single-item and multi-item (single-item / multi-item) stocks are solved using the strategy of the minimum average and conditional risk or neutral risk.

In this paper, we use the neutral risk method for a one-period problem of managing multinomenclature stocks, in which demand is described by a discrete possibility distribution. To construct a discrete potential distribution, we use an approximation of the empirical distribution function of the actual demand in the previous period of replenishment of spare parts of a car service enterprise using a hyper-lang distribution function in the Levy metric. The accuracy of the hyper-Erlang approximation of arbitrary distributions in various metrics is estimated in the work.

1. Formulation of the optimization problem and its solution.

Let's formulate a one-period multi-item inventory management problem (single-period multi-item) for a car service enterprise, taking into account two types of costs:

1) Execution costs: value equal to the sum of the costs of purchasing the ordered product of the type, rubles;

2) Storage costs: the average number of units of a product that will have to be stored in the warehouse when ordering size (pieces) is (pieces).

The amount of costs for their storage should be proportional to the number of stored product units and storage time, where is the fuzzy value of the demand for the product. Then the expected value of storage costs will be equal to , where is the cost of storing a unit of product and

Here is the credibility measure defined in the work.

When determining the optimal order size according to the criterion of maximum profit, the expected value of profit is usually used as an objective function. In the case of the problem of managing a single-item stock, the objective function has the form

where is the purchase price of a product order unit, rubles.

The expected value of the fuzzy profit margin is denoted by. Using the properties of the operation, we get

Thus, for a one-period one-nomenclature problem, the optimization problem can be written in the form

The solution to problem (4) is

As an approximate (whole) solution to problem (4), we take

where is the integer part of the number.

At , where is the cost of completing one order, rubles; - the demand for the ordered product during a given period, pcs., Maximizing the expected value simultaneously leads to minimizing the total cost of fulfilling the ordered product.

For a multinomenclature problem, we will assume that there is no connection between any two standard types. Under this condition, the profit function will be written as

where are vectors from components.

With the criterion of neutral risk, the multinomenclature inventory control problem will be written in the form of an optimization problem

where condition means.

Suppose that the components of the vector are mutually independent fuzzy quantities in the sense of the definition, then their joint possible distribution is represented in the form

Then they are also mutually independent fuzzy quantities. Since the operator of the expected value is linearly independent, we have

Therefore, problem (7) will be equivalent to the following optimization problem

Solving equations

As an approximate solution to the problem, we take the vector

2. The case of discrete distributions of demand for multinomenclature products.

The paper considers one-period problems of managing multinomenclature stocks for both discrete and some continuous distributions of fuzzy quantities. We will consider only the case of discrete probability distributions of quantities., To which it is easy to reduce the discrete probability distribution. As will be shown in the next section, a piecewise constant distribution function, which in appearance coincides with an arbitrary empirical distribution function, can be approximated by a (continuous) hyper-Erlang distribution function (the sum of a finite number of Erlang distribution functions), from which one can directly obtain a discrete probability distribution for some discrete sequence of the considered random variable (in our case, demand), corresponding to a discrete sequence of observation times.

Let the demand in model (4) have the following possible distribution

where is an ordered series of discrete values ​​of a quantity taken with a possibility (or probabilistic) measure, and

As proved in, under these conditions the expected value will be

where the weights are determined by the formula

for anyone ; ...

The expected values ​​for a multi-item problem are determined in a similar way:

where , ; - ordered values ​​of demand, taken with an opportunity measure;

3. Hyper-Erlangian approximation of arbitrary distributions.

Let be a nonnegative random variable (abbreviated r.v.) with an arbitrary distribution function (abbreviated d.f.). Let's take an arbitrary number. Divide the semiaxis into half-intervals and choose a natural number such that

We select points and .

Let be . Let us set a piecewise constant d.f. according to the following rule:

Note that empirical distribution functions are constructed according to rule (18), with

For comparison, d.f. and use the Levy metric:

the meaning of the Levy metric is very transparent - this is the side of the maximum square inscribed between the graphs of d.f. and .

By the construction of the d.f. we have

where is a distribution degenerate at a point, i.e. .

We will approximate each of the degenerate distributions using the Erlang distribution. The Erlang distribution is defined as follows.

Let be a sequence of independent identically distributed random variables (abbreviated s.r.r.v.) having an exponential distribution with a unit mean:. Let us fix a number (for example,) and define for each a random variable

with distribution Erlanga order:

It is well known that with probability 1, or, which is the same,

where is a distribution degenerate at a point. Limit relation (25) is a consequence of equality (23) and the law of large numbers.

The distribution function is called hyper-Erlangian if she has an idea:

As proved in, for an arbitrary distribution of the form (18) and an approximating hyper-Erlang distribution (26) with coefficients from (22), the accuracy of the approximation estimation in the Lévy metric is described by the inequality

where is an arbitrary number; the number satisfies condition (17); and the quantities are given by the right-hand sides of the inequalities

Estimate (27) is universal in the sense that it is valid for arbitrary d.f. of the form (18).

Let the components of the vector are described by empirical probability distribution functions

Choose a natural number such that the number satisfies the condition

We split the half-interval into half-intervals of length:

Let us denote.

It's obvious that

. (33)

As a distribution function, we define a piecewise constant function

The distribution function will be approximated by the hyper-Erlang distribution

.

According to (27)

Let be a given estimation accuracy. Let us choose, satisfying, along with conditions (31), (32), the condition

Then one can choose such that

together with (38) providing the estimate

4. Calculation of the solution to the problem of managing multi-item stocks.

According to formula (10), to find a solution to problem (8), it is sufficient to calculate the quantities, where

Here are the demand values ​​sorted in descending order, taken with a probabilistic measure. Since the distribution function is differentiable with respect to. then the probabilistic measure of the demand values ​​is expressed by the formula

We denote,.

Approximate value for can be determined by the formula

However, since it is only an approximate value of a function with an accuracy, the classical problem of the approximate calculation of the derivative with respect to approximate ones (in the metric C of continuous functions) is ill-posed and can be solved using the regulating operator

Indeed, even if instead of the exact values ​​of the functions we have approximate values, where at.

In our case and the accuracy of estimate (40) implies the accuracy of the estimate for the approximation of the distribution function of the hyper-Erlang distribution function. Then

At, the first fraction in (44) tends to the derivative. If we take, where for, then for and, therefore, for we have

and therefore ... It is enough to take, then and at.

Conclusion

In a competitive market for road transport services, ensuring maximum profit is one of the main tasks of managing diversified stocks of auto service companies using the logistics concept. The approximation of the empirical distribution functions of the components of the demand vector allows one to calculate the corresponding distribution density of the values ​​of the components of the demand vector and reduce the problem of determining the optimal size of the stock to a quadratic problem of conditional optimization.

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Introduction ................................................. .................................................. .......... 3

1 Essence and main directions of use of financial planning ………………………………………………………………… .6

1.1. The essence of financial planning and its functions in enterprise management …………………………………………………… 6

1.2. Financial planning process …………………………… ..7

1.3. Financial planning tools. Short-term financial planning as a management tool ………………… ..10

1.3.1. Working capital components …………………… ..11

1.3.2 Approaches to enterprise inventory management ………… .14

1.3.3 Types of accounts receivable. Its level and factors determining it …………………………………………………………… .17

1.3.4 Methods of enterprise cash flow management ... 21

2. Short-term financial planning on the example of Mitsubishi AutoTechCentre LLC ………………………………………………………………………………………………………………………… 25

2.1. Characteristics and analysis of the financial condition of the enterprise ... 25

2.2. Cash budget. Content and stages of compilation ... .31

2.3. Analysis of the efficiency of using working capital ... ... ... 37

Conclusion ………………………………………………………………… .39

List of used literature ………………………………………… ... 41

Introduction

The firm always has a need to determine the need for capital and identify a prospective assessment of its condition. For this, financial management is carried out, the purpose of which is the optimal use of the available financial resources of the company. Financial planning is part of financial management. Financial planning is the process of developing a system of financial plans and planned (normative) indicators to ensure the development of the company with the necessary financial resources and increase the efficiency of its financial activities in the coming period. Any company needs to maximize the welfare of its owners, which is expressed by indicators of high profitability while ensuring financial sustainability of development. Accordingly, financial planning aims to achieve a strong and stable state of the company while meeting the full need for financial resources to strengthen its market position. This goal reflects the duality of financial planning tasks: on the one hand, the stability of the financial condition of the company is required in the near future, and on the other hand, the improvement of financial performance in the long term. But the future improvement of financial indicators, as a consequence of the attractiveness of the business, largely depends on such components as: growth in profitability, normal asset turnover, reduction of debtors by avoiding late payments, short-term instruments of the financial market. The strength of the financial position of the company in the near future should be considered a guarantee of the strength of the business in the long term. Therefore, a significant problem of financial planning is the search for the optimum in the use of limited financial resources for the present and the future. Since financial indicators are a consequence of the commercial, production and other activities of the company, then financial planning is carried out after the development of other plans. Moreover, financial indicators cannot be planned in isolation from other performance indicators. Their justification completes the planning process in the firm, reflecting the results of all other plans. The indicators of financial plans are developed taking into account the risk of non-payments, surges in inflation and other force majeure circumstances. Plans "are developed in accordance with the objectives of the firm's mission strategy and are subject to adjustments if necessary. Financial planning determines the firm's ability to finance its activities."

Planning the organization's activities has two closely related and interdependent aspects: general economic - from the point of view of the theory of the firm and managerial - as a function of management, which consists in the ability to predict the activities of the company and use this forecast for the purpose of its development. (V.V. Kovalev, 2002)

An important component of the financial management system is the mechanism for managing current assets. The fact is that the development of a perfect mechanism for managing the circulating assets of organizations and its effective application in practice is extremely actual problem now.

Based on the above, the purpose of this work came to analyze the processes of managing current assets on the example of a particular company.

In connection with this goal, it is necessary to solve the following tasks:

· To reveal the essence and basic methods of financial planning;

· To analyze the financial condition of the company;

· Identify the need for additional sources of funding;

· Choose sources of funding;

· To analyze the effectiveness of the use of working capital;

Improve the financial planning system by drawing up a predictable financial plan

The subject of the research is the process of short-term financial planning at Mitsubishi AutoTehCentre LLC.

