The logistics of production is one of the essential functions at the enterprise, which at the enterprises is carried out through the bodies of material and technical supply.
The main task logistics bodies of the enterprise is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality.
Functions of the enterprise supply authorities implemented in three main areas:
Planning, including:
The study of external and internal environment enterprises, markets for individual goods;
Forecasting and determining the need for all types of material resources, planning optimal economic relations;
Optimization of production stocks;
Planning the need for materials and setting their limit for the release of shops;
operational planning supplies
Organizational Functions:
Collection of information about the needs for products, participation in fairs, sales exhibitions, auctions, etc.;
Analysis of the sources of satisfaction of the need for material resources in order to choose the most optimal;
Conclusion with suppliers of economic contracts for the supply of products;
Obtaining and organizing the delivery of real resources;
Organization of warehousing, which is part of the supply authorities;
Providing workshops, sites, jobs with the necessary material resources;
Control and coordination of work, which include:
Control over the fulfillment of contractual obligations of suppliers, the timing of product deliveries;
Control over the expenditure of material resources in production;
Input control over the quality and completeness of incoming material resources;
Inventory control;
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.
Criteria for choosing a supplier of material resources are the reliability of delivery, the ability to choose a delivery method, the time to complete an order, the possibility of providing a loan, the level of service, etc. The ratio of the significance of individual criteria with a change in external and internal factors may change.
Selection of the type of structure of supply bodies depends on the volumes, types and specialization of production, the material consumption of products and the territorial location of the enterprise, various conditions that require an appropriate delineation of functions. In small enterprises that consume small amounts of material resources in a limited range, supply functions are assigned to small groups or individual employees of the economic department of the enterprise.
On most medium and large enterprises this function is performed by special logistics departments (OMTS), which are built according to functional or material sign. 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 the supply functions for a specific type of material.
A characteristic type of supply service structure is mixed, when commodity departments, groups, bureaus are specialized in the supply of specific types of raw materials, materials, equipment. Along with the commodity department, the supply department includes functional divisions: 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, improve the material technical support production.
planning office(group) performs analysis functions environment and market research, determining the need for material resources, optimizing market behavior for the most profitable provision, forming regulatory framework, development of supply plans and analysis of their implementation, control over the fulfillment of contractual obligations by suppliers.
Commodity Bureau(group) performs a set of planning and operational functions to ensure the production of specific types of material resources, planning, accounting, importation, storage and release of material into production, i.e. regulates the work of material warehouses.
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, controls and regulates the supply of materials to the enterprise.
At engineering enterprises, the supply service, in addition to the OMTS (material supply department), includes an external cooperation department or bureau, a group that may be part of the OMTS.
Departments(bureau, groups) external cooperation provide production with semi-finished products (blanks, parts, units), can be built on a functional or commercial basis.
For the implementation of technical re-equipment and reconstruction of production, the enterprise creates equipment departments, which are usually included in 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 shops and sections with material resources, and monitoring their implementation. Material resources can be divided into 4 groups:
1) Constantly consumed in significant quantities;
2) Materials, the delivery of which, according to the conditions of work of suppliers, is made once in the planning period and is timed to coincide with a certain month of this period;
3) Received from suppliers whose average monthly consumption is less than the custom rate;
4) Obtained from marketing or supply bases.
Depending on the volume of production and the specifics of the materials, the logistics departments at the enterprise are organized differently.
There are the following types of logistics organization:
1. centralized form. With this form, supply and warehouse functions are carried out by a single supply apparatus, which is divided into the following working groups: planned, procurement, engaged in warehouse operations. This structure is typical for small and medium enterprises.
2. A system consisting of individual supply units specialized in individual material groups. Each of the supply warehouses is autonomous, a separate supply unit performs all supply functions for its group of materials. This structure is practiced in enterprises that consume large quantities of homogeneous types of materials.
3. shop supply system. Under this system, supply is carried out on a territorial-production basis. The warehouse serves one specific workshop and all supply functions are combined in one structural unit. This system is rare.
The formation of the regulatory framework, the forecasting and development of MTS plans, the establishment of economic relations and the coordination of the supply services included in the enterprise are concentrated on the basis of the enterprise supply service. The interaction of departments of the supply service of the enterprise is carried out on the basis of functional relationships, and not administrative subordination.
One of the links in the organization of the MTS is the 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 connection with production process subdivided into material, production, marketing.
Accepted materials are stored in warehouses by item groups, grades, sizes. Racks are numbered with indexes of materials. The delivery of materials and the operation of warehouses are organized on the basis of operational procurement plans.
Organization of the supply of material resources to the enterprise
Deliveries of material resources to the enterprise are carried out through system of economic relations, which are a set of economic, organizational and legal relationships that arise between suppliers and consumers of the means of production. A rational system of economic relations presupposes the minimization of production and distribution costs, the full compliance of the quantity, quality and range of supplied products with the needs of production, the timeliness and completeness of its receipt.
Economic ties between enterprises can be direct and indirect (indirect), long-term and short-term.
Direct- are links in which relations for the supply of products are established between manufacturers and suppliers directly, directly.
mediated connections are considered when there is at least one intermediary between these enterprises. Deliveries of products to the consumer can be carried out in a mixed way, i.e. both directly and through intermediaries (distributors, jobbers, agents, brokers).
Distributors and Jobbers - These are firms that sell on the basis of bulk purchases from large industrial enterprises - manufacturers finished products. Distributors as opposed to jobbers - relatively large firms, which have their own warehouses and establish long-term contractual relationships with industrial enterprises Jobbers, on the other hand, buy individual large quantities of goods for quick resale. Agents and Brokers - is it a company or individual entrepreneurs who sell the products of an industrial enterprise on the basis of a commission
Direct economic relations for enterprises are the most economical and progressive compared to indirect ones, since they exclude intermediaries, reduce distribution costs, document flow, and strengthen relationships between suppliers and consumers. Deliveries of products become more regular and stable. Indirect economic relations are less economical, require additional costs to cover the costs of the activities of intermediaries between consumer enterprises and manufacturers.
The need for indirect connections is explained by the fact that direct connections are beneficial and expedient in the conditions of consumption of material resources on a large scale. If enterprises consume raw materials in small quantities that do not reach the transit form of shipment, then in order not to create excessive stocks of material assets at enterprises, it is advisable to communicate through the services of intermediaries.
