MTO department. Belarusian National Technical University

To those with a superficial understanding of the structure of the armed forces, the army appears to be a trivial collection of military personnel distributed by branch of service. In fact, it is a separate institution that functions in different modes, depending on the foreign policy situation. Internal affairs of national importance are often resolved through the involvement of armed forces. To ensure such uninterrupted functioning, a service is needed that would deal with issues of the state of the material and technical base, not only in wartime, but also in peacetime.

The Logistics Support Service (MTS), being an integral part of the Russian Armed Forces, organizes the regulation of the receipts and expenditures of funds necessary to maintain the constant combat readiness of all units.

It is possible to classify the tasks that are solved by the material and technical support of the RF Armed Forces, dividing them according to the principle of homogeneity:

• Planning of budget expenditures for the implementation of state defense orders, the operation of government programs and other targeted areas.
• Monitoring the equipment of all units with weapons, equipment, equipment, and material resources.
• Monitoring compliance with food standards for soldiers, as well as organizing product supplies.
• Solving legal issues regarding the supply of funds.
• Ensuring the activities of our own services.
• Preparation of internal personnel reserves for the functioning of the logistics service.

Composition of the logistics service

The prototype of the modern logistics service is the quartermaster department formed by Peter I, which carried out military management. The modern structure is represented by a number of departments and directorates that cover all types of activities in the armed forces.

The logistics headquarters of the RF Armed Forces is entrusted with organizational and management functions. His responsibilities include ensuring mobilization preparation, rear readiness, collecting operational information in the rear, logistics support for troops, and resolving issues of security and defense of the rear. The MTO also includes the department of transport support, the management of railway troops, the management of public services, the food supply department and the metrology department.

The listed departments are assigned to certain types of troops that ensure the implementation of planned and unscheduled tasks of the armed forces. Automobile troops are presented in the form of independent units dealing with transportation issues, this can be the supply of construction materials, transportation of military personnel, evacuation, transportation of the wounded. In the Russian army, brigades, regiments and battalion automobile troops have been formed, reporting directly to the head of the transport support department.

Transport communications would not exist in full if not for the activities of the road troops. Their task is to build, maintain, cover and restore military roads. Some tasks of road transport support are also within their competence. The structure of the troops is quite complex, since they include different units, but they are all subordinate to the head of the road department under the Ministry of Defense.

Railway troops provide construction or restoration work of railway tracks, their technical cover and operation. Few people know about the existence of pipeline troops. These divisions carry out the transportation of fuels and lubricants to warehouses for storage, pumping or delivery to units. Their department has not only personnel, but also relevant construction equipment. The total length of all pipeline branches is 2,000 kilometers.

As a separate logistics service, the clothing service is allocated, which is responsible for bringing the personal clothing property of a serviceman back to normal. For this purpose, repairs are carried out, dry cleaning is carried out, detergents and hygiene products are purchased, and bath services are organized for soldiers. There are units in the Russian army that do not run their own farms. In this case, they are supported by other, larger units.

The food service, as an integral part of logistics, provides personnel with food. For this purpose, food supply to units, food rationing, and control are organized. This service is technically equipped, because supplies must be carried out to all army units.

The fuel and lubricants supply service includes associations involved in the transportation of rocket fuel, lubricants, special liquids, and fuel. This also includes storage areas, bases, and pipelines.

Support for the combat effectiveness of the army will be complete only with proper medical care, which is provided by the Medical Service of the RF Armed Forces. The functionality of the medical service includes not only providing assistance, but also carrying out preventive measures. The service reports to the Main Medical Directorate of the Moscow Region.

Priority tasks

Taking into account the presented structure, as well as the grouped tasks, we will give specific examples that explain why it is necessary to maintain such a complex education as a logistics service. To do this, it is enough to remember what the army faces in the rear, what work has to be done to maintain the combat effectiveness of units and organize the life activities of military personnel.

• The supply of weapons is carried out to directly ensure the defense capability of the state.
• Fuel delivery is carried out in order to maintain the combat readiness of all military equipment.
• Serviceman's equipment, clothing and equipment.
• Meals for soldiers and officers.
• Bath and laundry procedures.
• Construction and maintenance of roads, railways and pipelines.
• Maintenance of buildings, repairs of premises, maintenance of public utilities.
• Training of own personnel. There are no courses or short-term programs for training personnel in the logistics service staff. Consequently, you have to deal with preparation issues yourself.