Chapter 1 The essence and main directions of use of financial planning.

1.1. The essence of financial planning and its functions in enterprise management

The most important element of entrepreneurial activity is planning, including financial planning. Effective financial management of an enterprise is possible only when planning all financial flows, processes and relations of the enterprise.

In a market economy, planning at an entrepreneurial enterprise is intra-industrial, i.e. does not carry directive elements. The main goal of in-house financial planning is to provide optimal opportunities for successful economic activity, obtain the necessary funds for this and, ultimately, achieve the profitability of the enterprise. Planning is connected, on the one hand, with the prevention of erroneous actions in the field of finance, on the other, with the reduction of the number of unused opportunities. Thus, financial planning is the process of developing a system of financial plans and planned (normative) indicators to ensure the development of an entrepreneurial enterprise with the necessary financial resources and increase the efficiency of its financial activities in the future.

The main tasks of financial planning of the enterprise are:

Provision of the necessary financial resources for production, investment and financial activities;

Determination of ways of efficient capital investment, assessment of the degree of its rational use;

Identification of on-farm reserves for increasing profits due to the economical use of funds;

Establishing rational financial relations with the budget, banks and counterparties;

Respect for the interests of shareholders and other investors; control over the financial condition, solvency and creditworthiness of the enterprise.

The importance of financial planning for an enterprise is that it:

It embodies the developed strategic goals in the form of specific financial indicators;

Provides the ability to determine the viability of financial projects;

Serves as a tool for obtaining external funding.

1.2. Financial planning process

Based on the goals facing financial planning in the enterprise, it can be noted that this is a complex process that includes several stages (see Fig. 1).

The main stages of financial planning in the enterprise

At the first stage, the financial indicators of the enterprise for the previous period are analyzed on the basis of the most important financial documents - the balance sheet, profit and loss statement, cash flow statement. The main attention is paid to such indicators as the volume of sales, costs, the amount of profit received. The performed analysis makes it possible to assess the financial results of the enterprise and determine the problems facing it.

The second stage is the development of a financial strategy and financial policy in the main areas of the company's financial activities. At this stage, the main forecast documents are drawn up, which relate to long-term financial plans and are included in the structure of the business plan if it is developed at the enterprise.

In the process of implementing the third stage, the main indicators of forecast financial documents are specified and specified by drawing up current financial plans.

At the fourth stage, the indicators of financial plans are matched with production, commercial, investment, construction and other plans and programs developed by the entrepreneurial enterprise.

The fifth stage is the implementation of operational financial planning through the development of operational financial plans.

Planning provides for the implementation of the current production, commercial and financial activities of the enterprise, affecting the final financial results of its activities as a whole.

The process of financial planning at the enterprise ends with the analysis and control over the implementation of financial plans. This stage consists in determining the actual final financial results of the enterprise, comparing it with the planned indicators, identifying the reasons for deviations from the planned indicators, in developing measures to eliminate negative phenomena.

Financial planning at an enterprise includes three main subsystems:

Advanced financial planning;

Ongoing financial planning;

Operational financial planning.

Each of these subsystems has certain forms of developed financial plans and clear boundaries of the period for which these plans are developed (see table 1).

Table 1 - Subsystem of financial planning

All subsystems of financial planning are interconnected and carried out in a certain sequence. The initial stage of planning is forecasting the main directions of the financial activity of the enterprise, carried out in the process of long-term planning. At this stage, the tasks and parameters of the current financial planning are determined. In turn, the basis for the development of operational financial plans is formed precisely at the stage of current financial planning.

1.3. Financial planning tools. Short-term financial planning as a management tool.

Financial planning in financial solutions starts with cash. Cash is only one, but the most important object of short-term financial planning, the planning area also covers such components of working capital as expected receipts (receivables), marketable securities and payables.

1.3.1. Working capital components

Current assets and current liabilities are collectively referred to as working capital. Current assets outnumber short-term liabilities. Thus, the amount of net working capital has a positive value (current assets minus current liabilities). (Kolas B., 2004)

Working capital items are part of a continuous flow of business transactions. A purchase leads to an increase in inventories and accounts payable, production leads to an increase in finished goods, sales leads to an increase in accounts receivable and cash on hand and in accounts. This cycle of operations is repeated many times and ultimately comes down to cash receipts and payments. The period during which the turnover of funds is made is the duration of the production and commercial cycle.

The structure of working capital is determined by the ratio of individual elements and reflects the specifics of the operating cycle, and also shows which part of working assets is financed from own funds and long-term loans, and which - from short-term sources. The division of working capital into own and borrowed indicates the sources of origin and forms of providing the enterprise with working capital for permanent or temporary use.

Carrying out current economic activities, the company purchases raw materials and materials, pays for transport and other services, bears the cost of storing inventories, provides deferred payments to customers. Therefore, there is a constant need for liquid funds, i.e. in own circulating assets, own circulating assets are determined by the difference between current assets and short-term liabilities, that is, it is free cash that is constantly in the circulation of the corporation. Own working capital is often referred to as net working capital or net working capital, as well as financial and operational needs. Their minimum value should be at least 10% of the total volume of current assets so that the company does not lose its solvency.

Working capital management comes down to solving 2 problems:

Determination of the optimal size and structure of working capital,

· Finding the sources of formation and coverage and the relationship between them (structure), sufficient to ensure a long-term production program and effective operation of the enterprise.

This attitude is strategic in nature. In daily activities, the task of ensuring the liquidity of the enterprise is being solved, that is, the ability to fulfill its payment obligations on time, to timely extinguish short-term accounts payable. The practice of solving these issues is determined by the company's strategy in the formation and financing of working capital.

There are 3 strategies for the formation of working capital:

Cautious. It assumes a high level of cash at the enterprise, inventory. At the same time, the volume of sales is stimulated by the policy of active provision of loans to customers, which leads to a high level of receivables. This approach guarantees minimization of risks regarding the provision of the enterprise with working capital, but it will certainly affect the efficiency of their use, since this strategy creates inactive assets, increases costs, and therefore reduces the turnover and profit of the enterprise.

Restrictive. It assumes that cash, securities, goods and materials and accounts receivable are minimized. In the absence of disruptions in production and in conditions when the volume of sales, all costs, the period for the implementation of the order, the timing of payments are precisely known - any enterprise would prefer this procedure for the formation of working capital, since it provides the most efficient level of use of working capital. However, the situation changes dramatically in conditions of uncertainty, since any failure in the implementation of the enterprise's activities will lead to significant losses.

Moderate. It is optimal in terms of the ratio of income and risk. It is characterized by the fact that it provides the most complete satisfaction of current needs in all types of current assets and the creation of normal insurance stocks in case of only the most typical failures in the course of the enterprise. In this sense, it is the opposite of a cautious strategy. A moderate strategy provides an average ratio for real economic conditions between the level of risk and the level of effective use of working capital. (V.M. Popova, S.I. Lyapunova, 2006)

The formation of working capital takes place within the framework of the "risk - profitability" dilemma. Methods of formation / financing of working capital correspond to each strategy. The solution to this issue is determined by the choice of a strategy for financing working capital, that is, determining the principles of financing a constant and variable part of working capital. (Stoyanova E.S., Bykova E.V., Blank I.A., 1998)

One of the important components of current assets is accounts receivable.

Another important component of current assets is inventory. Inventories can consist of raw materials, materials and components, work in progress, as well as finished products that are awaiting shipment and delivery to the consumer. Companies invest in inventories. Inventory maintenance costs are not only comprised of storage costs and the price of risk associated with product deterioration or obsolescence, but also the opportunity cost of raising capital, i.e. the rate of return that would be provided by an investment in stocks in an alternative application.

Enterprise inventory management approaches

For most enterprises, inventories are the most important assets. Inventories represent either goods purchased for subsequent sale, or inventories of goods and materials used to produce new products or other goods. Structure of inventories of goods and materials: production (raw materials and materials in the warehouse, work in progress), stocks of finished goods. (S. Ross, 2000)

Inventory management implies: ensuring the total size of the required inventory, ensuring the optimal structure of stocks, minimizing the costs of their maintenance and ensuring effective control over stocks.

The inventory management process consists of the following stages:

1. Analysis of inventories in the previous period;

2. Determination of the objectives of the formation of reserves;

3. Optimization of the total amount of reserves and their individual groups;

4. Building an effective inventory control system.

The first stage involves the analysis of inventory turnover and their sufficiency (insufficiency) to ensure the continuity of the production process.

At the second stage, all stocks must be grouped appropriately with the aim of: ensuring production activities, ensuring a continuous process of selling finished goods or stocks for resale, accumulating seasonal stocks.

In the context of each type, groups are distinguished:

stocks of current storage - a constantly updated part of stocks,

evenly consumed in the process of production or sale of products.

The third stage, inventory management of current storage - is to minimize the costs associated with current inventory. The creation of stocks is caused by two circumstances: for small consignments of goods you have to pay high prices, there is a risk of stoppage in the production process in case of violation of the delivery time of raw materials and materials in accordance with the concluded contracts.

Very often, the size of the inventory is greater than the requirement for each current day. Therefore, it is necessary to find the optimal stock size in terms of risk and profitability of the enterprise. To do this, you must identify all costs to maintain inventory. Inventory maintenance costs consist of the following types:

§ Costs for the purchase of goods and materials, based on the annual production needs of the enterprise (production program). Information is required on the number of goods and materials and their price.

§ Placing or placing orders (related to the organization of the receipt of goods and materials at the enterprise: contracts, staff maintenance, delivery, delivery control).

§ Expenses for storage of stocks (acceptance, storage, write-off of damaged, stolen goods and materials, insurance).

To minimize the cost of maintaining the current inventory at the proper level, an approach based on the concept of an optimal batch of an order (delivery) is used. The more orders a business places, the more it spends on ordering. But, the fewer orders the company issues, the larger the order, which leads to an increase in the current costs of storing stock. And all this at the same level of production and consumption of inventories.

At the fourth stage, the task is to build an effective control system for the movement of stocks - the timely identification of surplus goods and materials or stocks. The "ABC system" has become widespread: the division of the entire aggregate of inventories into 3 categories, based on their cost, volume, frequency of consumption in the production process and negative consequences on the final results of the enterprise. (V.M. Popova, S.I. Lyapunova, S.G. Mlodik, 2006)

Group "A": a limited number of the most valuable types of reserves that require constant and careful accounting and control, possibly on a daily basis. They must calculate the optimal order size. This may include 3-4 types of goods, the cost of which falls to 60% of the cost of goods and materials.