Both direct and indirect links can be long-term and short-term. Long-term economic ties are a progressive form of material and technical supply, when enterprises have the opportunity to develop cooperation on a long-term basis to improve their products, reduce their material consumption, and bring them up to world standards.
With the classification of links into direct and indirect, their division according to the forms of organizing the supply of products is connected. From this point of view, there are transit and warehouse forms of supply.
At transit form of supply material resources are moved from the supplier to the consumer directly, bypassing intermediate bases and warehouses of intermediary organizations. The company, receiving the material directly from the supplier, speeds up delivery and reduces transportation and procurement costs. However, its use is limited by transit delivery rates, less than which the supplier does not accept for execution. Using this form of supply for materials with little demand leads to an increase in stocks and related costs.
At warehouse form material resources are brought to the warehouses and bases of intermediary organizations, and then they are shipped directly to consumers
It is advisable to use the transit form in cases where consumers require material resources in large quantities, which makes it possible to ship them in full-load wagons or other means of transport. With the transit form of importation, costs are significantly reduced and the speed of circulation is increased, the use of Vehicle.
Warehouse form of supply plays an important role in providing small consumers. It allows them to order the necessary materials in quantities less than the established transit norm, which is understood as the minimum allowable total quantity of products shipped by the manufacturer to the consumer in one order. With the warehouse form of supply, products from the warehouses of intermediary organizations can be imported in small lots and with greater frequency, which helps to reduce the stock of material resources from consumers. In this case, the latter bear additional costs for warehouse processing, storage and transportation from the bases of intermediary organizations. Therefore, in each specific case, economic justification choice of forms of supply.
For feasibility study of the choice of the form of supply a formula is used where the maximum amount of material must be less than or equal to the following value:
Rmax< К(Птр-Пскл)/(Сскл-Стр) (10.1)
where R- the maximum amount of material that is economically feasible to obtain from warehouse organizations, in kind. units measurements;
To- utilization factor production assets and the content of inventories, in%;
Ptr and Pskl- the average value of the delivery party, respectively, with transit and warehouse forms of supply, in kind. units measurements;
Page and sskl- the amount of expenses for the delivery and storage of materials, respectively, for transit and storage forms of supply, in% of the price.
Important milestones in the organization of material and technical supply of industry is the specification of resources and the conclusion of business contracts for the supply of products.
Under resource specification is understood as a decoding of the enlarged nomenclature for specific types, brands, profiles, varieties, types, sizes and other features. The material support of production largely depends on the correct compilation of the specification of material resources. An inaccuracy in the specification can lead to the fact that the actual supply will not correspond to the actual need, the enterprise will be threatened with non-fulfillment production program and marketing of their products. Products are supplied under contracts, which serve as a document defining the rights and obligations of the parties.
The contracts indicate: product name, quantity, assortment, completeness, quality and grade of products, indicating standards and specifications, requirements for packaging and containers, terms of delivery of products, the total duration of the contract, the price of the supplied products and its total cost, terms of payment, the parties are responsible for compliance with the terms of the contracts. After the conclusion of contracts, the supply departments of enterprises must ensure the timely and complete receipt of materials, their quantitative and qualitative acceptance, and proper storage in the warehouses of the enterprise. Operational work on the delivery of materials is carried out on the basis of monthly plans, which indicate the calendar dates and volumes of deliveries for the most important types of material resources. Copies of such plans are transferred to the appropriate warehouses and used to organize preparatory work.
There are two options for organizing the delivery of material resources: pickup and centralized delivery.
Pickup characterized by the absence of a single body that ensures the optimal use of transport, the company independently negotiates with transport organizations. The established technological processes cargo handling, which may not be coordinated with each other, there is no need to use strictly defined types of containers, there may be no conditions for unhindered access of transport, quick unloading and acceptance of material resources.
At centralized delivery the supplier enterprise and the recipient enterprise create a single body, the purpose of which is to optimize the total material flow. For this, schemes for the delivery of products are developed, the rational sizes of supply lots and the frequency of delivery are determined; optimal routes and schedules for the delivery of products are being developed, a fleet of specialized vehicles is being created, and a number of other activities are being carried out.
The advantages of centralized delivery are that it allows you to:
Increase the use of transport and storage space;
Optimize inventory at the manufacturer and consumer of products;
To improve the quality and level of material and technical support of production;
Optimize product batch sizes.
The logistics plan provides for: determining the total need for material resources, determining the volume of stocks of materials, calculating the expected balance of materials at the end of the year, establishing the volume of import of material resources. The initial data for drawing up a logistics plan are: production program, range of materials, norm consumption, planned and estimated prices and reporting data on consumption and balances of materials in warehouses.
The need for basic materials for the program is determined by direct account (for products, parts, representatives and analogues) by multiplying the consumption rate for the corresponding products by production programs.
In the practice of enterprises, several methods are used to provide production with materials: order-based (single orders and orders for several items), based on planned assignments, on the basis of ongoing consumption (method of timely orders, method of rhythmic orders).
Organization of supply of production shops and sites
Provision of material resources production workshops, sections and other divisions of the enterprise involves the following functions:
· Establishment of quantitative and qualitative tasks for supply (limiting);
Preparation of material resources for production consumption,
· Release and delivery of material resources from the warehouse of the supply service to the place of its direct consumption or to the warehouse of the workshop, site;
· Operative regulation of supply;
· Accounting and control over the use of material resources in the divisions of the enterprise.
The supply of workshops with materials is carried out in full accordance with the established limits and specific features of production. The latter are taken into account when developing supply schedules, on the basis of which materials are delivered to the workshops. The limit is set based on the production program of the workshop and the specified consumption rates.
The limit is calculated according to the formula:
L \u003d R + Riz.p + Nz-O, (10.2)
where L- limit of this nomenclature of production;
R- the need of the shop in materials for the implementation of the production program;
Fig.p- the need of the shop for materials to change work in progress (+ increase, - decrease);
Nz- the norm of the workshop stock of this product;
O - the estimated expected balance of this product in the shop at the beginning of the planning period.
The calculation is carried out in physical terms. The need for materials to complete the production task is determined by multiplying the production program by the consumption rates for the corresponding products. In the same way, the need for materials is calculated for changing work in progress, i.e. by multiplying product consumption rates by changing the program of work in progress in the planning period.