The army principle of unity of command is also implemented in logistics management. It was mentioned above about the components of the entire structure, which were represented by departments. But according to the vertical chain of command, the entire service is located within the Ministry of Defense. Direct supervision is exercised by one of the Deputy Ministers. Further powers are distributed among the commanders-in-chief of the troops, with subsequent transfer to the heads of departments and directorates.

1.2 Functions of the logistics department in the company

The main goal of logistics is to bring material resources to specific production enterprises at the place of consumption predetermined by the contract.

MTO functions are classified into main and auxiliary, which in turn are divided into commercial and technological.

The main commercial functions include the direct purchase and rental of material resources by industrial enterprises, accompanied by a change in the form of value.

Supporting commercial functions - marketing and legal. Marketing functions of a commercial nature include issues of identifying and selecting specific suppliers of material resources. In some cases, intermediary structures may act as suppliers.

Legal functions are related to legal support and protection of property rights, preparation and conduct of business negotiations and legal registration of transactions and control over their execution.

Technological functions include issues of delivery and storage of material resources. This is preceded by a number of auxiliary functions for unpacking, depreservation, preparation and pre-processing.

A number of economists also distinguish between external and internal functions.

External functions are implemented outside the enterprise in relationships with suppliers, wholesalers, retail, trade, and transport organizations. The main external functions include:

Analysis of the market for suppliers of material and technical resources in order to select the optimal counterparty with the subsequent conclusion of contracts;

Creation of economic relationships in the field of supply of resources based on the principle of rationality;

Justification of the method for choosing means of delivering resources to an enterprise, analysis of transport companies in order to select the most suitable one.

Internal functions are implemented directly within the enterprise and are manifested in the relationship between the logistics department and the administration of the enterprise, as well as with other production units of the enterprise. The main internal functions include:

Development of a material balance or supply plan;

Distribution of incoming material and technical resources among various departments according to production plans and assignments;

Development of limits for the release of materials into production;

Technical preparation of materials for release into production;

Organization of the optimal flow of material resources at the enterprise, its regulation and control over its movement.

Specifying the listed functions, the following main areas of activity of the logistics department can be noted:

1) conducting market research of suppliers for specific types of resources. It is recommended to select suppliers based on the following requirements: the supplier has a license and sufficient experience in this field; high organizational and technical level of production; reliability and profitability of work; ensuring the competitiveness of manufactured goods; their acceptable (optimal) price; simplicity of the scheme and stability of supply;

2) rationing the need for specific types of resources;

3) development of organizational and technical measures to reduce norms and standards for resource consumption;

4) search for channels and forms of material and technical support for production;

5) development of material balances;

6) planning the material and technical support of production with resources;

7) organization of delivery, storage and preparation of resources for production;

8) organizing the provision of resources for workplaces;

9) accounting and control of resource use;

10)organization of collection and processing of production waste;

11) analysis of the efficiency of resource use;

12)stimulating improved use of resources.

We have already said that the supply process at an enterprise is carried out by the supply department or logistics department. We briefly examined possible organizational aspects of the formation of a supply service at an enterprise. It should also be noted that in order to organize high-quality management of the movement of material flow, highly qualified specialists must work in the department. This requirement is due to the fact that the implementation of supply functions is complex and requires knowledge in various areas of logistics, marketing, economics of production organization, rationing skills, forecasting, etc.

2. Methods for determining a company’s need for necessary resources

2.1 Methods for determining needs for the quality and quantity of goods and services

Determining material requirements is one of the most important activities performed in the production material planning process. The size and type of needs serve as the basis for choosing the conditions for the delivery of materials, for example, in accordance with the rhythm of consumption, the production cycle of the product, etc. Possible fluctuations in needs and delivery times necessitate continuous monitoring of the level of inventories.

A necessary condition for solving the problems of determining the requirements for materials is the choice of a method for their calculation and the establishment of the type of requirement.

The need for raw materials and materials is understood as their quantity required by a certain date for a specified period to ensure the implementation of a given production program or existing orders.