Group "B": made up of those types of goods and materials that are less important for the enterprise and which are assessed and checked during the monthly inventory. It is recommended to use the calculation of the optimal order size for it. This includes up to 6 items that make up 30% of the total amount of goods and materials consumed.

Group "C": a wide range of the remaining low-value types of goods and materials, usually purchased in large quantities. They account for 10% of the total cost, the number of items is not limited.

Thus, the most important from the point of view of control are groups "A" and "B", and they should be given special attention. The ABC proportion is considered optimal: 75% - 20% - 5%.

Similar information.

Inventories, like any other resource in the enterprise, require competent management. The job of a professional inventory management system is to provide you with accurate enough information to ensure that there is always an optimal inventory that is kept in the right conditions and in the right place. this means that storage costs are kept to a minimum.

What is the essence of inventory management?

The approach to inventory management presupposes the need for a preliminary solution of a number of problems of great practical importance. These include:

• 1) establishment of the required level of detail of reserves;
• 2) classification of reserves;
• 3) solutions to maintain the required accuracy of accounting and assessment of reserves;
• 4) determining the frequency of inventory.

What is the significance of the level of detail of the inventory?

Often the number of items of resources passing through the warehouse is so large that it makes no sense to control the stocks of each item separately: this is too time-consuming and expensive task. Therefore, stocks of different resources are combined into groups according to one or another characteristic. However, the less detail you take into account of your stocks, the less the accuracy of the control. You need to select the optimal level of inventory detail that minimizes storage costs and losses.

If it is impossible to perform satisfactory detailing, the number of inventory items is still too large and does not provide convenient and cost-effective control, then try another way to simplify your work. It is a classification of reserves with the aim of identifying the most and least important items for control. This classification usually uses a method called ABC analysis.

What is ABC Analysis?

The first step in the ABC analysis is that for each inventory item, you need to determine the "Cost of Annual Requirement" (ANC). It is calculated by multiplying the size of the annual consumption of stocks of a given item by the unit value of this type of stock.

Then you have to rank all positions according to their GPS. The position with the highest GPS is recorded first, the position with the second highest GPS is recorded second, and so on. This method of interpreting data is known as Pareto analysis. Let's call the positions with the highest GCS group "A", with the lowest GCS - group "B" and with the lowest GCS - group "C". The stock of group "A" is only 5-10% of the total number of items, but it gives 70-80% of the total SGP. Group "B" stock is the stock that accounts for the average annual storage volume. These items can make up about 20% of their total number and 15-20% of the total storage volume. Group "C" stocks account for approximately 5% of the annual storage volume, but 70-80% of items of their total.

The Pareto principle expresses the so-called 80:20 rule (see the module "Time Management"). For inventories, this rule states that in most firms 80% of the total GCS is represented by only 20% of the inventory units. The key to effective inventory control is focusing on 20% of your inventory, which represents 80% of your GCS. These are the reserves of the "A" group.

The policy based on the results of the ABC analysis is as follows:

• · Forecasting the demand for resources of group "A" should be carried out more carefully than other groups;
• · Purchase of resources of group "A" from more reliable suppliers than group "C";
• · Resources of group "A", as opposed to groups "B" and "C", should be subjected to more careful control during storage and, if possible, placed in the most reliable places;
• · The accuracy of accounting for items of group "A" should be higher and should be subject to more frequent checks.

ABC analysis provides more thorough forecasting, physical control, reliability of supply and maximum reliability of accounting and safety of the most significant (critical for the organization) resources.

How to organize an inventory accounting system?

For effective inventory accounting, you need to receive the following information:

• · Details of the movement of stocks - receipt, expense and balance;
• · Records of orders not completed by suppliers and similar records of incomplete deliveries to customers;
• · The location of each stock item;
• · Terms of storage of the given stock;
• · Delivery details, including delivery times and stock sizes.

Based on this information, you should maintain two types of inventory records:

• · Current records - show the movement of each stock item. All "A" stocks generally require current records. However, in manufacturing, virtually all types of inventory are treated in this way;
• · Periodic records - maintained periodically, daily, weekly, or even monthly to show cumulative changes in each stock item. Such records are applicable for stocks in groups "B" and "C".

There are 2 systems for keeping records of stocks: manual and computerized.

What is a Manual Inventory Recording System?

The heart of any manual system is a series of inventory cards that contain the information your business needs. These cards are stored vertically in drawers. Only after looking at them all, you can find the card you need and read what is written on it.

Stock cards should be numbered and filed according to their numbers.

These cards can be used in two ways:

• · A card is maintained for each stock item, and all stock movements are recorded on it; when the card is completely filled, it is replaced with a new one, on which the balance from the old card is recorded;
• · A separate card is created for each stock unit. When this unit is sold, the card is removed. This applies to valuable stock items.

The first system applies to both current and periodic inventory recording. The second system applies only to current records.

If you have 200-300 cards, then it takes a lot of time to find the one you need. There are two ways to speed up the search for cards - use cards - pointers and color marks:

• · Index cards are cards that contain information about other cards. The primary and / or secondary division of the cards is recorded on them. For example, the primary division could be an individual stock location. The secondary division can be the group to which the given stock belongs. There can be many or few such cards - at will, as long as they help you quickly find the required stock card.
• · Colored notes - there are color codes that are applied to the top of the card. Multiple colors can be used to distinguish between different groups of stocks or their locations.

What is a computerized inventory record keeping system?

With the accelerating progress of computer systems, many small and medium-sized firms have begun using computers to solve a full range of tasks, including inventory management.

Computerized inventory control has many benefits:

• · Fast reporting;
• · Reduction of labor costs and, consequently, cost;
• · The ability to create "sample reports" that show only areas where immediate action is required (for example, a list of required orders);
• · The ability to make a large number of reports based on the same data;
• · Confidence that all reports are mathematically correct;
• · The ability to use the error correction mode, which prevents the entry of incorrect numbers (for example, most programs will not accept codes for non-existent stocks).

With this system, instead of stock cards, you use the display and keyboard to view and enter data, and reports will be printed periodically to printers.

What information do stock cards contain?

Regardless of the inventory system you use, cards must contain the following information:

• · Dates of all stock movements - needed to identify slow moving stocks, the date of the last sale and the date of the last purchase of the order, etc.
• · Reference codes - for purchase orders, for numbering to an account, for a production order, and for warehouse requests.
• · Quantity Ordered — Confirms that inventory has been ordered and marks the date of the order.
• · Backlog - Provides a cumulative record of backorders for both financial documents and expedited delivery.
• · Receipt — a record of all inventory receipts.
• · Expense - a record of the expenditure of inventory. It can also be used to write off inventory, i.e. when there is a difference between the inventory records and their actual quantities.
• · Remaining - the current balance of stocks according to the records.
• · Physical stock - the remainder of the stock according to the periodic physical inventory. All stocks should be recalculated at least annually, but with good control, stocks should be checked regularly (weekly or monthly), especially Group A stocks.
• · Consumption record - shows all purchases for 12 months. This is useful for predicting buy / sell and other statistical analyzes.
• · Order quantity - shows the usual order quantity. When stock runs out, this quantity will be ordered again.
• · Suppliers - Names and phone numbers of three suppliers to speed up order placement.
• · Selling price - the last selling price. Used when checking inventory marking and revaluation.
• · Purchase price - shows the last purchase price. Used when checking gross profit and inventory value at the end of the period.
• · Location — Shows where the stock is located for easier location.

What are the main methods for estimating reserves?

There are two main methods for evaluating stocks (raw materials and supplies) in monetary terms:

• · FIFO method (FIFO - first-in-first-out - "first in the first place"). Assumes old stocks are used before new ones, and is suitable for cases where stocks are split, they can be easily distinguished, and then the oldest stock is used first. This method is used when quality control becomes critical and batches of starting material must be used before the expiration date.
• · LIFO method (LIFO - last-in-first-out - "last in the first place"). It assumes that new stocks are used earlier than old ones, and is used in cases where the delivery of new stocks prevents the use of old ones (for example, liquid in large containers) or when you need to write off a large amount to the cost price (when the price of the supplied resources increases over time). However, this method is not widely used.

The average price method is often used. This assumes that the inventory is valued at the average price of all supplies.

It should be noted that these methods help to estimate stocks, but do not reflect their real movement.

Why is inventory taking?

Even if you make significant efforts to accurately record the movement of stocks, the correctness of the records must be verified periodically by an inventory.

Historically, many organizations conduct an inventory of their physical inventory once a year. During the inventory procedure, the number of resource units of each item is counted, the results are compared with the current accounting data, which are confirmed or not, and the identified inaccuracies are documented. The reasons for the identified deviations are then analyzed, and the corresponding adjustment is entered into the accounting data. To carry out such work, a lot of highly qualified personnel and the necessary equipment are involved, which during this period cannot be used for their intended purpose.

More expedient is another organization of inventories, based on the classification of reserves obtained as a result of ABC analysis. According to this approach:

• · Resources assigned to group "A" are checked most often, for example, once a month;
• · Resources of group "B" are subject to inventory less often, for example, once a quarter;

Group C resources can be checked every 6-12 months.

This inventory provides the following benefits:

• · Protects against interruptions in meeting the production demand for resources;
• · Removes the need for a one-time annual inventory adjustment;
• · Enables personnel to accurately estimate stocks;
• · Identifies the causes of errors and determines measures to eliminate them;
• · Makes the regular and constant work of the special personnel engaged in the inventory.

6. Development of a program that implements the model's algorithm on a computer.

Control questions and tasks for chapter 2

Control implementation

Open loop control systems

External and internal disturbances

Analysis of the properties of an open-loop control system

3.2. Closed loop control systems

Transfer ratios and transfer functions of a closed-loop control system

Analysis of the properties of a closed-loop control system

Conclusions:

Types of feedbacks and their areas of application Feedbacks can be:

The block diagram and processes in the negative feedback system are shown in Figure 3.6.