Shop stock is determined in necessary cases and depends on the size of the batch of products delivered to the workshop, its average daily consumption, as well as on the cycle of production.
The estimated expected balance of material resources in the shop is determined by the results of the work of the shop in the period preceding the planned one:
O \u003d OF + Vf- (R.p + Re.n + Riz.p + Rbr),(10.3)
where Of- the actual balance on the first day according to inventory data or accounting;
Wf - the number of materials released to the workshop for the entire period;
Ro.p - the actual cost of the main production;
Re.n- actual expense for repair and maintenance needs;
Fig.p- the actual cost of changing work in progress;
Rbr- Marriage expense (formalized by the write-off act).
The actual consumption for the main production and repair and maintenance needs is calculated by multiplying the actual volume of work by the norms of consumption of material resources in force in this period.
The established limit is fixed in the plan-card, limit card, limit or intake list, which are sent to the warehouse and the consumer workshop.
plan map usually used in mass and large-scale production, i.e. in conditions of stable demand and clear regulation of production. It indicates the limit set for the workshop for each type of material, the timing and size of the supply of the batch. In accordance with the plan maps, the warehouse delivers consignments of materials to each workshop on time with its own vehicles. Their release is issued by waybills. In the plan-map form, current records of the implementation of the supply plan are kept.
Limit card is used in cases where strict regulation of deliveries within a month in terms of terms and volumes is difficult (serial and individual production). The limit card specifies the monthly material requirement, the amount of stock, and the monthly consumption limit.
In cases where it becomes necessary to make decisions to change the limit, the supply service issues a one-time request or a request for a replacement, which is agreed with technical service and signed by the responsible person (chief engineer, chief designer, chief mechanic, etc.).
The limit list usually includes a group of homogeneous materials or all materials received from a given warehouse.
Fence sheets (cards) are introduced when limiting the consumption of auxiliary materials, usually in cases where the need for them is uneven and there are no sufficiently accurate consumption rates. The release of materials on intake cards (sheets) is regulated by predetermined periods (usually once a month or quarter). The intake card indicates the amount of material that the workshop can consume, and the timing of its receipt
The supply service is responsible for the timely and high-quality preparation of material resources for production consumption, performs unpacking, re-preservation, picking, which are coordinated with the technological service of the enterprise.
The purposeful and economical consumption of material resources in the shops is under constant control of the supply service and is periodically checked by auditing material records. Based on the results of the audit, specific measures are taken to eliminate the revealed deficiencies.
The work of logistics bodies affects the level of the main technical and economic indicators of the enterprise.
To number of logistics indicators include quantitative and qualitative indicators:
Plan for the importation of material resources (nomenclature, quantity and cost of material resources);
Transportation and procurement costs (the cost of transporting materials to the junction station - the cost of delivering materials to the enterprise's warehouse; margins of supply and marketing organizations; packaging costs, etc.);
Expenses for storage, issuance into production and shipment to the consumer of material resources; administrative and economic expenses (expenses for the maintenance of the apparatus of the logistics department), etc.
The basis for positive evaluation the activities of logistics bodies are the absence of interruptions in the supply of production, excess stocks and illiquid assets, the timely conclusion of contracts, the reduction of supply costs, etc.
The basis for determining the organizational structure of the logistics management should be based on principles that provide the entire range of management functions for a set of units. First of all, these are low-link management, flexibility, an effective communication system, the principle of one-man command and a clear delineation of functions.
There are three forms of organization of MTO management: centralized, decentralized and mixed.
The centralized control system provides for the concentration of functions within a single logistics service, which is due to the territorial integrity of the enterprise, the production unity of the enterprise and a relatively narrow range of consumed materials.
decentralized the management system provides for the dispersal of functions, which is due to the territorial disunity of the enterprise, the production independence of departments and a relatively wide range of materials.
mixed the MTO system combines both of the above structures.
At industrial enterprises, there are various schemes for the organizational construction of the MTO service. The systematization of these structures allows us to identify the most typical ones: functional, according to the commodity principle and combined.
functional the MTO management structure provides for the specialization of individual units to perform specific functions. Such a structure is acceptable mainly for enterprises with a single and small-scale type of production, a relatively narrow range and small volumes of consumed materials and products.
Commodity based management structure provides for the specialization of individual subdivisions of the logistics service to perform the entire range of work to provide the enterprise with certain types of material resources. Product specialization individual subdivisions of the logistics service provides for the implementation of the entire range of functions to provide the enterprise with certain types of material resources. Commodity specialization is typical for enterprises with large-scale and mass production, a relatively wide range of products and large volumes of consumed materials and products.
And finally combined the MTO management structure provides for certain divisions of the enterprise, in which the entire range of functions is carried out by groups of specialists assigned to them in material resources, and all functions of external resource supply are also carried out.
Other structural divisions, such as the department of the chief mechanic, the department of the chief power engineer, etc., carry out all the functions of intra-production movement in terms of the materials assigned to them due to the specialization of these divisions.
Warehousing, as a rule, is specialized in the types of materials and is under centralized or decentralized management in a common system of functional relationships with other divisions of an industrial enterprise.
Logistics planning
Planning the MTO of an enterprise is the basis for making a decision on the purchase of material resources. When organizing the purchase of material resources at enterprises, it is necessary to determine the need for material resources according to the specified nomenclature for planning period.
The planning process includes the following stages: market research of raw materials and materials, determination of the needs of the enterprise for the entire range of consumed materials, drawing up a procurement plan for materials and cost analysis of the procurement enterprise.
Research of the market of raw materials and materials is one of the elements of planning the MTO of an enterprise. The study of the market of raw materials and materials involves the systematic collection, processing, analysis and evaluation of information on the supply of specific types of materials, assortment and prices for raw materials, materials, fuel and semi-finished products. When researching the market for raw materials and materials, the enterprise must give a quantitative assessment of the proposals of the material resources it needs in the range and at the prices offered. An important place in the study of this market is the analysis of the costs of delivering materials.
When analyzing specific suppliers of raw materials and materials, information about the state of the customer's portfolio plays an important role.
Market research of raw materials and materials is of a strategic nature, since the issue of purchasing material resources is being decided. When developing a supply strategy, the company compares its own costs for the production of the necessary parts with the price of similar parts from the supplier.