Since in most cases the need for materials is linked to a certain period, we speak of a periodic need.

Periodic demand consists of primary and secondary.

Primary need. Primary refers to the need for finished products, assemblies and parts intended for sale, as well as purchased spare parts. Calculation of primary needs, as a rule, is carried out using methods of mathematical statistics and forecasting, giving the expected need. In order to avoid strict dependence on delivery times and insure itself against losses, the enterprise strives to reuse the same parts and assemblies by unifying manufactured products and creating their reserves. The risk of misestimating or inaccurately forecasting needs is offset by a corresponding increase in safety stocks. The more reliable the forecast, the lower the required inventory level.

The established primary need is the basis for managing material flows in enterprises operating in the trade sector.

When calculating secondary needs, the following are assumed to be given: primary need, including information about volumes and timing; specifications or applicability information; possible additional supplies; the amount of materials at the disposal of the enterprise. Therefore, to determine secondary demand, as a rule, deterministic calculation methods are used. If this method of establishing the need is not possible due to the lack of specifications or the insignificant need for materials, then it is predicted using data on the consumption of raw materials and materials.

Tertiary need. The production need for auxiliary materials and wearing tools is called tertiary. It can be determined on the basis of secondary indicators of the use of materials (deterministic determination of need), by carrying out stochastic calculations based on the consumption of available materials, or by expert means.

Gross and net needs. Gross demand refers to the need for materials for the planning period, without taking into account whether they are in stock or in production. Accordingly, net demand characterizes the need for materials for the planning period, taking into account their available stocks and is obtained as the difference between gross demand and available warehouse stocks by a certain date.

In practice, the total demand for materials increases relative to the gross indication by additional demand due to defects in production and maintenance and repair of equipment. After comparison with the amount of available warehouse stocks, the residual requirement is adjusted to the amount of current orders.

In the practice of enterprises, several methods are used to supply production with materials: custom-made, based on planned tasks, based on the fulfilled need.

The order-to-order method can be considered as one of the ways to materially support production based on planned targets and orders. A distinctive feature of the order-based supply method is the “instant transformation” of the emerging need into an order, which under normal conditions leads to a lack of inventory. Therefore, calculation of net requirements is not provided.

Ensuring production based on current consumption is based on initial data on the consumption of materials for past periods of time and characterizes the expected, predicted need for them.

Material support based on planned targets. This method is based on a deterministic calculation of material requirements. In this case, it is assumed that the primary need for a certain period, the structure of products in the form of specifications, which makes it possible to determine the secondary need, and possible additional need, are known.

When providing materials based on planned assignments, the order size is determined based on the net requirement, taking into account the planned receipt and availability of materials in the warehouse.

Material support based on actual consumption. The purpose of this method of material support is the timely replenishment of inventories and maintaining them at a level that would cover any need until a new supply of materials. In accordance with the goal, the problem of determining the time of an additional order is solved; the issue of the size of the order is not considered.

Depending on the type of checking and issuing of orders, there are two methods of material supply based on the consumption carried out, known as inventory management systems. These are methods: ensuring timely orders (inventory control system with a fixed order size) and the necessary rhythm (inventory control system with a fixed frequency).

Logistics support for production is one of the most important functions in an enterprise, which in enterprises is carried out through logistics authorities.

The main task of the logistics authorities of the enterprise is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality.

The functions of the enterprise supply authorities are implemented in three main areas:

Planning including:

Study of the external and internal environment of the enterprise, markets for individual goods;

Forecasting and determining the need for all types of material resources, planning optimal economic relations;

Optimization of production inventories;

Planning the need for materials and setting their limit for supply to workshops;

Operational supply planning

Organizational functions:

Collecting information about product needs, participating in fairs, sales exhibitions, auctions, etc.;

Analysis of sources of satisfying the need for material resources in order to select the most optimal;

Concluding business agreements with suppliers for the supply of products;

Receiving and organizing the delivery of real resources;

Organization of warehousing, which is part of the supply authorities;

Providing workshops, sites, workplaces with the necessary material resources;

Control and coordination of work, which includes:

Monitoring the fulfillment of contractual obligations of suppliers and product delivery deadlines;

Control over the consumption of material resources in production;

Incoming control over the quality and completeness of incoming material resources;

Control over production inventories;

Making claims to suppliers and transport organizations,

Analysis of the effectiveness of the supply service, development of measures to coordinate supply activities and improve its efficiency.