3.3. Classification of control systems and types of control tasks Classification of control systems

Types of management tasks

Homeostasis concept

3.4. The law of necessary diversity and its consequences for control systems Entropy of systems and the law of necessary diversity

Properties of control systems based on the law of required diversity

3.5. Management of complex systems Hierarchical control systems

Centralized and decentralized management of complex systems

Analysis of decentralized control systems

Control questions and tasks for chapter 3 "Management"

Chapter 4. Information

4.1. The main categories of information and its classification Definition of the concept of information

The main categories of information are data and knowledge

Basic properties of information

Types of information

Basic requirements for the quality of information

Information classification

4.2. Economic information and economic semiotics Economic information

Economic semiotics

The main elements of the information transmission system

4.3. Measuring the amount of information Basic approaches to measuring the amount of information

Volumetric method of measuring the amount of information

An entropic approach to measuring the amount of information

Question 2: Is the number x greater than six?

Question 3: Is the number x less than six?

The amount of information received from a single message

Semantic Approach to Determining the Amount of Information

4.4. The value of information Determining the value of information

Human and information

Household - distortion of information in reports, in reports to bosses, in relations between men and women, etc.

4.5. Information coding Coding

Cryptography

Decimal coding of information

Binary coding information

Redundancy of information

Control questions and tasks for chapter 4 "Information"

Chapter 5. Modeling economic systems

5.1. Systemic properties of the economy Basic systemic properties of the economy

Market economy structures and models

5.2. Modeling and Decision Making Decision Making

Decision-making methods

Quantitative methods make it possible to establish how much one result is better than another.

5.3. Quality criteria and decision criteria

Requirements for quality criteria

Classification and forms of quality criteria Classification of quality criteria

Mathematical forms of quality criteria

Statistical tasks

5.4. Examples of mathematical models of economic systems

Model for assessing the economic efficiency of the queuing system

Part 1: Model for characterization see Ref.

Part 2: Model for determining economic efficiency see.

Models of dynamic systems Model of a dynamic link of the first order

Second order dynamic link model

Economic growth model

Financial Transaction Models First Model

Second model

Third model

Fourth model

Fifth model

Sixth model

Control questions and tasks for chapter 5 "Modeling economic systems"

Section II

Optimization tasks

Queuing systems optimization

Optimization of inventory management systems

6.2. Optimal allocation of resources between several stages and between several objects Sequential (multi-stage) optimization using the dynamic programming method

Bellman's optimality equation has the form

Route optimization

Optimal distribution of resources among several objects

Equating derivatives to zero

Control questions and tasks for chapter 6 "Optimization of economic systems"

Chapter 7. Best solutions in conditions of uncertainty and multi-criteria

7.1. The best solutions in conditions of partial and complete uncertainty Games with "nature"

Best Solutions Under Partial Uncertainty

The best solution in the face of complete uncertainty

Payoff matrix

7.2. The best solutions in a multi-criteria environment

Control questions and tasks for chapter 7 "The best solutions in conditions of uncertainty and multi-criteria"

Section III artificial intelligence

Chapter 8. Artificial Intelligence Systems

8.1. The main provisions for the construction of artificial intelligence systems

Dependence of the type of control system on the complexity of the control object and the influence of random factors

History of ai systems

Types of uncertainties

8.2. Fuzzy systems

Fuzzy systems in control

Control questions and tasks for chapter 8 "Artificial Intelligence Systems"

Chapter 9. Neural networks, expert systems and genetic algorithms

9.1. Neural networks Principles of construction and basic properties of neural networks

Representation of knowledge in neural networks

Application of neural networks in economics

An example of solving a forecasting problem

9.2. Expert systems Principles of construction and functioning of expert systems

An example of the application of expert systems in economics and finance - an expert system for credit operations

Representation of knowledge in expert systems

9.3. Genetic algorithms

Control questions and tasks for chapter 9 "Neural networks, expert systems and genetic algorithms"

Section IV

Block diagram of a simple cm. Basic notation. Characteristics of the most important parameters Block diagram of a simple

Basic notation

Characteristics of the most important parameters

Research objectives see

Methodology for developing analytical models smo

Model designations see

10.3. Streams of events The nature of quantities and processes in the CM

Cmo with deterministic streams

Random streams of events

10.4. Markov stochastic processes State graphs see

Markov processes

Stationary mode of a dynamic process

Distribution laws governing the description and formation of the simplest flow

Poisson's law

Initial data

Algorithm for solving the problem

Solution

Exponential (exponential) distribution law

The law of uniform density

10.5. Kolmogorov equations Kolmogorov differential and algebraic equations

General formulas for solving the Kolmogorov system of algebraic equations for the "birth and death" scheme

10.6. Erlang Model Single Channel SMO with Rejection

Multichannel SMO with rejections

10.7. Simulation modeling of queuing systems Method of statistical tests (Monte Carlo method)

SMO study using statistical test method

Methodology and example of the formation of the simplest stream

Control questions and tasks for chapter 10 "Models and research methods of queuing systems"

Chapter 11. Analysis and synthesis of the queuing system

Determination of the probabilities of failure and service Basic formulas for smo Erlang

An example of calculations using Erlang's formulas

Plotting the probability of failure and service based on calculated data

Plotting the probabilities of failure and service based on tabular data

Failure Probability Plots

Service Probability Plots

Determination of quality indicators of SMO with failures

Application service quality indicators

Application service quality indicators

Example of calculating SMO characteristics with expectation

Design parameters:

Performance indicators

Application service quality indicators

Computer programs and tables of probability of failure for SMOs with limited waiting time

Comparison of SMOs with rejections and SMOs with waiting

11.3. Methodology for assessing economic efficiency SMO Statement of the problem of assessing economic efficiency

Equations of the block for assessing economic efficiency

The equations of the complete model for assessing the economic efficiency see

Smo model

Economic efficiency assessment unit

Option number 2 cafe "dessert"

Determination of indicators of economic efficiency see at the time of payback Calculation results

Drawing up a final table of calculation results to assess the economic efficiency see

Comparison of SMO options by main economic characteristics

11.5. Synthesis of a queuing system and making a decision on investment Compilation of a table of calculation results to assess economic efficiency see

Ranking options and conclusions

Determination of the relationship of the parameters with the economic parameters of the system

Control questions and tasks for chapter 11 "Analysis and synthesis of the queuing system"

Appendices p. 1. The program of the course "Economic Cybernetics"

Section IV. Information

Section V. Modeling

Section VI. Queuing systems (smo)

Section VII. Optimization and decision making

Section VII. Artificial intelligence

A.2. Assignment for the preparation of the essay "Closed control systems"

A.3. Assignment for the preparation of the essay "Queuing systems"

Part 1. Definition of characteristics see.

Service probability

Part 2. Evaluation of economic efficiency see.

Calculation results

Ranking, analysis of options and conclusions

A.4. Uniformly distributed random numbers

P 5. Probabilities of failure for smo Erlang

P 6. Computer programs for smo Erlang p 6.1. Pascal programs

A.6.3. Visual Basic program for calculating economic efficiency see

P 7. Probabilities of failure for SMOs with limited waiting time

P 8. Computer program for SMO with limited waiting time

Literature

Optimization of inventory management systems

Determination of the optimal size of stocks of raw materials, foodstuffs, medicines, energy resources, parts for assembling machines, etc. etc. is one of the most important tasks in business planning.

The state has a system of strategic resources. A thermal power plant has a supply of coal, a hydroelectric power plant has a supply of water resources, a nuclear power plant has a supply of nuclear fuel, a trading company has a supply of goods, a store has a supply of food, and a person tries to have a supply of food and medicine.

Obviously, if the stock runs out, but there is demand, then the company incurs losses due to the absence (shortage) of goods.

Depletion of reserves at power plants is generally unacceptable. On the other hand, an increase in stocks leads to an increase in the payment for their storage, to the freezing of funds.

Therefore, the problem arises of determining the size of the stock, which would be optimal in the sense of minimizing the total costs.

Inventory management tasks are very diverse. They can be classified as follows:

demand - deterministic or random;

replenishment of stocks - instant, continuous, delayed, random;

stocks - of the same goods, long-lasting goods, perishable goods;

supply system - with one warehouse (single-stage), with several warehouses (multi-stage), with a central warehouse, etc.

Costs (costs) in inventory management are:

delivery costs (order costs);

the cost of goods;

storage costs (inventory maintenance costs);

costs of fines;

expenses for unplanned purchase of goods;

expenses (losses) associated with the sale of surplus goods, etc.

The cost of purchasing a unit of goods can be constant, regardless of the lot size, or decrease with an increase in the order volume, if discounts are taken into account.

Storage costs can be a linear or non-linear function (convex or concave) of the average inventory level.

In the general case, inventory control problems are reduced to nonlinear programming problems, for the solution of which various particular methods are used.

A number of simplified mathematical models for inventory management are discussed below. The models are described by algebraic equations and allow obtaining analytical dependences for optimal solutions. Despite the simplification, models of this type are widely used in practice.

For a more detailed and complete study, simulation models are used - deterministic or stochastic. In the latter case, a statistical test method is used to obtain a solution.

Model 1. The basic model of inventory management.

This model is called the "economic order size" or optimal lot size model. In English, the model is EOQ (EconomicOrderQuantity).

The basic model meets the following conditions:

demand - deterministic, constant, continuous;

supply system - with one warehouse, with one product, without changing the properties of the stored product over time;

replenishment strategy - periodic, delivery period is not fixed;

replenishment - a batch is delivered without delay as soon as the inventory level reaches zero;

there are three types of costs:

The cost of purchasing a product (cost of a product) is characterized by the fact that the cost of a unit of a product is constant.

Delivery costs i.e. associated with the registration and delivery of goods - a constant.

Storage cost is a linear function of the average inventory level.

Let us introduce the notation:

y is the size of the stock;

Y is the maximum stock size;

Y * - optimal stock size;

T - time period;

C - total costs;

c - the cost of a unit of goods;

 is the intensity of supplies;

 is the intensity of demand;

s– costs of storing a unit of goods (costs of maintaining a unit of stock);

g - delivery costs;

p - penalties per unit of production per unit of time.

The situation is graphically presented in Figure 6.5.

Rice. 6.5. Stock change graph

Equation of costs (costs):

C t = C t1 + C t2 + C t3,

where С т1 - fixed (organizational) costs;

С т2 - the cost of the goods;

С т3 - storage costs.