Determining the need for material resources - the central link in planning the logistics of the enterprise. The need for material resources consists of the need for resources for the main production, for the creation and maintenance of carry-over stocks at the end of the planning period and the need for other types of economic activity, including non-production.
When calculating the need for material resources, it is necessary to take into account the availability of funds to cover them. Sources of coverage can be own or borrowed. The need for material resources is planned for the entire range of materials in value and physical terms. The volumes and timing of the supply of materials to the enterprise are determined by the mode of their production consumption, the creation and maintenance of the required level of inventories.
The volume of required material resources consists of the need for materials necessary for the introduction of new equipment, for the manufacture of equipment and tools, for operational and technological needs, for the creation of the necessary backlog of work in progress and for the formation of carry-over stocks. The need for material resources is determined on the basis of the MTO balance of the enterprise, taking into account balances and internal sources of support.
Determining the need for material resources can be done in three ways: deterministic - based on production plans and consumption rates; stochastic - based on a probabilistic forecast, taking into account the needs for past periods; evaluative - on the basis of an experimental-statistical assessment. The choice of method depends on the characteristics of the material resources, the conditions of their consumption and the availability of relevant data for the necessary calculations.
1.2 Functions of the logistics department in the firm
The main goal of the MTO is to bring material resources to specific manufacturing enterprises in advance determined by the agreement place of consumption.
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 lease of material resources by industrial enterprises, accompanied by a change in the form of value.
Auxiliary commercial functions- marketing and legal. Marketing functions of a commercial nature include the identification and selection of specific suppliers of material resources. In some cases, intermediary structures can act as suppliers.
Legal functions are related to legal support and protection of property rights, preparation and conduct of business negotiations and legal registration transactions and control over their execution.
Technological functions include the delivery and storage of material resources. This is preceded by a number of auxiliary functions for unpacking, depreservation, harvesting and pre-processing.
A number of economists also distinguish external and internal functions.
External functions are implemented outside the enterprise in relations with suppliers, wholesalers, retail, trade, transport organizations. The main external functions include:
Analysis of the market of suppliers of material and technical resources in order to select the optimal counterparty with the subsequent conclusion of contracts;
Creation of economic relations in the field of supply of resources based on the principle of rationality;
Substantiation of the method of choosing the means of delivering resources to the enterprise, analysis of transport companies in order to choose the most suitable one.
Internal functions are implemented directly within the enterprise and are manifested in the relationship of the logistics department with the administration of the enterprise, as well as with other production units of the enterprise. The main internal functions include:
Development material balance or a supply plan;
Distribution of incoming material and technical resources for various departments according to production plans, tasks;
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.
Concretizing the listed functions, the following main activities of the MTO department can be noted:
1) holding marketing research supplier market for specific types of resources. The choice of suppliers is recommended to be carried out 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; acceptable (optimal) price; simplicity of the scheme and stability of supplies;
2) regulation of the need for specific types of resources;
3) development of organizational and technical measures to reduce the norms and standards of resource consumption;
4) search for channels and forms of logistics for production;
5) development of material balances;
6) planning the logistics of production with resources;
7) organization of delivery, storage and preparation of resources for production;
8) organization of providing jobs with resources;
9) accounting and control of the use of resources;
10) organization of collection and processing of production waste;
11) analysis of the efficiency of resource use;
12) stimulating improvement in the use of resources.
We have already said that the supply process in the enterprise is carried out by the supply department or logistics. Briefly, we examined the 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 should work in the department. This requirement is due to the fact that the implementation of supply functions is of a complex complex nature, which requires knowledge in various areas of logistics, marketing, economics of production organization, skills in rationing, forecasting, etc.
2. Methods for determining the company's need for necessary resources
2.1 Methods for determining the needs for the quality and quantity of goods and services
Determining material requirements is one of the most important works performed in the process of planning the material support of production. 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, production cycle products, etc. Possible fluctuations in needs and delivery times necessitate continuous monitoring of the level of inventories.
Necessary condition solving the problems of determining the requirements for materials is the choice of the method of 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 set period to ensure the fulfillment of a given production program or existing orders.
Since in most cases the need for materials is linked to a certain period, they speak of periodic requirements.
Periodic demand consists of primary and secondary.
primary need. Primary refers to the need for finished goods, assemblies and parts intended for sale, as well as purchased spare parts. Calculation of the primary requirement, as a rule, is carried out using the methods of mathematical statistics and forecasting, giving the expected demand. In order to avoid a rigid dependence on delivery times and insure itself against losses, the enterprise seeks to reuse the same parts and assemblies through the unification of manufactured products and the creation of their stocks. The risk of an incorrect assessment or an inaccurate forecast of needs is offset by a corresponding increase in safety stocks. The more reliable the forecast, the lower the required inventory level.
The established independent requirement is the basis of management material flows at enterprises operating in the field of trade.
When calculating dependent requirements, the following are assumed to be specified: primary requirement, including information on volumes and terms; specifications or applicability information; possible additional deliveries; the amount of materials at the disposal of the enterprise. Therefore, deterministic calculation methods are usually used to determine dependent requirements. 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 the secondary on the basis of indicators of the use of materials (deterministic determination of demand), by performing stochastic calculations based on the consumption of available materials or by expert means.
Gross and net requirements. Gross demand is understood as the need for materials for the planning period, regardless of whether they are in stock or in production. Accordingly, the net requirement characterizes the need for materials for the planning period, taking into account their available stocks and is obtained as the difference between the gross requirement and the available warehouse stocks by a certain date.
In practice, the total need for materials increases relative to the gross indication for the additional need due to defects in production and work on maintenance and equipment repair. After comparison with the amount of available stock, the residual requirement is adjusted by the amount of current orders.
In the practice of enterprises, several methods are used to provide production with materials: order-based, based on planned targets, based on realized needs.
The order-by-order method can be considered as one of the ways of material support of production on the basis of planned targets, orders. A distinctive feature of the order-based supply method is the “instantaneous conversion” of an emerging requirement into an order, which under normal conditions leads to a lack of stock. Therefore, net demand calculation is not provided.
Ensuring production on the basis of ongoing consumption is based on the 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 certain period, a product structure in the form of BOMs that allows you to define the dependent requirement, and the possible additional requirement.
When supplying materials based on planned targets, the order quantity is determined based on the net requirement, taking into account the planned receipt and the availability of materials in the warehouse.