The criteria for choosing a supplier of material resources are reliability of supply, the ability to choose a delivery method, time to complete an order, the possibility of providing a loan, level of service, etc. The ratio of the importance of individual criteria with changes in external and internal factors may change.

The choice of the type of structure of supply authorities depends on the volumes, types and specialization of production, the material intensity of products and the territorial location of the enterprise, various conditions that require appropriate delimitation of functions. In small enterprises that consume small volumes of material resources in a limited range, supply functions are assigned to small groups or individual employees of the enterprise's economic department.

At most medium and large enterprises, this function is performed by special logistics departments (LMTS), which are built on a functional or material basis. In the first case, each supply function (planning, procurement, storage, release of materials) is performed by a separate group of workers. When building supply bodies on a material basis, certain groups of workers perform all supply functions for a specific type of material.

A typical type of supply service structure is mixed, when product departments, groups, and bureaus are specialized in the supply of specific types of raw materials, materials, and equipment. Along with goods, the supply department includes functional units: planning, dispatching. The mixed type of structure of the supply department is the most rational method of structure, which helps to increase the responsibility of workers and improve the logistics of production.

The planning bureau (group) performs the functions of environmental analysis and market research, determining the need for material resources, optimizing market behavior for the most profitable provision, forming a regulatory framework, developing supply plans and analyzing their implementation, monitoring the fulfillment of contractual obligations by suppliers.

A commodity bureau (group) performs a set of planning and operational functions to ensure production of specific types of material resources, planning, accounting, delivery, storage and release of material into production, i.e. regulates the operation of material warehouses.

The dispatch bureau (group) carries out operational regulation and control over the implementation of the plan for supplying the enterprise and workshops with raw materials and materials, eliminates problems that arise during the supply of production, monitors and regulates the progress of supplies of materials to the enterprise.

At mechanical engineering enterprises, the supply service, in addition to the OMTS (material and technical supply department), includes an external cooperation department or bureau, a group that may be part of the OMTS.

Departments (bureaus, groups) of external cooperation provide production with semi-finished products (blanks, parts, assemblies), which can be built according to functional or product characteristics.

To carry out technical re-equipment and reconstruction of production, the enterprise creates equipment departments, which are usually part of capital construction.

For large enterprises (associations) consisting of a number of branches, the most appropriate type of structure is when the divisions have their own supply services with the functions of planning and operational regulation of the supply of production workshops and sites with material resources, and monitoring their implementation. Material resources can be divided into 4 groups:

Depending on the volume of production and the specifics of the materials, the logistics departments of the enterprise are organized differently.

There are the following types of logistics organization:

The formation of a regulatory framework, forecasting and development of MTS plans, the establishment of economic relations and coordination of the work of supply services included in the enterprise are concentrated on the basis of the enterprise's supply service. The interaction of the divisions of the supply service of the enterprise is carried out on the basis of functional connections, and not administrative subordination.

One of the links in the MTS organization is warehousing, the main task of which is to receive and store materials, prepare them for production consumption, and directly supply workshops with the necessary material resources. Warehouses, depending on their connection with the production process, are divided into material, production, and sales.

Accepted materials are stored in warehouses according to product groups, grades, and sizes. Racks are numbered indicating material indices. The delivery of materials and the operation of warehouses are organized on the basis of operational procurement plans.

Introduction

At the present stage, in the conditions of the formation of market relations in Russia, commerce has become an integral part of the activities of enterprises, an integral element of which is material and technical support.

The organization of procurement of material and technical resources influences the activities of the enterprise: the quality of manufactured products; labor productivity, production costs, profit.

In market conditions, the needs for material and technical resources must be determined by the supply service on the basis of orders from production departments acting as consumers. Only production departments can find out: what is required, where and by what time. However, the logistics service must check production orders in terms of the materials ordered and the specifications, and in addition, taking into account the available stocks.