Storage costs are considered to be proportional to the average stock level, so

С т3 = sT .

Taking into account the ratio Y = μТ, we have that the cost of the goods

С т2 = cY = cμT.

The amount of organizational costs С т1 = g.

Costs per unit of time are determined by dividing by the value T

C = C 1 + C 2 + C 3 =
.

Substituting T = , we obtain the equation of total costs in the form

.

In this equation, two components depend on the size of the batch Y.

Storage costs

- grow linearly with a change in the size of the batch Y.

Organizational costs

- changes in inverse proportion to the size of the batch Y.

Cost of goods

- does not depend on Y.

Find the value Y = Y *, at which C = min.

The optimality condition has the form

.

Solving the equation for Y, we find

Thus, the value of the optimal batch size

;

Substituting the value Y * into the formula
, we get

.

Formulas for Y *, T *, C * are called Wilson's (Wilson's) formulas. The formulas were first obtained in 1915.

Graphically, the change in the individual components of the quantity C depending on y is shown in Fig. 6.6.

Rice. 6.6. Graphs of changes in cost components

Remarks on the optimal batch size formula.

The optimal stock level Y * is proportional to the square root of the demand. If the demand increases by 4 times, then the optimal volume of the order increases by 2 times.

The Y * value is proportional to the ratio of overhead to storage costs.

Example 1.

Demand intensity  = 2000 units / month, monetary indicators in conventional units g = 20; c = 1; s = 0.1;

Determine the optimal batch size:

According to Wilson's formulas, we have the optimal batch size:

units goods in the batch.

Cycle time in days

Number of deliveries per month:

Total costs:

Example 2.

The firm purchases products at a price of c = 40 USD. per piece, annual requirement  = 6400 units / year. It is believed that maintenance costs include 16% of its cost.

Also, taxes, insurance, etc. for each product is 1.6 USD. Costs for ordering - 100 USD

That. we have:

Unit maintenance costs stock s = 1.6 + 0.1640 = 8;

Costs per order g = 100;

Demand (annual demand)  = 6400 units / year.

Optimal batch size:

The number of orders n * = 6400/400 = 16.

There are approximately t n = 50 weeks in a year. Then the delivery period

where t n is the number of weeks in a year.

Total inventory value (excluding product value)

units

Model 2. Model with the renewal of the stock before its depletion.

In the basic model, it is assumed that the stock is renewed at the moment when the stock level is zero. A more realistic situation is when the stock is renewed for a certain time before its exhaustion, corresponding to the minimum acceptable level of stock.

The replenishment point is calculated as follows:

Y min =
,

where Y min is the minimum stock level;

t n is the number of weeks in a year.

t standby - waiting time, i.e. the time remaining until the stock is completely depleted;

- average consumption per unit of time.

Let's perform the calculation using the previous example:

In this example, the demand for the year was  = 6400 units. In a year t n = 50 weeks.

Average consumption

Let's take the waiting time equal to one week, i.e. t cool = 1.

The replenishment point is calculated as follows:

Y min = 16400 / 50 = 128 units.

The situation is graphically shown in Fig. 6.7.

Rice. 6.7. Stock change schedule with renewal until it is depleted

When the stock drops to a level equal to 128 units, the stock should be renewed.

The replenishment period in the original example was T * = 3 weeks.

Taking into account the earlier renewal of reserves Т = Т * -t standby = 3 - 1 = 2 weeks.

Model 3. Model for determining the optimal batch size taking into account discounts.

In the basic model, it is assumed that the price of a product is a constant value that does not depend on the volume of the order.

In reality, there are discounts, i.e. the larger the purchase volume (order volume), the lower the unit price.

A typical scale of discounts is as follows:

Order volume: Price for 1 unit.

500

Discounts are included in the model as follows:

Total costs

,

where С 1 - costs for the order -,

WITH 2 - stock cost -
,

С 3 - storage costs (maintenance) -

with y - the cost of a unit of goods, taking into account discounts.

The optimal order size Y * is found in three stages numerically, i.e. by enumerating options:

calculated Y * without discounts;

the value of total costs is calculated for values ​​Y> Y *, i.e. with an increase in the volume of the order;

the value Y = Y * c is chosen, corresponding to the lowest total costs.

Let's perform the indicated calculations. Above, in example 2, it was obtained that Y * = 400. Consider the costs for Y *, as well as for Y> 400, for example, for Y = 500 and Y = 1000.

The calculation results are presented in Table 6.3.

Table 6.3.

Order volume, Y
Costs to order,
Inventory maintenance costs,
Stock cost, s i ∙ 
Total costs

For Y = 500 we have:

Costs to order
.

Inventory maintenance costs
= 2000.

Stock cost from 500 ∙  = 39.9 ∙ 6400 = 255360.

Total costs ++ s 500 ∙  = 2586400.

Analysis of the data presented in the table shows that the minimum total costs, taking into account discounts, we have at Y = 500.

According to the schedule, the optimal batch size, taking into account discounts, is Y ∙ c = 500.

The situation is graphically shown in Figure 6.9.

Rice. 6.9. Schedule for determining the optimal batch size taking into account discounts

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Ministry of General and Vocational Education

Sverdlovsk region

Optimization of the control systemInventories in LLC "Agratek"

Specialty 38.02.03 "Operational activities in logistics"

Normocontroller

L.P. Timoshinova

Supervisor:

O.A. Terentyeva

Introduction

Conclusion

List of sources used

Introduction

Increasing the competitiveness of domestic enterprises largely depends on the ability and quality of competitive advantage management. In a constantly changing market environment, it is necessary to develop adequate competitive, and sometimes anti-crisis, strategies, which, in turn, should cause changes in the internal environment of the organization, contributing to an increase in its competitiveness. A systematic consideration of various aspects of the analysis, assessment and management of the process of increasing the competitiveness of companies is especially important in those industries that directly compete with imported products. Competitive strategies determine how to provide an enterprise with an advantage in the market in terms of more attractive potential customers and what policy to choose in relation to competitors.

Inventories are the main cash investment for enterprises, the main source of profit, the main problem of daily control. Currently, domestic companies, in the face of tougher competition, are forced to reduce the percentage of the established margin. Therefore, in order to ensure the necessary return on the funds invested in the business, to ensure the necessary growth rates of the company, it is relevant to optimize the required amount of inventory. The need to study these problems indicates the relevance of the research topic of this work.

The purpose of the study is to develop a project for optimizing inventory management using the example of a specific enterprise.

The object of the research is the inventory management system at LLC "Agratek"

The subject of the research is carrying out a situational analysis of the organization of inventory management in LLC "Agratek" and the development of a project to optimize inventory management of the enterprise.

To achieve this goal in the course of the work, the following tasks have to be solved:

to study the theoretical and methodological foundations of inventory management

to analyze the work of the inventory management system of LLC "Agratek";

analyze the performance indicators of the inventory management system;

to assess the efficiency of the inventory management system to develop proposals for optimizing the inventory management system to carry out an economic assessment of the implementation of the proposal to optimize the inventory management system in Agratek LLC.

The novelty of the work lies in the fact that the analysis of inventory management at Agratek LLC has not been carried out before.

The hypothesis put forward is that the existing inventory management system at "Agratek" LLC is imperfect and can be optimized

In the course of the research, general and special methods of scientific knowledge were used: dialectical logic, systemic, structural and functional analysis, synthesis, comparison, methods of collecting marketing information (field, office), graphic presentation of the results of the diploma research.

The structure of the work is determined by its purpose and objectives and consists of the following sections:

Introduction, where the relevance of the research topic is justified; the purpose, object and subject of research are determined; specific tasks have been set; the information base and methods used in the research are presented. The main part, consisting of three chapters, divided into paragraphs, where the main research on the topic of the work is carried out.

Conclusions, which summarize the results of the study and make the main conclusions.

1. Theoretical and methodological foundations of inventory management

1.1 The concept and essence of inventory logistics and optimization of the inventory management system

Logistic processes, taking place either within the enterprise, or between enterprises, cover the movement of material flows and are accompanied by the constant creation of stocks. The reason for the creation of stocks is the need to smooth out the different intensities of flows that are in interaction.

The factor of randomness affects logistic processes and is the reason for the formation of stocks, it makes accurate forecasting impossible, and therefore logistic decisions are made in conditions of uncertainty.

If it is impossible to achieve synchronization between incoming and outgoing flows, safety stocks are created, the creation of which is justified by the following reasons:

1) the need to be insured if own needs or market demand turn out to be more than planned;

2) the desire to compensate for possible uncertainty in deliveries or their delay.

In order to be able to make purchases at lower prices, stocks are often formed. In case of favorable market conditions or due to the seasonal nature of the purchased values, stocks are also created. Technological progress is considered a significant factor in the formation of reserves. Its impact on stocks is complex and varied. In the area of ​​material supply, technological progress has a particularly strong impact.

It contributes to the miniaturization of products, the emergence of new materials, types of raw materials and technologies. All this entails a decrease in the physical volume of the final product, which leads to a decrease in the need for materials. This affects inventory levels, but such changes are not necessarily proportional to changes in the amount and structure of materials used.

When creating a stock, it must be borne in mind that an increase in the range of goods on the market leads to a decrease in the life cycle of the goods and affects the behavior of partners, buyers and competitors. Production efficiency directly depends on the amount of stocks; stocks act as working capital. The fewer there are, the more efficient production is.

The continuity of logistics processes at the enterprise is characterized by the number of maintained stocks, as well as their productivity. Purchasing processes have a significant impact on the inventory of materials in the production process and on the inventory of the merchant's merchandise. The sales process affects the inventory of finished goods and goods. The following stocks are created at the manufacturing enterprise: materials, unfinished goods, finished goods.

The merchant creates stocks of goods. In industrial enterprises with a distribution network, stocks of goods are also created.

The dynamics of stocks is associated with the dynamics of turnover, which makes it possible to reduce the stock and capacity of business processes. The structure of stocks should be varied and should allow assessing its compliance with needs. The estimated economic suitability of reserves is also of great importance. Optimal satisfaction of production needs in materials with minimal costs is the main goal of procurement logistics.