Material security based on consumption. The purpose of this method of material support is to replenish stocks in a timely manner and maintain them at a level that would cover any need before new materials arrive. In accordance with the goal, the problem of determining the moment of time of the additional order is solved, the issue of the size of the order is not considered.
Depending on the type of inspection and issuance of orders, there are two methods of material supply based on the consumption carried out, known as inventory control systems. These are methods: ensuring timely orders (a system of inventory control with a fixed order size) and the necessary rhythm (a system of inventory control with a fixed frequency).
APPROVE
CEO
PJSC "Company"
____________ P.P. Petrov
"___"___________ G.
Position
about the logistics and equipment department
1. General Provisions
1.1. Full name - department logistical supply and equipment, abbreviated - OMTSiK.
1.2. The Procurement and Completion Department (hereinafter referred to as OMTS and K) is an independent structural subdivision of OJSC "Company" (hereinafter referred to as the enterprise). The department is created and liquidated by the order of the general director of the enterprise.
1.3. OMTSiK reports directly to the commercial director.
1.4. OMTSiK is headed by a chief appointed to the position by order of the general director of the enterprise on the proposal of the commercial director.
1.5. In the course of the implementation of the functions assigned to the department, it interacts with other structural divisions of the enterprise:
1.5.1. Production departments
1.5.2. Planning and Economic Department
1.5.3. Production Order Bureau
1.5.4.Finance Department
1.5.5. Department of technical control
1.5.6. Design and Technology Department
1.5.7. Transport and warehouse management
1.5.8. With workshops
1.5.9. Accounting
1.5.10. Human Resources
1.5.11. legal department
1.5.12. Department industrial safety and environmental protection.
1.6. In its activities, the department is guided by:
— The current legislation of the Russian Federation;
— Orders and orders of the general and commercial directors;
- the Charter of the enterprise;
— The policy of the enterprise in the field of quality;
- quality manual;
- By this regulation;
— Documentation of the quality management system of the enterprise;
— Rules of internal work schedule.
2 GOALS
2.1 Organization of timely provision of the enterprise with all materials and components of the required quality necessary for production.
2.2 Formation of the optimal size of inventories, reduction of costs associated with the acquisition and delivery.
3 INTERNAL STRUCTURE
3.1 The structure and staffing of the department are approved by the general director of the enterprise, based on the conditions and characteristics of the enterprise's activities, as advised by the head of the OMT&K.
3.2 The head of the OMT&K has one deputy.
3.3 The duties of the deputy and heads of the bureau are determined by the head of the OMT&K.
3.4 The deputy, heads of the OMT&K bureau, other employees of the department are appointed to positions and dismissed by order of the general director of the enterprise on the proposal of the head of the OMT&K.
3.5 The Logistics Department has a Bureau:
- planned - normative;
— metals;
— chemicals, paints and varnishes, cable products, enameled wires and insulation;
- equipment and auxiliary materials;
- purchased tool.
3.6 The Deputy Head of the OMTSiK reports to the Head of the OMTSiK.
3.7 The heads of the bureau report to the head of the OMT&K and the deputy head of the OMT&K.
3.8 The distribution of duties between the employees of the departments (bureau) is carried out by the heads of the bureau.
4 Functions and tasks
4.1 Participation in the implementation of the Company's Quality Policy.
4.2. Determining the need for material resources (raw materials, materials, semi-finished products, components, fuel, etc.).
4.3 Determining the sources of covering the need for material resources (selection of suppliers, their assessment.)
4.4 Preparation, analysis of contracts with suppliers before their conclusion, agreement on conditions, delivery dates, quality requirements for the supplied material resources.
4.5 Continuous monitoring of the timely fulfillment by suppliers of their obligations under contracts.
4.6 Preparation of data for filing claims against suppliers in case of violation of their contractual obligations.
4.7 Monitoring the state of stocks of materials, raw materials, semi-finished products and components, ensuring the smooth operation of the enterprise by timely delivery of materials to the warehouse of the enterprise.
4.8 Implementation of control over the issue of material resources from the warehouses of TSU and their spending in the divisions of the enterprise for its intended purpose.
4.9. Take part in the development and implementation of measures to improve the efficiency of the use of material resources (reducing the costs associated with transportation, replacing expensive materials with cheap ones, using secondary raw materials, selling excess resources, etc.).
4.10 To take part in the development of draft plans for the logistics of the production program, repair and maintenance needs of the enterprise and its divisions.
4.11 To take part in the development, operation and improvement of the quality management system (in accordance with the competence of the department) of the enterprise.
4.12. Participate in the development and implementation of corrective and preventive actions (in accordance with the competence of the department).
5 RIGHTS
5.1. Represent JSC "Company" in other organizations on the acquisition of material resources.
5.2. Correspondence, negotiations with suppliers and draw up contracts for the supply of material resources signed by the gene. director or other person having the right to sign.
5.3. Require and receive from all structural divisions of the enterprise the information necessary to perform the tasks assigned to the department.
5.4. Involve specialists from structural divisions of the enterprise, experts from third-party organizations to participate in the consideration and performance of work on issues within the competence of the department.
6 RELATIONSHIPS WITH OTHER UNITS
In the course of performing functions and tasks, the logistics department
supply interacts:
6.1. With production departments on:
6.1.1 receipt:
— applications for material and technical resources;
— copies of acts of non-compliance, drawn up in in due course;
- information about the remains of raw materials, materials, components in the storerooms of the unit;
- information about the difficulties associated with insufficient provision of materials, components.
6.1.2 provision:
- Requirements - waybills for the release of material and technical resources;
- information on the availability of material and technical resources in the warehouses of raw materials and materials;
- information on the timing of receipt of materials, components;
-information on changes in the terms of delivery of materials;
6.2. With the planning and economic department on:
6.2.1. Receiving:
- annual, quarterly production plans;
6.2.2. Provisions:
- information on prices for raw materials and materials.
6.3. With the production planning bureau for questions
6.3.1 Receipts:
- monthly production tasks, their changes, additions;
6.3.2. Provisions:
— data on the availability of materials in warehouses, the timing of receipt, information
about changes in the terms of delivery;
6.4. With the financial department for questions
6.4.1. Receiving:
- monthly planned estimate of payments for raw materials, materials,
components (budget);
- data on the actual execution of the budget.