The activities of the logistics service are not limited to only this activity. Consequently, a pressing issue is the study of the functions of the logistics service and its impact on the economic performance of the enterprise.

The transition of enterprises to organizing production and economic activities on the principles of marketing must be accompanied by changes in the organizational structure of management, the nature of work, and the thinking style of economic management. In conditions of centralized planning of production and distribution of products, when commodity-money relations in the Russian Federation played a formal role, the commercial services of the enterprise, including the logistics service, were of secondary importance. With the transition to market relations, the importance of these services has increased sharply. In this regard, a pressing issue is the organization of the logistics service of an enterprise at the present stage.

The performance of an enterprise's commercial services is assessed using various indicators. However, the profit indicator most accurately reflects the effectiveness of commercial work. Therefore, the activities of the enterprise services, including the logistics service, should be aimed at the final financial result - profit.

The purchase of material resources should be based on marketing research. When purchasing material resources, an enterprise must study the market for raw materials and materials, price movements in this market, suppliers, costs for the delivery of material resources, and the possibility of effectively replacing some materials with others.

Increased attention is paid to the possibilities of improving the structure of consumed raw materials and supplies. Particularly relevant is the use of new and effective channels of the distribution network when purchasing material resources, the development and increase in the volume of services for delivery, warehousing, warehouse processing, providing information to enterprises in interaction with transport organizations, methods of transporting purchased material resources and other logistics services.

In this regard, it is necessary to pay special attention to the content of commercial activities when purchasing material resources at the enterprise.

The area of ​​studying the organization of commercial activities for the purchase of material resources is quite capacious and is of practical interest.

The purpose of this thesis is to study the theoretical, methodological foundations for organizing logistics at an enterprise.

The object of the study is the activity of the enterprise in the procurement of material resources.

Successful achievement of a set goal depends on solving a number of problems. In general terms, these tasks can be grouped as follows:

Based on the opinions of economists and a review of scientific literature, show the need for proper organization of the commercial work of an enterprise for the purchase of material resources;

Reveal the role and importance of the logistics service in the system of commercial services of the enterprise;

In analytical terms - conduct a targeted analysis of the enterprise’s activities, describe the enterprise’s work in organizing logistics;

Based on the analysis and analytical calculations, identify and formulate problems, determine the main directions, ways and prospects for their solution.

1. Organization of mechanical engineering at the enterprise

1.1. The role and importance of the logistics service in the system of commercial services of an enterprise

In the context of the transition from centralized economic management to market principles, commercial activity has become an integral part of the activities of enterprises, one of the main aspects of which is logistics. Providing production with raw materials, materials, components and all kinds of semi-finished products is associated with the performance of such functions as wholesale purchasing, transportation, warehouse processing, storage of material resources and more.

These functions are planned, controlled, regulated and carried out by specialized services in coordination with other commercial services of the enterprise.

In this regard, it seems appropriate to determine the role and importance of the logistics service in the system of commercial services of the enterprise.

With the transition to market relations, the importance of these services has increased sharply.

The formation of the organizational structure of the commercial services of an enterprise should include two aspects: determining the place in the enterprise management structure - establishing subordination and functions; distribution of functions between individual groups and employees. The supply policy of the enterprise should be built in the direction of improving the structure of consumed material resources, using new and effective channels of the distribution network when purchasing products, as well as increasing the competitiveness of the enterprise.

Enterprises that have created a well-functioning supply apparatus have a great competitive advantage, since the activities of the logistics service are aimed at systematic, comprehensive and rhythmic provision of production associations, enterprises, workshops, sites, as well as workplaces with the necessary types of material resources that meet the requirements of regulatory and technical standards. documents in the interests of smooth and efficient operation of the enterprise.

However, even the best supply apparatus of an enterprise will not produce the required effect if it is not provided with the appropriate level of management.

In this regard, it should be noted that the efficiency of the entire enterprise largely depends on the effectiveness of the activities of the structural units responsible for logistics.

The organization of the activities of these structural divisions includes the following main areas: personnel selection, organization of employee incentives, information support, and the introduction of logistics into their work. At the same time, the construction of the organizational structure of the logistics service is influenced by a number of factors, which are grouped in the following areas:

Technical;

Economic;

Production organizations.