We are all familiar with this picture. A customer comes to our store to buy fertilizer, but now is the “peak” season and the fertilizer is out of stock, although delivery is expected next week. The buyer decides not to wait and goes to another store, where he can immediately buy the same fertilizers at about the same price. Failure to provide the product immediately could result in a critical attitude of the customer towards our store.

In this example, our store has a low inventory level, which is reflected in trade, while the other store has more inventory and can meet the needs of customers. And now we understand what the stocks are for.

In order to understand how long these reserves will last for us, we are clearing them. If we are talking about the GOODS STOCK, then these are considered goods in transit, goods in stock and goods in receivables (since the title to it remains with you until it is paid by the buyer, and in theory you can return it to to our warehouse for subsequent sale), but to calculate the turnover, the goods in transit and the goods in the receivables are not taken into account - only the goods in our warehouse are important to us.

Stocks are formed from various goods. The term “commodity” in logistics includes the actual commodity. It can be expressed in a specific, characteristic type of product.

A group of goods related to each other by at least one characteristic is a product assortment, where a common characteristic is considered: a common distribution channel, a similar price range, etc.

The aggregate of all assortment groups of goods and commodity items offered for sale is a commodity nomenclature.

A number of positions determine the decisions made in the framework of the product policy: the range of products, the depth and width of the assortment groups, the range of sizes of each product, the quality of the product, the release of new products, and the standardization of products.

Logistics looks at the firm's inventory management policy, while product policy looks at the firm's inventory of goods.

"Just in time" is a method that is applied in logistics to all components of entrepreneurship, including production, shipping and purchasing of goods. The rationale behind this method is that all unwanted stocks should be kept to a minimum. Non-logistics policy assumes that products are stocked “just in case” so that unforeseen demand can be met.

This policy is costly as it involves maintaining a large area of ​​storage space to store inventory.

In the course of the company's activities, a dilemma constantly arises: to build additional storage facilities on the available area or use funds to expand production capacities and, consequently, to increase production.

Businesses are more likely to choose the second approach, the just-in-time approach, which covers all activities during production and distribution.

The purpose of this method is to produce and ship products within a specified time frame for further use.

Another optimization method is the rapid response method. This method is a close interaction between a merchant and its suppliers in order to improve the promotion of goods in distribution networks.

Its essence lies in the planning and regulation of supplies in the organization of retail and wholesale trade and in distribution centers.

In retail trade, supervision and control over a certain type of sales is carried out, information on the scale of sales according to the list and assortment through wholesalers to manufacturers of products is formed and transmitted.

The rapid response method involves the optimization of the stocks of trading enterprises.

The use of this method reduces stocks of finished products to a certain value, but not below a level that helps to quickly meet the demand of the majority of buyers. The response time of the logistics system to changes in demand decreases, stocks are concentrated and replenished at specific points of sale, there is flexible interaction between partners in an integrated logistics network, and inventory turnover is significantly increased.

The minimum stock is the level of stock that ensures the continuity of meeting the demand for the entire period of the execution of its own request to replenish this stock.

The maximum stock is the level of stock up to which replenishment requests can be posted and the level of stock at the time the delivery is received.

1.2 Criteria for optimal performance

The solution of an economic and mathematical problem is associated with the search for an option that meets many requirements. On the one hand, these requirements are expressed by the constraints of the problem that describe the features of the object's functioning. On the other hand, along with the features of the object's functioning, it is necessary to write down the general requirements for the solution, which are expressed through the criterion of optimality.

The optimality criterion is a qualitative category that expresses the requirements of society as a whole and of the team, in relation to the conditions of which the problem is being solved, to the level of efficiency in the use of resources.

From the foregoing it follows that if at the level of the national economy the criterion of optimality directly determines the requirements of society for solving the national economic problem, then with a decrease in the object of management, along with the requirements of society as a whole, the specific requirements of the collective, in relation to the conditions of which the problem is being solved, should be taken into account.

And this means that along with the general national or global one, there is a particular or local criterion of optimality.

The general or global criterion of optimality expresses the interest of the whole society in the efficient use of resources. Since the optimal plan is the most effective, then, consequently, the principle of optimality directly expresses the requirements of society for the development of the national economy.

Since any particular task is a component of the national economy, then, therefore, when solving a particular task, the requirements of both global and local optimality criteria should be taken into account.

In this case, the local criterion of optimality, on the one hand, should not contradict the requirements of the global one, but, on the other hand, should more fully take into account the peculiarity of the problem being solved.

This approach is legitimate due to the fact that within the framework of the general system, i.e. national economy, there are complexes (agro-industrial complex, etc.), industries (agriculture, industry, etc.), economic formations (scientific and production associations, agricultural firms, etc.) and enterprises, cooperatives that have their own specific goals and tasks In order to express them more fully, appropriate particular or local criteria of optimality are required.

It should be noted that the nature of the interaction of the global and local criteria of optimality changes historically. At the same time, the more the socio-economic system of society is focused on satisfying the material and spiritual needs of a person, the less possible a contradiction in the requirements of the global and local criteria of optimality.

Since finding the best option requires solving the problem, it becomes necessary to quantify the optimality criterion. The quantitative expression of the optimality criterion is the objective function. The objective function is expressed through the performance indicator or through their combination.

Since agriculture and the agro-industrial complex are multi-criteria, i.e. have several development goals, there is a need to select one performance indicator from several that most expresses these goals.

In the conditions of a market economic system, the main feature in the development of the economy of enterprises of any form of ownership is full responsibility for the results of activities. This means that the work of the enterprise should be carried out in conditions of self-sufficiency and self-financing. This is possible with the profitable operation of enterprises, and this assumes that the content of the most preferred optimality criterion is focused on maximizing profits.

A prerequisite for using this optimality criterion is the availability of optimal prices, i.e. based on the account of the action of market mechanisms and socially necessary production costs.

When solving economic and mathematical problems in the agro-industrial complex, as a subsystem of the national economy, local optimality criteria should take into account the general direction of economic development, i.e. the content of the global criterion.

The coordination of local and global criteria of optimality can be carried out both through the use of the criterion - maximum profit when solving particular problems, and through the use of other criteria directly or indirectly focused on maximizing profit.

1.3 Ways to optimize the inventory management system

There are the following ways to increase profits:

1. By increasing the volume of sales in rubles:

* selling more goods in kind;

* price management and price growth (in this case, it is important to develop price matrices, setting prices inversely related to “ruble activity”);

* optimization of the service level laid down in the plan.

2. By reducing the cost of sales:

* reduction of the cost of goods (for example, the possibilities of organizing groups of buyers to provide discounts for the volume of the purchased batch are being considered);

* analysis of the possibility of cheaper transportation and net prices.

3. Through the release and additional use of capital;

4. By means of assortment optimization.

5. By reducing other business costs (not directly covered by the logisticians).

For optimal inventory management, an enterprise needs:

* estimate the total demand for materials for the planned period;

* periodically check the optimal batch of the order and the moment of ordering raw materials;

* periodically clarify and compare the costs of ordering raw materials and storage costs.

* regularly monitor the storage conditions of stocks;

* have a good accounting system.

To determine the required level of stocks, it should be rationed.

The rate of working capital is a value corresponding to the minimum, economically justified volume of reserves. It is set, as a rule, in days.

1.4 Research methods applied in inventory logistics

The object of study of logistics are material and corresponding financial and information flows. These flows on their way from the primary source of raw materials to the final consumer go through various production, transport, storage links.

With the traditional approach, the tasks of managing material flows in each link are solved to a large extent separately.

The individual links represent the so-called closed systems, isolated from the systems of their partners technically, technologically, economically and methodologically. Management of economic processes within closed systems is carried out using well-known methods of planning and management of production and economic systems. These methods continue to be applied to the logistics approach to materials management. However, the transition from isolated development of largely independent systems to integrated logistics systems requires expanding the methodological framework for material flow management.

The main methods used to solve scientific and practical problems in the field of logistics include:

* methods of system analysis;

* methods of the theory of operations research;

* cybernetic approach;

* prognostics.

The use of these methods makes it possible to predict material flows, create integrated control systems and control their movement, develop logistics service systems, optimize stocks and solve a number of other problems.

Before the widespread use of logistics, decision-making on material flow management was largely based on the intuition of qualified suppliers, salespeople, production workers, and transport workers. Developing a methodological apparatus, modern logistics, along with the development and use of formalized decision-making methods, is seeking opportunities for widespread use of the experience of this category of professionals. For this purpose, the so-called systems of expert computer support are being developed, allowing personnel who do not have deep training in logistics to make quick and fairly effective decisions.

Various modeling methods are widely used in logistics, i.e., the study of logistics systems and processes by building and studying their models. In this case, a logistic model is understood as any image, abstract or material, of a logistic process or a logistic system used as their substitute.

2. Analysis of the inventory management system in trade in agricultural products by the example of LLC "Agratek"

2.1 Brief economic characteristics of the research object

The object of the research is the inventory management system in LLC "Agratek". The commercial organization LLC "Agratek" is located at the address: Sverdlovsk region, Yekaterinburg, Krasny lane, 5, building 1, office 204.

The size of the authorized capital of the company is made up of the nominal value of the shares of its participants and, according to the Memorandum of Association, is equal to 10,000 rubles. The property of the company is formed from the contributions of its members, income received and other legal sources. The company is responsible for its obligations with all property belonging to it.

In its activities, the Company is guided by the Charter, the Civil Code of the Russian Federation, and the Federal Law “On Limited Liability Companies”. The company is a legal entity, has separate property; own balance; seal and stamp with its name; settlement and other accounts in bank institutions and created for an indefinite period. Society is an independent business unit operating on the basis of self-financing and self-sufficiency.

The main objectives of the company are to further saturate the consumer market with products, works and services, expand competition, introduce the achievements of scientific and technological progress and generate profit. Accounting is carried out by the accounting department headed by the chief accountant. The chief accountant in his work is guided by applicable laws, regulations and guidelines, in accordance with the adopted accounting policy of Agratek LLC. The tax policy of the organization is a tax accounting model, the main purpose of which is to determine the amount of tax liabilities. The tax accounting model is implemented by selecting elements of accounting policy and setting up analytical accounting in such a way as to ensure the formation of ready-made data for taxation within the framework of system accounting. Tax accounting is carried out by the accounting department. The tax accounting system is organized in the Company independently and is applied consistently from one tax period to another.

