Logistic approach and supply chain management. Supply chain management systems. A process that can respond flexibly to market conditions

Introduction

The concept of "supply chain"

Supply chain classification

Types of relationships in the supply chain

Supply Chain Management Challenges

Conclusion

Introduction

The current period of development of a market economy is marked by an increase in interest in logistics and supply chain management. The globalization of the market for goods and services, as well as revolutionary changes in information technology, require ensuring the clarity of physical supply flows as necessary condition mandatory continuity of business processes.

The external environment in which logistics operations are carried out is constantly changing under the influence of market changes and competitive conditions. In order to timely and adequately respond to these changes, any company needs a methodology for systematic planning, design and reengineering of the logistics system, which allows taking into account the current circumstances and evaluating possible alternatives for its development. In project logistics of the global format, a new direction is actively developing - supply chain design. it the new kind logistics systems, the management of which from the standpoint of minimizing total costs, increasing profits, improving customer service and reducing the impact of uncertainty factors on the system, is called supply chain management. In order to carry out effective management, it is necessary to understand the concept of supply chains, namely, their classification.

Currently, Russian specialists involved in logistics planning and supply chain modeling are faced with a number of problems related to supply chain management.

Firstly, complex, multifactorial, non-stationary processes (material, informational, financial, etc.) require for their description and subsequent optimization management decisions attracting adequate sources of information, a powerful analytical apparatus and modern computer technologies.

Secondly, at the turn of the XX-XXI centuries, there was a paradigm shift in the theory of logistics and supply chain management. The resource paradigm has been replaced by an innovative one, which is based on infrastructural, organizational and informational integration of the supply chain. The essence of the innovation paradigm lies in the holistic consideration of business processes in supply chains. A new understanding of integrated logistics and supply chain management cannot automatically lead to an increase in the success of chain counterparties and requires the development of new concepts, methods and models based on a process approach to modeling and integrated supply chain planning.

Thirdly, the external environment in which companies that are counterparties in the supply chain operate is characterized by a high degree of uncertainty and risk. Making decisions under conditions of uncertainty and risk requires the use of adequate modeling methods.

1.The concept of "supply chain"

In logistics management, such a concept as the supply chain is important. A supply chain is a number of independent companies that are involved in material sourcing, production and physical distribution to end customers.

The term "supply chain" arose in parallel with the term "supply chain management<#"justify">· The supply chain is a number of companies that move materials (finished products forward (to the final buyer);

· The supply chain is the coordinated companies that provide products or services to the market;

· The supply chain consists of stages that are directly or indirectly involved in the process of customer satisfaction;

· A supply chain consists of three or more organizations (or individuals) involved in the upstream and downstream flow of products, materials, and/or information from raw material sources to a customer.

It is important to note that these definitions include the end customer. Some other authors define a supply chain as a network of partners, which reflects reality more accurately:

· A supply chain is a network of production and distribution sites that includes the functions of purchasing materials by a supplier and selling finished products consumers;

· A supply chain is a network of organizations that are involved in upstream and downstream relationships, a variety of processes and activities that create value in the form of products and services delivered to end consumers. It is also important to note that one company can be part of several supply chains at once.

It is necessary to distinguish between such concepts as a supply chain and a supply chain. A supply chain is a linearly ordered set of physical and/or legal entities(manufacturers, distributors, warehouses) carrying out logistics operations (including value-added ones) to bring the external material flow from one logistics system to another (in the case of production consumption) or to the end consumer.

It is also possible to characterize the supply chain more broadly or narrowly. Thus, the supply chain is a linearly ordered set of individuals and / or legal entities (supplier, intermediaries, carriers) directly involved in bringing a particular product to the consumer. The second approach to the definition says that the supply chain is a sequence of technological and logistical operations in any industry that is under single control. Thus, the logistics chain in this situation is a subset of the logistics channel, that is, the concept is narrower.

The logistics channel (distribution channel, distribution channel, distribution channel) is a broader concept, which is defined in the terminological dictionary as “a partially ordered set consisting of a consumer, supplier, intermediaries, carriers, insurers and other persons involved in the distribution of goods.

These two categories of logistics are closely related. The logistics channel represents the potential choice of the consumer in market economy, and after the choice is made, it is transformed into a logistics chain.

.Supply chain classification

The main characteristics of the supply chain, which distinguish it from conventional cargo transportation:

· it is a network of partner companies, not competitors;

· the purpose of the supply chain is to obtain the maximum added value and profit for all interacting companies;

· the supply chain consists of autonomous organizations of various types;

· partners act in concert general rules strategies and tactics;

· joint study of market needs and product design;

· the nature and use value of goods as they move along the supply chain change - from materials to finished goods, while creating additional value;

· organization of work and supply chain management - joint improvement of the parameters of material and information flows during the delivery of goods;

· joint distribution of income and profits.