Technical factors determine the influence of equipment, technology and industry structure, the purpose and quantity of manufactured products and consumed material and technical resources. Technical factors also include the purpose and complexity of the manufactured products, and the equipment of the transport and storage facilities.

Economic factors that influence the organizational structure of the logistics service of an enterprise include: the level of demand for manufactured products, production volume, market conditions for raw materials and materials, forms of payment for purchased material and technical resources, the share of small shipments, non-transit shipments, etc.

Factors in organizing production: type of production (individual, small-scale, serial, large-scale, mass), level of specialization, territorial location of production and warehouses.

The variety of factors affecting the structural design of commercial services leads to a very significant number of different types of organizational structure schemes for the logistics service.

Until the 70s. In market economy countries, a decentralized form of organizing material supply was widely distributed. Each enterprise independently provided itself with the necessary material and technical means. Moreover, the supply was carried out within the framework of the production activities of the enterprise.

Since the 70s. decentralized provision of industrial firms is gradually being replaced by centralized provision. Centralization of the procurement of material resources necessitated the creation of independent logistics services. The vice president of the company, who heads MTS, received the same rights as the vice president responsible for production and financial activities. The central supply service produces a procurement policy and develops a “supply strategy”, which consists of solving the main problem: purchasing certain types of material and technical resources or producing them independently. But the main function of the company’s supply service is the purchase of basic types of material and technical resources at the lowest cost. In the central supply service of the enterprise, constant monitoring of the market for raw materials and supplies is carried out, the supply and demand situation is studied, it contains information about new materials, the possibilities of their use, and their production technology.

In the 80s A new concept of materials management has become widespread among Western industrial firms, which provides for the establishment of a unified management and coordination of the purchase of materials, their delivery to enterprises, and inventory control. In companies organizing procurement management of material and technical resources based on a new concept, materials managers appear. Moreover, the materials manager was given responsibility for transporting material and technical resources to enterprises that were previously controlled by the production apparatus. The result of such a reorganization was an improvement in operational management, a reduction in delivery times for material resources, a reduction in the size of inventories and an acceleration of their turnover.

Biography

Head - Egorova Tatyana Nikolaevna
Address: Cheboksary, st. K. Marksa, 56, office No. 229
t. 8 (8 352) 62-61-51

Tasks and functions of the department

1. The department exercises the following powers in the established field of activity:
1.1. Logistics and technical supplies for the Office and its territorial departments, including the provision of office equipment and periodicals;
1.2. Creation of economic and living conditions for the efficiency of work of the Department’s employees;
1.3. Monitoring the functional state of the office premises of civil servants of the central office;
1.4. Participation in procedures for placing orders for the supply of goods, performance of work, provision of services for the purpose of logistical support for the Office and its territorial departments;
1.5. Organization of maintenance and repair of office equipment;
1.6. Providing public utility services and maintenance of buildings and structures of the Department and its territorial departments;
1.7. Preparation of annual plans for capital construction and major repairs;
1.8. Organization (including development, coordination and approval of pre-project and design documentation) and control over capital construction or major repairs of administrative and other buildings and structures of the Department and its territorial departments;
1.9. Drawing up draft annual plans for the needs of the central office of the Department and territorial departments for fixed assets, capital investments, fuel and energy resources and transport;
1.10. Ensuring the use of allocated financial resources for material, technical and economic support of the Department, as well as limits for capital construction, major and current repairs and material resources;
1.11. Preparation of technical specifications during procedures for placing orders for the conclusion of government contracts for the supply of goods, performance of work, provision of services to meet the needs of the Department on issues within the competence of the department;
1.12. Organization and ensuring the uninterrupted operation of road transport in the Administration and territorial departments;
1.13. Carrying out maintenance and routine repairs of vehicles;
1.14. Transport support for the activities of the Department;
1.15. Material and technical support for fire safety;
1.16. Participation in conducting comprehensive and thematic inspections of territorial departments on issues within the competence of the department;
1.17. Formation of established reporting on the subject of the department’s activities;
1.18. Coordination and control over the activities of structural divisions and territorial departments of the Department on issues within the jurisdiction of the department;
1.19. Perform other functions on behalf of the management of the Department, provided for by the legislation of the Russian Federation.