The main activity of Agratek LLC is wholesale trade in agricultural raw materials and mineral fertilizers.

LLC "Agratek" cooperates with a small number of suppliers.

The supplier of the product - mineral and organic fertilizers - is AgroKhimTrans LLC, one of the largest Russian suppliers of fertilizers.

The supplier of the product - mineral and organic fertilizers is LLC "AgroKhimTrans" located at the address Yekaterinburg, Moskovskaya st., 195, apt. 806, 620144.

LLC "Agratek" makes purchases to suppliers only when the stock of goods runs out.

The volume of the stock of LLC "Agratek" is somewhere around 50,000 rubles.

The range of mineral, organic fertilizers used in agriculture is important for the management of soil fertility, increasing the yield and nutritional value of crops.

The supplier provides the goods to LLC "Agratek" in packaged form.

Delivery of goods is delivered annually.

2.2 Investigation of the inventory management system

The inventory management system at the "Agratek" LLC is represented by a set of measures for creating and replenishing stocks in a warehouse, organizing continuous control at a warehouse, at the production of agricultural products and in a retail store, as well as operational planning of supplies from a supplier that is a fertilizer manufacturer.

The basis of the inventory management system in "Agratek" LLC is made up of technologies for analyzing the state of reserves and the external environment, as well as the rules for making decisions on the formation of reserves. The rules themselves are implemented in the form of a specialized software module 1C-warehouse and 1C-store and instructions for staff.

The company operates a "Minimum-Maximum" inventory management system, which is focused on a situation with significant costs for maintaining and replenishing inventories. In this system, the costs associated with inventory management can be commensurate with the losses from stock shortages, while orders are fulfilled provided that the stock in the warehouse at a certain point in time was equal to or less than the established minimum level. The order quantity is calculated so that the delivery will replenish stock to the maximum level. Thus, inventory management is carried out at two levels: minimum and maximum. The minimum level is 20 bags; the maximum level is 90 bags.

If, at the time of ordering, there is less stock in the balance than the stipulated minimum level, then a situation with a resource shortage may arise. This circumstance is taken into account at the time of writing off a part of the resource to the expense on the basis of a requirement or a limit-fence card. In other words, at the time the resource is written off, the remaining stock should be no less than that provided by the program.

Required parameters of inventory management in the "Minimum-Maximum" system:

* the need for material resources and the average daily consumption are determined;

* set: minimum and maximum reserves; lead time and possible delivery delays;

* guaranteed stock is represented by the sum of preparatory and safety stocks;

* the minimum stock level is the difference between the maximum and guaranteed stocks.

The system "Minimum-maximum" was given preference, because it allows you to quickly respond to changes in sales.

In the company "Agratek" Ltd., replenishment of stocks is carried out with a minimum of 50 bags to a maximum of 200 bags.

2.3 Analysis of the work of the inventory management system

Limited Liability Company "Agratek" is a trading company. The company's field of activity is wholesale trade in agricultural raw materials and fertilizers.

LLC "Agratek" sells products at average prices in the region. The main focus of the company is on the sale of high-quality and certified products: LLC "AgroKhimTrans".

The need for inventories is oriented by managers in accordance with sales. The main aspect of choosing more profitable suppliers is their inviolability, product properties, prices, and likely monetary benefits. Particular meaning is given to the terms of delivery and forms of payment for the purchased products. The permanent supplier is LLC "AgroKhimTrans".

Let's calculate the average inventory (TZav ) - according to the following average chronological formula:

ТЗср = (ТЗ1 / 2 + ТЗ2 + ТЗ3 + ТЗ4 + ... + ТЗn / 2) / (n - 1),

where ТЗ1, ТЗ2, ... ТЗn - the value of the inventory for individual dates of the analyzed period (in rubles)

n is the number of dates in the period.

TK cf = 32914 + 52677 + 42787 + 35556+ 52778 + 74110 + 55613 + 58977 + 41400 + 36577 + 69854 + 25951 +50159 = 13-1 = 579194/12 = 48266 rubles.

Analysis of the table allows us to conclude that the maximum level of stocks falls on the month of November, when the “field” season is over and soil fertilization activities are completed, i.e. the demand for fertilizers is falling ..

The minimum inventory is in June, the most active month for agro-industrial production in the Urals. When fertilizers are bought not only by agro-industrial firms, but also by private individuals to meet the needs of their private plots, that is, the demand for fertilizers is the highest.

2.4 Analysis of performance indicators of the inventory management system

The Theory of Constraints uses certain measures of inventory management to assess the performance of a link in the supply chain (company). Because the main purpose of the distribution system of goods is to ensure the availability of goods with a minimum inventory in the system, it should be monitored: availability, surplus and obsolescence of the goods.

1. Level of availability

Product availability is achieved when there is a sufficient stock of SKUs in the supply chain. An easy way to measure the level of stock availability is to conduct an Out-of-stock accounting. those nomenclature items, the stock of which is completely depleted.

Out-of-stock level =Tonumber of nomenclature items (SKU), nothaving stock / total number of stock items

The indicator allows you to track the level of availability and shortage of stocks in the system and monitor the level of lost sales arising from the lack of the required product.

To calculate the indicator, the following data are required:

* The total number of SKUs in the product portfolio (in assortment)

* The number of SKUs that have zero stock (items in).

Table 2. The number of SKU items in the product portfolio (in assortment).

Fertilizer name	SKU quantity
Ammonium nitrate
Urea
Ammonium sulfate
Sodium nitrate
Calcium nitrate
Superphosphate
Double superphosphate
Precipitate
Bone agony
Phosphorite flour
Potassium sulphate
Nitrogen phosphate

LevelOut-of-stock= 840/12 = 70 pieces.

2. Indicator of absence of surplus stocks

The absence of surplus stocks can be expressed by the efficiency of using the money invested in stocks. The primary metric is the rate at which the stock is moving. The higher the speed, the more efficient the investment. The generally accepted measure of speed is inventory turnover.

Table 2. Sales and inventory data for mineral fertilizers.

Image = Turnover for the period / Avg. inventory for the period

The average stock of mineral fertilizers was 328.

Sales of the same mineral fertilizers for the month amounted to: 1701 units. logistics stock profit cost

Image = 1701 pcs. / 328 pcs. = 5.19 times

The average stock of mineral fertilizers turns around in 5-6 days.

By analyzing this indicator in dynamics, both the overall efficiency of inventory management (acceleration of turnover) is assessed, and the surplus of goods in the system is monitored, which freeze working capital and lead to losses.

In TOC terminology, “stock” is money that a company invests in buying what it intends to sell. Therefore, the turnover rate should be based on the purchase prices of the inventory. Inventory turnover should be measured monthly at the end of the month.

2.5 Assessment of the effectiveness of the inventory management system

The issue of inventory management of a trading enterprise is one of the basic ones to improve the efficiency of its work. Usually this term is associated with complex analytical models that are part of large computerized enterprise management (ERP) systems. It is easy to imagine clever analysts working with gigabytes of accumulated statistics with some distant goal of "increasing efficiency."

In fact, this is the case. But this is not the whole truth.

First you need to realize that the difficulty in this matter depends on the theoretical training of the person who wants to do analysis. On the other hand, for small trade enterprises, a complex model is not needed, and the basic concepts of the simplified model can be easily explained on the fingers. What follows is just about such a simple and easy-to-understand analytical model.

The analytical system, which we will talk about further, was developed as an additional inventory management module for a small online store. For its work, statistical calculations are used - that is, the accumulated information on sales should be sufficient for statistically correct conclusions. We recommend using this model with sales information for at least 10-15 periods between orders.

Effective inventory management

What does the word "efficiency" mean in inventory management? What state of affairs would be considered ideally effective?

Let's answer this question as follows. In the process of transferring goods from the manufacturer through the store to the buyer, the ideal case - when the store margin for the goods remains in the store, and the goods do not reach the store's warehouse at all - are immediately transported to the buyer. As the saying goes, "trade from the wheels." Quite a feasible option.

However, this rarely happens in ordinary business. For example, there are potential problems:

* The manufacturer sells goods only in bulk. You will not be able to come for each unit of the ordered product.

* The manufacturer requires an advance payment for the goods received. You will have to take an advance payment from the buyer, after which it is risky to quickly receive the goods from the manufacturer.

* Delivery of goods from the manufacturer is difficult and time-consuming (through customs, for example). Most often, the buyer wants to pay money and receive the goods now. He will not wait.

* Seasonal demand. At the peak of the season, the manufacturer cannot cope with supplies and there is simply nothing to trade with. Etc.

Therefore, efficiency in our case is a balance between the money frozen in the form of goods and the speed of its delivery to the buyer. There are few goods in the warehouse (and there is free money) - with a sharp increase in demand, there will be nothing to trade. Time passes, no profit is earned, and through overhead costs (salaries, rent, communications, etc.) money starts to flow away. There is a lot of goods in the warehouse (and there is no free money) - the demand may change, the goods may become outdated, and the store will not be able to raise money for it in the required quantity.

The most convenient and effective way to work in such a situation is to individually calculate the required volumes and costs depending on the type of product. In our case, we use a method called "ABC-XYZ analysis".

ABC-XYZ analysis

This method assumes that all products presented in the store will be divided (independently) into ABC and XYZ groups according to certain criteria. To divide into groups, use:

* Contribution of each product to the total amount of sales for all time

* Average number of sales of each product for each period between orders

* Deviation from the average number of sales in each period

The division into groups A, B and C is done based on the contribution of the product to the total sales. It is based on the "Pareto Principle" - 80% of sales are made at the expense of 20% of goods. Accordingly, Group A products are items that contributed 80% of total sales. For group B - another 15%, for group C - the rest.

Splitting into groups X, Y and Z allows you to classify goods depending on the nature of their consumption and the accuracy of forecasting changes in their needs. For the analysis, the concept of the coefficient of variation is used, which shows what proportion of the average value of this quantity (arithmetic mean) is its average spread (average deviation from the arithmetic mean). The smaller the value of the coefficient of variation, the more accurately you can predict the value.

* Group X - goods are characterized by a stable consumption value, insignificant fluctuations in their consumption and high forecast accuracy.

* Group Y - goods are characterized by well-known trends in determining the need for them (for example, seasonal fluctuations) and average forecasting capabilities.