Table 1. Types of supply chains by the time of delivery of goods and forecasting capabilities

Goods delivery times (including production)According to market demandEasy predictableDifficult to predictLong delivery timeEconomical supply (according to plan and schedules)Mixed supply with delayed deliveryShort delivery timeEconomical supply with restockingFast delivery from stocks on request

It should be noted that in Russia it is not yet possible to create such logistics systems for the delivery of goods, which, according to all the signs mentioned above, could be attributed to the class of supply chains. The reasons for this are closeness, non-transparency of business, double or even triple bookkeeping, a tendency to fraud in relation to government bodies and to their business partners, corruption, in which the personal interests of employees are put above the interests of their companies, etc.

Supply chains are classified according to the following criteria:

· by the complexity of the structure and the number of partners involved: simple CPUs, complex CPUs, supply chains;

· according to the strategy - regular economical supply (Lean) and quick (Agile) response to market demands;

· by type of cargo: standard, identical and various; piece, loose, liquid, gaseous;

· by the number of items of cargo: multi-item and homogeneous (mass), with a small number of items;

· in terms of traffic volumes: small cargo flows up to 100 thousand tons / year; average cargo flows 100-500 thousand tons/year; large cargo flows of 500-1000 thousand tons/year, mass cargo flows over 1000 thousand tons/year;

· by the stability of cargo flows: constant, regular, pulsating, variable;

· by the size of transport consignments: small shipments, carload shipments, container shipments, whole cars, group shipments, route transportation;

· by the nature of transportation and the number of modes of transport used: direct, single-modal, mixed, multimodal, intermodal, domestic, international, transit;

· by the predominant mode of transport: rail, road, sea;

· according to the technology and conditions of transportation: in bulk, in shipping containers, in individual pieces, in transport packages on pallets, in containers (medium-tonnage, large-tonnage, specialized, isothermal, thermoses, tank containers).

According to the nature of market needs, the possibility of their forecasting and satisfaction of the supply chain can be classified, as shown in Table. 1, and in terms of complexity - as shown in Fig. one.

The country's economy consists of three areas: production, distribution and consumption (Fig. 2). The expediency of dividing the modern economy of countries into three spheres was revealed as a result of the social division of labor and the specialization of activities, and this was confirmed by the entire development process. social production.

Fig.1. Classification of supply chains according to the complexity of the structure: a) simple supply chains, b) complex, c) supply chains

All three sectors of the economy have warehouses:

· in the field of production - warehouses of materials and components, technological production and warehouses of finished products;

· in the field of distribution - transshipment warehouses on the main transport and warehouses of forwarding, logistics companies, cargo terminals;

· in the sphere of consumption - wholesale and retail trade warehouses, warehouses at shops, hyper- and supermarkets.

Rice. 2. The structure of the economy of a modern state

Freight flows circulate between warehouses, connecting all three areas of social production, distribution and consumption. At the same time, cargo flows are formed into logistics chains, chains and supply networks of materials, goods, semi-finished products, finished goods, connecting all three sectors of the economy, or rather, the corresponding warehouses in these sectors of the economy.

Freight flows according to the completeness of the production of goods can be classified as follows:

· raw materials (final consumers - enterprises);

· semi-finished products and components (final consumers - industrial enterprises);

· finished goods and products (final consumers - industrial enterprises and shops retail). The classification of cargo flows of goods in the economy is shown in fig. 3.

Rice. 3. Classification scheme for cargo flows by types of transported materials and goods

By the nature of the backbone (central or focal) company, the following types of supply chains can be distinguished:

· central company - industrial enterprise - manufacturer of goods;

· the central company is a wholesale trading company;

· the central company is a trading retail network.

Objects in the supply chain:

· industrial enterprises - manufacturers of materials;

· industrial enterprises - manufacturers of semi-finished products;

· industrial enterprises - manufacturers of components;

· industrial enterprises-manufacturers of finished goods;

· wholesale trading companies;

· retail trading companies;

· warehouse service providers;

· railway transport enterprises;

· road transport enterprises;

· maritime transport enterprises;

· domestic water transport;

· forwarding companies; y warehouses

· warehouses: industrial enterprises A: finished products; industrial technological; logistics ( raw materials, semi-finished products (forgings, stampings, castings), component parts); wholesale trading companies; retail trading companies; transshipment warehouses on the main transport; forwarding companies; customs (temporary storage - temporary storage warehouse, common use, specialized);

· law firms;

· Insurance companies;

· transport agencies;

· Customs;

exchanges;

banks.

One of the modern effective methods of analysis and improvement of technical objects and economic systems is considered process approach. When using this method in relation to the supply chain, the following two types of processes can be distinguished in it:

· processes of functioning (work) of the supply chain;

· processes of designing and forming a supply chain.