6.4.2. Provisions:
— data for planning a monthly estimate of payments for raw materials, materials,
components (budget);
— information on prices for raw materials, materials, components;
- information on the execution of applications for the purchase of materials.
- - invoices and memos for payment;
6.5. With the design and technology department:
6.5.1. Receiving:
— copies of certificates for materials that have not passed the input control;
— consultations on QMS issues;
— QMS documentation;
— conclusions on external and internal audits of the QMS.
6.5.2. Provisions:
— information about the conditions for the supply of materials;
— corrective action plans; “reports on the implementation
measures to eliminate inconsistencies in the management system
quality, newly developed QMS documentation;
- Documents required for making claims.
6.6. With the technical support department on:
6.6.1 Receipts:
- norms for the consumption of materials and notifications of changes in norms
expense;
– permits for the use in the production of materials with
quality deviations;
- information about the materials needed to start production
new products;
— information about the interchangeability of materials.
6.6.2. Provisions:
- information about the volumes and terms of shipment of materials.
6.7. With transport and warehouse management (TSU) on the following issues:
6.7.1. Receiving:
- information about admission; movement, availability of materials in warehouses;
- requests for the purchase of materials.
6.7.2. Provisions:
— information about shipped materials;
– applications for vehicles for the delivery of materials;
- data for the search for goods by rail.
6.8. With workshops for questions
6.8.1. Receiving:
- applications for materials, components for repair -
operational needs.
6.8.2. Representation:
- information about the availability of materials in warehouses;
- information on the acquisition of materials on request.
6.9. With accounting for:
6.9.1. Receiving:
- data on the movement of raw materials and materials, and the balance at the end
reporting period;
- the results of the inventory of material and technical resources;
- Applications for the purchase of materials.
6.9.2. Provisions:
- income and expenditure documents.
6.10. With the Human Resources Department for:
6.10.1. Receiving:
— plans, schedules for personnel training;
6.10.2 Provisions:
vacation schedules;
- applications for recruitment;
- requests for staff training;
- time sheet.
6.11. With the legal department on:
6.11.1. Receiving:
-consultations on issues related to the acquisition of material resources, labor legislation.
6.12.2. Provisions:
— draft contracts and additional agreements to them for analysis;
-data for conducting claims and claims work by counterparties.
6.13. With the department of industrial safety and environmental protection
for questions:
6.13.1 Receipts:
-information necessary to perform the functional tasks of the department.
6.13.2 Provisions:
- information on the availability of protective equipment in warehouses;
— information about the purchase of special footwear, special clothing, protective equipment.
7 RESPONSIBILITIES OF THE HEAD OF DIVISION
7.1 Liability for improper and untimely performance
The functions of the department are carried out by the head of the department of material and technical
supplies.
7.2. The head of OMTS and K is personally responsible for:
7.2.1 failure to organize the activities of the department to fulfill the tasks and functions assigned to the department.
7.2.2 Non-organization in the department of operational and high-quality preparation and execution of documents, record keeping in accordance with current rules and instructions.
7.2.3 Non-organization of observance by employees of the department of labor and production discipline.
7.2.4 Failure to ensure the safety of property located in the department and compliance with fire safety rules.
7.2.5 Selection, placement and activities of department employees.
7.2.6 Non-compliance with the current legislation, draft orders, instructions, provisions of resolutions and other documents signed by him.
7.2.7 The responsibility of the employees of the department is established by the officials
instructions.
8 CONCLUSION
8.1 This "Regulation" is drawn up in accordance with:
8.1.1 the requirements of the STP QMS documents "Regulations on the structural
subdivision. General requirements";
8.1.2 operating on the enterprise organizational and managerial
structure;
8.1.3. staffing OMTS and K.
8.2. In this "Regulation" has the right to make proposals on its
change of the commercial director of the enterprise and the head of the department
material and technical supply and equipment (OMTSiK).
8.3 The date of entry into force of this "Regulation" is the date
statements of the "Regulations" CEO enterprises.
8.4 The term of this "Regulation" is 5 years.
Head of Department
material and technical supply and equipment M.M. Suppliers
Commercial Director K.K. Raskukuev
Head of Personnel Department I.I. Ivanov
Head of Quality Management Department V.V. Vasiliev
Head of the Legal Department S.S. Sergeev
Added to site:
1. General Provisions
1.1. The logistics department, being an independent structural subdivision of the enterprise, is created and liquidated by order of [name of the position of the head of the enterprise].
1.2. The department is headed by a chief appointed to the position by order of [name of the position of the head of the enterprise].
1.3. The Head of Logistics has [insert as appropriate] Deputy(s). The duties of the deputy(s) are determined by the head of the logistics department.
1.4. The deputy(s) and heads of structural units (bureaus, sectors, etc.) as part of the logistics department, other employees of the department are appointed to positions and dismissed from positions by order of [name of the position of the head of the enterprise] on the proposal of the head of the logistics department.
1.5. The department reports directly to [name of the position of the head of the enterprise].
1.6. In its activities, the department is guided by:
the Charter of the enterprise;
By this provision;
Legislation of the Russian Federation;
1.7. [Enter as required].
2. Structure
2.1. The structure and staffing of the department is approved by [name of the position of the head of the enterprise], based on the specific conditions and characteristics of the enterprise's activities, on the proposal of the head of the logistics department and in agreement with the [human resources department, department of organization and remuneration].
2.2. The logistics department may include structural units (groups, sectors, bureaus, sections, etc.).
For example: warehouses of raw materials and materials, bureau (sector, group) of planning, accounting and reporting, bureau (sector, group) of contracts and claims, bureau (sector, group) of operational management.
2.3. The regulations on the subdivisions of the logistics department (bureaus, sectors, groups, etc.) are approved by the head of the logistics department, and the distribution of duties between employees of the departments is carried out by [heads of bureaus, sectors, groups; deputy head(s) of the department].
2.4. [Enter as required].
3. Tasks
The logistics department is responsible for the following tasks:
3.1. Provision of production departments of the enterprise with material and technical resources.
3.2. Preparation and conclusion of contracts for the supply of material and technical resources.
3.3. Organization rational use material and technical resources.
3.4. [Enter as required].
4. Functions
The logistics department performs the following functions:
4.1. Determining the need for material resources (raw materials, materials, semi-finished products, equipment, components, fuel, energy, etc.).