* Group Z - resource consumption is irregular, there are no trends, the forecasting accuracy is low.

The products of the AX and BX groups are distinguished by high turnover and stability. It is necessary to ensure their constant availability, but for this you do not need to create an excess safety stock. Consumption of goods in these groups is stable and well forecasted. Products of groups AY and BY with a high turnover have insufficient stability of consumption, and, as a consequence, in order to ensure constant availability, it is necessary to increase the safety stock.

Products of groups AZ and BZ with high turnover are characterized by low predictability of consumption. An attempt to ensure the guaranteed availability of all goods of these groups only at the expense of excess insurance stock will lead to the fact that the average stock of the company will increase significantly. For these groups, the ordering system should be revised.

For goods of the CX group, you can use the ordering system with a constant frequency and reduce the safety stock. For the goods of the CY group, you can use an ordering system with a constant amount (volume) of the order, but at the same time form a safety stock based on the financial capabilities of the company. The CZ group of goods includes all new goods, goods of variable demand, delivered on order, etc. Some of them can be painlessly removed from the assortment, and the other part must be regularly monitored, since it is from the goods of this group that illiquid or hard-to-sell stocks arise. due to which the company suffers losses.

Products of groups A and B constitute the main commodity turnover of the company. Therefore, it is necessary to ensure their constant availability. Usually, an excess safety stock is created for group A products, and sufficient safety stock for group B products. The use of XYZ analysis allows you to develop a more accurate assortment policy and thereby reduce the total inventory.

Group boundaries can be changed in the inventory management module. The description of the model is given according to the source.

Idle stocks

Non-working stock - goods that have no sales for a long time or have more than necessary stock. Typically, this class includes products that have not had any sales in the last six months, or whose stocks correspond to more than twelve months of sales (based on data on average monthly sales and their statistical variance) - little-used stocks and little - turnover stocks.

In the inventory management module, the value of the period can be changed - week, month, quarter, year.

Service level

After dividing the goods into groups, a goal is set that corresponds to effective inventory management. In our case, let's call this goal "Service level" - the probability that the goods will be in the warehouse when there is a demand for it; the likelihood of working without a deficit.

In the inventory management module, the target service level can be set individually for each of the nine received groups. The final indicator of the efficiency of inventory management is calculated - the average level of service for the store, and the average levels of service for each of the groups. In the reports, you can clarify the level of service up to each commodity item.

Planning orders

The result of each cycle of work on inventory management will be an order (a list of products and their quantity), which will allow bringing the level of service for each product to the target value.

In the inventory management module, an order is formed in this way.

* Sets the ABC and XYZ group sizes and service level targets for each group.

* The frequency of orders (the value of the period between orders) and the forecast of sales growth for the next period are set.

* Sales statistics are calculated

* Parameters are selected for the goods for which the next order will be made:

* A decision is made whether to take into account idle stocks for the order

* Information about the next order is formed - a list of goods, data on their groups and sales statistics and the quantity for the next order.

disadvantages

As mentioned, a simplified inventory management model for small trading companies is described here. What is simplified in it?

1. There is no accounting for goods in transit.

2. It is assumed that orders are made once per period.

3. There is no individual forecast of sales for each product.

4. Planning is made on the basis of data on previous sales, taking into account the overall increase or decrease in demand for the entire range.

3. Optimization of the inventory management system in Agratek LLC

3.1 Suggestions for optimizing the inventory management system

Inventories are the fundamental elements of trade management; the results of trade activities, indicators of turnover and profitability directly depend on the efficiency of inventory management. The task of inventory management is to find the optimal solution in terms of the volume and timing of stocks in order to meet the existing needs in a timely manner and in the required amount and at the same time ensure the minimum costs of storing and supplying resources, in relation to a specific economic situation. The solution to this problem is facilitated, first of all, by an integrated approach to procurement and procurement processes, consistent with implementation plans, through various tools, depending on the competence and professionalism of the personnel, information technologies, software used, the degree of automation of the procurement and implementation process, organization of workflow and speed. processing of all documentation.

Success can be achieved by the one who has built the ordering system in the most rational way. This goal is achieved, among other measures, by:

* reduction of costs associated with the creation and storage of stocks;

* reduction of delivery time;

* more precise adherence to delivery times;

* improvement of the sales system.

In order to secure its financial position, the company needs to pay attention to the possibility of increasing its assets at the expense of internal resources.

The best way to find such funds could be the release of reserves by selling "frozen" products in the warehouse, increasing the volume of sales, retraining personnel, redistributing the use of profits, and others.

Equally important is the competent forecasting of reserves, finding their optimal level. This will allow the company to sell the delivered consignments of goods on time, and not store illiquid goods.

In-depth market research will allow you to optimize the structure of inventory as much as possible. It is necessary to reduce the range of products, since some products and product groups have a very slow turnover rate

In order to formulate an inventory management policy, it is very important to understand the role of inventory in production and marketing.

Surplus stocks allow many enterprises not to "load" their management with such "unnecessary" functions as conducting marketing research to assess consumer demand for products, forecasting sales of an enterprise's products, planning and budgeting activities, a constantly functioning marketing system, calculating the economic efficiency of all enterprise activities, its individual operations or by types of products.

The main goal of inventory management is to achieve the fastest inventory turnover in the process of satisfying customer needs.

In order to formulate your inventory management policy, it is very important to understand the role of wholesale warehouse inventory. Typically, enterprises have significant funds "tied" in stocks.

In communication with managers, accountants and financial managers of enterprises, the most urgent "problematic" topic is inventory management - how to reduce them, how to calculate the optimal value, etc.

It would be advisable to apply the classification approach to inventory management (ABC - system). His idea is to use the classification of stocks and distinguish 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.

Thus, it is necessary to increase the profitability of the enterprise by searching for favorable terms of supply and increasing the trade margin, to minimize transport, insurance, warehouse and other costs. Since the low level of profitability, although it is due to the conquest of the market, will not allow maintaining the accumulated achievements in the future. It is also necessary to reduce inventory and increase its turnover ratio.

3.2 Economic assessment of the implementation of the proposal to optimize the inventory management system

As a result of the measures proposed above, the following quantitative and qualitative changes are expected in the inventory management system at Agratek LLC

1. Qualitative changes:

· The enterprise will form a unified concept of inventory management;

· Carrying out ABC / XYZ-analysis will allow you to effectively manage stocks, exercise control over them, accurately predict the purchase of the required volume of goods;

· A personnel motivation system will be developed to improve the efficiency of supplies at the enterprise, updated job descriptions, regulations and regulations will be prepared, which will increase the level of enterprise manageability;

· Requirements for suppliers of WMS and CRM systems will be determined.

2. Quantitative changes:

ь By eliminating low-demand goods at prices with a minimum margin of 5%, the enterprise can reduce the level of stocks by 560 thousand rubles, replacing a similar warranty product with a product of high demand and their timely sale will reduce the level of stocks by 726 thousand rubles. Donating a part of similar goods to non-profit organizations will allow you to get rid of another 80 thousand rubles worth of goods; using these goods as gifts for employees and contractors of the enterprise will reduce the level of these stocks by another 120 thousand rubles. and to raise the image of the enterprise. In general, the level of reserves will decrease from 33,026 thousand rubles. up to 31,540 thousand rubles. or 4.5%;

ь by carrying out additional work with debtors, activating the work of the legal service with the judicial authorities in terms of debt collection, toughening penalties in supply contracts, the company will be able to collect an additional 2,251 thousand rubles. accounts receivable, and its level will decrease from 18759 thousand rubles. up to 16508 thousand rubles. or 12%;

ь the emergence of additional free liquid funds (sale of inventory for 1286 thousand rubles and collection of accounts receivable by 2251 thousand rubles), the amount of funds of the enterprise will increase by 3537 thousand rubles, which will allow the company to reduce the level of accounts payable by 18.3 % (from 19302 thousand rubles to 15765 thousand rubles);

Taking into account these measures, as well as using the stock management method with a fixed order size, the structure of the company's current assets will change for the better. The change in the structure of current assets is presented in the table

Table - Structure of current assets before and after the implementation of measures

Changes in the indicators of turnover and the efficiency of using stocks are reflected in the table

Table - Efficiency of using stocks

From the calculations performed, it can be seen that the inventory turnover ratio increased by 0.4 times, and the turnover duration, on the contrary, decreased from 40 to 39 days.

Thus, it can be noted that the proposed measures will improve the use of commodity stocks in LLC "Agratek"

Conclusion

In firms in various sectors of the economy, the creation of inventories is determined by the specific role that they play in the production process. Usually more than half of the working capital of trade enterprises falls on inventories. This requires large investments and, accordingly, attention on the part of financial managers of enterprises.

Inventory is the amount of goods in monetary or physical terms that are in trade enterprises, in warehouses, on the way on a certain date. The existence of commodity stocks as a phenomenon is due to the need to ensure the normal process of circulation of goods, its reliability and continuity.

Inventory management covers a number of sequentially performed works: analysis of inventories stocks; determination of the objectives of the formation of reserves; optimization of the size of the main groups of current reserves; optimization of the total amount of inventories included in the composition of current assets; ensuring high turnover and efficient forms of inventory movement; rationale for the accounting policy for inventories; building effective control systems for the movement of stocks at the enterprise.

Inventory management methods are a set of rules that determine the moment and volume of purchases for their replenishment. In this case, the following systems are distinguished:

Inventory management system with a fixed order quantity

Inventory management system with a fixed period of time between orders.

Inventory management systems at enterprises leave no doubt about the need for strict operational and, at the same time, flexible, according to market conditions, rationing of reserves. Among the methods of standardization, there are: the experimental statistical method, the method of technical and economic calculations and economic and mathematical methods.

An integrated just-in-time methodology is used in the decision-making process in the area of ​​supply of commodities.

An important role belongs to the control over the level of stocks. Among the systems for monitoring the movement of stocks, the ABC method is the most widely used.

The work included an analysis of financial activities and an analysis of stocks of the company "Agratek"

The analysis of the financial activities of "Agratek" LLC showed that the company's revenue for the reporting period increased and did not decrease for 3 years, which indicates that the demand for the company's goods has increased. However, the net profit tended to both decrease and increase, and in 2016 amounted to 4485 thousand rubles, which is 889 thousand rubles. more than in 2015

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