Supply chains are complex in composition and the nature of the functioning of the system. Therefore, it is expedient to analyze and create them on the basis of the methodology of general cybernetic systems theory (GCTS).

General systems theory proceeds from the fact that any object or process (technical, economic, social, biological, physical) can be analyzed and created as a system, that is, as a complex of interrelated elements that act to achieve a single goal. To achieve its goal, an object has certain components (elements), a structure (various relationships between the elements of the system), exhibits behavior (activity or functioning), interacts with the external environment and receives the result of its action, which is compared with the goal.

In this case, the object is considered by analogy with biological systems, i.e. living beings acting on the basis of control processes.

In accordance with this theory, the supply chain can be analyzed or created as a technical and economic system with the following points of the system approach fixed.

There is also another classification of supply chains, which is given by Smirnova E.A. in the textbook "Supply chain management": depending on the number of links, there are three levels of complexity of supply chains:

) direct supply chain;

) extended supply chain;

) maximum supply chain.

A direct supply chain consists of a focal (central) company (usually an industrial or trading company), a supplier and a buyer/consumer involved in the external and/or internal flow of products, services, finances and/or information. In this case, as a rule, the focus company determines the structure of the supply chain and management of relationships with business partners.

The extended supply chain includes additional suppliers and consumers of the second level.

Rice. 5. Extended supply chain

The maximum supply chain consists of the focus company and all its counterparties on the left (up to suppliers of raw materials and natural resources) that determine the resources of the focus company - at the “input”, and the distribution network on the right - Level I supplier Focus company Level I consumer Level I supplier Focus company Level I consumer Supplier of level II supplier as well as logistics, institutional and other intermediaries.

Thus, supply chains are sequences of suppliers and consumers: each consumer then becomes a supplier for the next (downstream) activities or functions, and so on until the finished product reaches the end user.

Rice. 6. Generalized view of the maximum supply chain

Therefore, we can talk about a kind of "network structure of supply chains", in which each company (organization or separate structural unit) supplies each other with material and marketable products or services, adding a certain value to the product.

.Types of relationships in the supply chain

A key role in the supply chain is played by the relationships in the supply chains between the players (buyers and sellers). The type of supply chain depends on the relationship between the partners. Below are two classifications of relationships (relationship strategies) proposed by J. Mentzer and colleagues (2001) and N. Campbell (2002). According to the article by J. Menzer et al., there are three levels of complexity in the supply chain: "direct supply chain", "extended supply chain" and "final supply chain".

The direct supply chain consists of a company, supplier and consumer involved in the upstream and/or downstream flow of products, services, finances and/or information. An example would be either a very large vertically integrated supply chain (such as RusAl) or a very small company that does not have the resources or need to track second tier partners.

The extended supply chain includes direct-to-supplier and direct-to-customer suppliers to the company under study that are involved in upstream and/or downstream products, services, finances, and/or information. This is the traditional supply chain.

Client's (purchaser's) strategySupplier's (seller's) strategy Name of combination of strategies Recommendation to client (purchaser) Recommendation to seller standardize requirements (in order to make finding alternatives as easy as possible) Work in or out of the market, try to offer as low prices as possible (price - key factor making a decision by the client in this market); try to differentiate your product (go to a different strategy) Competitive Team "Seller's market" Accept the conditions, buy jointly (with other buyers in the form of an alliance, for example); Exchange information with other buyers; Invite competitors to the market Accept the rules of the game or leave the market; Form a cartel; Legitimize your activity; Standardize the product (to reduce costs) Command Competitive "Buyer's market" "Sail the waves"; Accept Competitive Pricing; Attempt to offer the lowest price or differentiate;

The final supply chain includes all organizations involved in the upstream and downstream flows of products, services, finances and information from the initial supplier to the final customer.

N. Campbell described three types of strategies for relationships between partners in the supply chain.

Competitive - independent relationship, the price is set on the basis of the market forces of the partners (strength in negotiations). Most markets for commodities (with low cost of switching to a new supplier), or markets with a large number of small customers, operate on the principle of competitive relationships. It makes no sense to build long-term relationships, because. at any time you can find a new partner at no additional cost. Accordingly, under such conditions, the partners will “compete for profit”, and the price will be set at the mark that corresponds to the strength of each of the parties. Supply chain management is not possible within such a relationship.

Cooperative - interdependent relationships, within the framework of these relationships, new value can be created. Cooperative relationships involve significant specific investments, such as investments in a common information system; The benefits of such relationships can only be obtained in the long term. A cooperative relationship is preceded by a number of prerequisites and can rightfully be considered a relationship within a managed supply chain.

Command - dependent relationship, one side dominates the other (due to market position, ownership structure, opportunistic behavior, etc.) and can impose its own decisions.