4.2. Determination of sources for covering the need for material resources.
4.3. Development of projects of long-term, current plans and balances of logistics, production program of the enterprise, repair and maintenance needs of the entire enterprise and its divisions.
4.4. Providing the enterprise with all necessary for its production activities material resources of appropriate quality.
4.5. Drawing up balances of material and technical support, summary tables by types of raw materials, materials.
4.6. Creation of stocks of material resources necessary for production.
4.7. Preparation and conclusion in accordance with the established procedure of contracts with suppliers.
4.8. Coordination of conditions and terms of supply of material resources.
4.9. Analysis of the possibilities and expediency of establishing direct long-term economic relations for the supply of material and technical resources.
4.10. The study of operational marketing information and advertising materials about proposals of wholesale trade enterprises and procurement organizations in order to identify the possibility of acquiring material and technical resources.
4.11. Ensuring the delivery of material resources in accordance with the terms specified in the contracts.
4.12. Organization of acceptance of material and technical resources to warehouses of raw materials and materials.
4.13. Organization of quality control, quantity, completeness of material and technical resources when they are received at the warehouses of raw materials and materials.
4.14. Preparation of claims against suppliers in case of violation of their contractual obligations and preparation of settlements for these claims.
4.15. Coordination with suppliers in the prescribed manner of changes in the terms of contracts.
4.16. Participation in the development of enterprise standards for the material and technical supply of the quality of products.
4.17. Development of standards for production (warehouse) stocks of material resources.
4.18. Ensuring control over the state of stocks of materials, raw materials, semi-finished products and components.
4.19. Operative regulation of production stocks at the enterprise.
4.20. Compliance with the limits on the release of material resources and control over their spending in the divisions of the enterprise for its intended purpose.
4.21. Development and implementation of measures to improve the efficiency of the use of material resources, reduce the costs associated with transportation and storage, as well as recommendations for the use of secondary resources and production waste.
4.22. Identification of excess raw materials, materials, equipment and other types of material and technical resources and their sale to third parties.
4.23. Organization of warehouse work.
4.24. Ensuring a high level of mechanization and automation of transport and warehouse operations, the use of computer systems and regulatory conditions for the organization and labor protection.
4.25. Accounting for the movement of material and technical resources.
4.26. Seizure in the divisions of the enterprise of excess balances of materials, their transfer to the warehouse of raw materials and materials, to other divisions and proper execution such operations.
4.27. Development of proposals for replacing expensive and scarce materials and raw materials with more affordable ones.
4.28. Control over the correctness of invoices and other settlement documents of suppliers presented for acceptance and ensuring the timely transfer of these documents for payment.
4.29. Participation in the formation of prices for manufactured products and the assessment of the reasonableness of suppliers' prices.
4.30. Planning and organization of the following events:
Establishing relationships with both existing and prospective (including foreign) suppliers, primarily on issues of prices and quality of raw materials, materials, semi-finished products, components;
Purchase of mass types of raw materials and materials in large packaging (railway and tank trucks, containers, bags on pallets, etc.);
Acquisition of small batches of certain types of material and technical means;
Introduction of the practice of preferential purchase of raw materials from enterprises selling on the basis of partial prepayment;
Search for each type of raw materials and materials of two or more suppliers in order to eliminate dependence on one supplier and minimize losses from disruptions in the supply of raw materials, as well as lower prices for these products;
- [fill in as needed].
4.31. Drafting:
Lists of suppliers, their details, schemes of direct economic relations with suppliers;
Applications for material and technical resources (summary annual; annual, received from the divisions of enterprises; quarterly; monthly);
Summary data on the distribution and sale of funds for raw materials and materials;
Documents (summaries, information, certificates) on the distribution and sale of funds for all types of supplies;
Acts, conclusions on the quality of incoming material and technical resources;
commercial acts;
- [fill in as needed].
4.32. [Enter as required].
5. Rights
5.1. The logistics department has the right to:
Give instructions to the structural divisions of the enterprise on the expenditure of material and technical resources;
Require and receive from all structural divisions of the enterprise the information necessary to perform the tasks assigned to the department;
To control the rationality and correctness of the use of material and technical resources by the divisions of the enterprise;
Independently conduct correspondence on matters of material and technical supply;
Represent in the prescribed manner on behalf of the enterprise on issues within the competence of the department in relations with state and municipal authorities, as well as other enterprises, organizations, institutions;
In accordance with the law, make proposals to the management of the enterprise on bringing to material and disciplinary liability officials enterprises based on the results of inspections;
Involve, in accordance with the established procedure, specialists from structural divisions of the enterprise, experts from third-party organizations to participate in the consideration and performance of work on issues within the competence of the department in accordance with this regulation;
- [fill in as needed].
5.2. The head of the logistics department signs and approves documents related to the logistics of the enterprise (plans, contracts, reports, estimates, certificates, statements, acts, etc.).
5.3. The head of the logistics department has the right to make proposals to the personnel department and the management of the enterprise on the movement of employees of the department, their encouragement for successful work, as well as proposals to impose penalties on employees who violate labor discipline.
5.4. [Enter as required].
6. Relationships (service relations) **
To perform the functions and exercise the rights provided for by this regulation, the logistics department interacts:
6.1. With production departments on:
Receiving:
Calculations of needs and applications for material and technical resources;
Reports on the use of material and technical resources and compliance with established spending standards;
Marriage certificates drawn up in the prescribed manner;
Documentation on the acceptance of material and technical resources by departments;
Information about the remains of raw materials, materials, semi-finished products, components;
- [fill in as needed].
Provisions:
Plans for the supply of material and technical resources;
Limit cards for the release of material and technical resources;
Information on the availability of material and technical resources in the warehouses of raw materials and materials;
- [fill in as needed].
6.2. With the production and dispatching department on:
Receiving:
Production plans and production schedules;
Information about the norms of backlogs at sites and in workshops and their observance;
Schedules for the submission of materials to production units;
Information about the causes of violations of the production process;
- [fill in as needed].
Provisions:
Information on providing subdivisions with material and technical resources;
Data on the total quantity of delivered products according to the nomenclature provided for by the logistics plans and concluded contracts;
Information on the availability of material and technical resources in the warehouse of raw materials and materials;
Explanatory statements about the reasons for violations of the terms and volumes of the transfer of material and technical resources to production units, which resulted in production downtime;
6.3. With the department of the chief technologist on:
Receiving:
Norms of expenditure of material and technical resources to determine the volume of material and technical support;
Tolerances for the deviation of the quality of material and technical resources;
Applications with a list of material and technical resources required for production;
production plans;
Answers to proposals for replacing expensive and scarce material and technical resources with more affordable ones;
Tables of interchangeability of material and technical resources;
Notifications for the replacement of materials;
- [fill in as needed].
Provisions:
Consultations on materials and raw materials;
Requests for permissible technological deviations in the quality of the material;
Agreed technological conditions for special materials;
Technical and instructional documentation for material and technical resources transferred to production;
- [fill in as needed].
6.4. With the quality control department for:
Receiving:
Documents confirming the quality of material and technical resources;
Acts of acceptance of products in terms of quality and completeness;
Acts of rejection of products;
Instructions on the termination of the supply to production of material and technical resources that deviate from the technical conditions;
- [fill in as needed].
Provisions:
Accompanying documents of suppliers for material and technical resources arriving at the enterprise (certificates, declarations of conformity, passports, instructions, specifications, etc.);
Copies of supply contracts and amendments thereto;
Documents required for filing complaints;
- [fill in as needed].
6.5. With the transport department for:
Receiving:
Operational, monthly, quarterly and annual schedules of transportation, material and technical resources;
Schedules for the supply of vehicles for the loading of material and technical resources accepted from suppliers;
Forwarding documentation with notes on the acceptance of material and technical means from suppliers;
Reports on the implementation of plans for loading and unloading, centralized delivery of material and technical resources;
- [fill in as needed].
Provisions:
Plans for the purchase of material and technical resources under concluded contracts;
Applications for submission of vehicles;
Instructions and requirements for the transportation of logistics various types transport;
- [fill in as needed].
6.6. With the planning and economic department on:
Receiving:
Plans for the production of products (performance of work, provision of services) for a month, quarter, year;
The results of the analysis of the activities of the logistics department for previous planning periods;
Calculations of volumes of stocks of material resources;
- [fill in as needed].
Provisions:
Calculations of the need for material resources (raw materials, materials, semi-finished products, equipment, fuel, energy, etc.);
Data on changes in prices for material resources from suppliers;
Projects of long-term and current plans for the logistics of the production program, repair and maintenance needs of the enterprise and its divisions;
Reports on the implementation of logistics plans;
- [fill in as needed].
6.7. With the financial department for:
Receiving:
Agreed draft claims;
Proposals to eliminate the causes that served as the basis for filing claims and sanctions against the enterprise;
Approved calculations of working capital norms;
- [fill in as needed].
Provisions:
Projects of long-term and current plans for the logistics of the production activities of the enterprise;
Copies of claims filed by contractors;
Draft claims against contractors in case of violation of their contractual obligations;
Reports on the implementation of logistics plans;
- [fill in as needed].
6.8. With the main accounting department for:
Receiving:
Approved cost estimates for the acquisition of material and technical resources;
Results of the inventory of material and technical resources;
Reporting data on the movement of raw materials and materials, on their balances at the end of the reporting period;
- [fill in as needed].
Provisions:
Commodity accompanying documentation;
Reports on material and technical resources shipped by contractors;
Information on the state of stocks in the warehouse of raw materials and materials;
Reports on the costs incurred for the acquisition of material and technical resources;
- [fill in as needed].
6.9. With the marketing department for:
Receiving:
Generalized information about suppliers of materials, raw materials, semi-finished products;
Information about prices for the required material and technical resources various suppliers, procurement organizations;
Information about the state of the commodity market;
Information about the appearance of new types of materials, raw materials, semi-finished products, components with the application of technical specifications;
Information about the demand for material and technical resources, its possible fluctuations and their causes;
Information about major suppliers (estimated and actual volumes of turnover, stability in the commodity market, etc.);
Information about planned exhibitions, fairs;
- [fill in as needed].
Provisions:
Information on concluded contracts for the supply of material and technical resources;
Applications for holding marketing analysis wholesale and retail prices for products sold;
Reports of the quality control department, chief technologist, production units on the quality of material and technical resources;
Documents required for registration of participation in exhibitions, fairs;
6.10. With the legal department on:
Receiving:
The results of legal expertise of contracts, orders, orders, instructions submitted for approval;
Draft contracts for the acquisition of material and technical resources;
Protocols for reconciling disagreements on the terms of contracts;
Agreed claims and lawsuits against suppliers of material and technical resources regarding their violation of contractual obligations;
Explanations of the current legislation and the procedure for its application;
Analysis of changes and additions to civil legislation;
- [fill in as needed].
Provisions:
Orders, instructions, instructions for sighting and legal expertise;
Information about violations of contractual obligations by counterparties, about non-compliance with delivery dates;
Documents and necessary calculations for filing claims and lawsuits against suppliers of material and technical resources regarding their violation of contractual obligations;
Applications for the search for the necessary legal documents and clarification of the current legislation;
- [fill in as needed].
6.11. C [name structural unit] for questions:
Receiving:
- [fill in];
- [fill in as needed].
Provisions:
- [fill in];
- [fill in as needed].
7. Responsibility
7.1. Responsibility for the proper and timely performance by the department of the functions provided for by this regulation lies with the head of the logistics department.
7.2. The head of the logistics department is personally responsible for:
Compliance with the legislation of the instructions issued by the department, orders, invoices issued, compliance with the rules of accounting and reporting;
Submission of reliable consolidated reporting and compliance with the deadlines for its submission to the relevant departments of the enterprise;
Ensuring the safety of material and technical resources;
Compliance with the limits of spending funds allocated for the logistics of the enterprise;
Rational spending Money allocated for the acquisition of material and technical resources;
Fulfillment of logistics plans in terms of terms, volumes and nomenclature;
Providing the management of the enterprise with information on the work of the logistics department;
Timely, as well as high-quality execution of documents and instructions of the company's management;
Preventing the use of information by employees of the department for non-official purposes;
Compliance with the work schedule of the employees of the department.
7.3. The responsibility of employees of the logistics department is established by job descriptions.
7.4. [Enter as required].
Head of structural unit
[initials, last name]
[signature]
[day month Year]
Agreed:
[official with whom the regulation is agreed]
[initials, last name]
[signature]
[day month Year]
Head of the legal department
[initials, last name]
[signature]
[day month Year]