Any of these strategies can be applied by one of the parties: the buyer or the seller, depending on how much power the player has, what his strategy and plans are, what are the alternatives, etc. Some of the parameters that determine a partner's strength and strategy are listed below. Characteristics related to the product:

· The frequency of product purchases;

· Switching cost in connection with specific investments;

· The complexity of the product (how quickly you can find an alternative in the market; the more difficult it is to find an alternative, the stronger the motivation for a cooperative relationship).

Industry Characteristics:

· The level of concentration in the industry (the higher the concentration ratio, the more difficult it is to find an alternative supplier and the stronger the suppliers on the market);

· The number of alternatives when choosing a partner (the higher the number of potential partners, the lower the motivation for cooperative relationships);

· Intensity of competition (the higher the competition among suppliers, the less the client's motivation to cooperate);

· Traditions and norms (are there traditions and norms for long-term relationships, for example). Company characteristics:

· Relative size (the larger the company, the greater its bargaining power);

· Required infrastructure (the more specific infrastructure required by the client, the greater the strength of the supplier);

· Purchasing centralization (usually purchasing centralization leads to larger purchase volumes, and therefore more power).

Personal characteristics (of managers involved in servicing relationships);

· Relative awareness (the better the negotiator knows about the counter-partner, the higher his strength);

· Perceived importance of the purchase;

· Ability to take risks

Thus, recommendations on the strategy for building relationships between the parties are presented in Table 1. This information provides grounds for the development of enterprise supply chains as one of the key areas for increasing competitive advantages.

.Supply Chain Management Challenges

Supply chain management is a unique process because it spans multiple companies and depends on so many aspects. According to the annual survey of the Logistics Coordinating Council, the implementation of supply chain management systems has become one of the priorities that companies plan to solve in the coming years.

Problem analysis will help develop the right approach to effective management. Practice shows that the main sources of problems are:

· material flow (cargo, stocks, finished products);

· information flow (electronic data interchange, transfer of information between people);

·relations.

Human factor plays a critical role in any organization, so relationships can provide a more sustainable advantage than other assets because they cannot be copied, and therefore should not be ignored. Consider the main problems that arise in supply chains.

Relationship conflict occurs when the goals of the parties involved are opposed or unclear. There is an internal conflict of interest in supply chains where the optimal course of action for an individual firm in the supply chain may differ from the optimal course of action for the entire chain. Conflict also often arises from competition in the distribution of profits. And even internal, interpersonal conflicts between departments or individuals can hinder productivity. There may also be a role conflict that arises due to disagreements about the goals, methods, and interpretation of contracts. Security problems are associated with information leakage, as well as with the opportunistic behavior of partners. To solve this problem, it is recommended to develop and strengthen open and trusting relationships. Trust increases the flow of information, enables quick decision making, and plays an important role in supply chain management. Loss of goods and theft of cargo lead to production stoppages, stock shortages, and unnecessary costs when ordering additional shipments.

Delays in deliveries and the choice of an inefficient transport route can have serious consequences and even lead to a halt in production in the supply chain. In addition, they have a negative impact on customer satisfaction, since one of the most important factors of satisfaction is the fulfillment of delivery deadlines. Information delays affect the convenience of working with it. If the information arrives after it was needed, if the decision has already been made, this information becomes useless. Delays can reduce the effectiveness of planning, lead to untimely control.

Unexpected fluctuations in demand lead to excess or, conversely, insufficient stocks. These problems can be caused by the whiplash effect associated with product promotions and forward purchases. As for seasonal fluctuations in demand, they are relatively predictable in themselves and are unlikely to cause problems. At the operational level, problems arise when demand changes too quickly and unpredictably for a company to respond to it. Even when production can respond to unexpected fluctuations in demand, it can lead to side effects such as an increase in product defects. Demand fluctuations can be mitigated by sharing information across supply chains, thus reducing inventory holding costs.

Information inaccuracy by its nature reduces the value of information, as well as the appropriateness of decisions made with its help. Inaccuracies may occur during forecasting and manual data entry, which may lead to errors in price, order number, etc. Logistic information must accurately reflect both the current values and the dynamics of functional indicators. More high accuracy information reduces uncertainty and the need to take additional steps. Problems of low quality and repeatability of information between partners can be solved with the help of data synchronization. 6. Scarcity of resources A scarcity of a good occurs when demand exceeds the available supply. A lack of information occurs when too little data is available to optimize decision making. This may be the result of measuring too few variables or poor communication between organizations and departments. In this matter, return information flows are very important. Lack of skills and knowledge, as well as low qualification of employees, lead to excessive labor costs and low labor productivity.

High inventory levels are associated with high uncertainty, large lot sizes, demand fluctuations, seasonality, and high levels of service. In conditions of uncertainty, a high level of inventory allows you to smooth out random uneven consumption of inventory, and also protects against two types of uncertainty: excess demand over the expected level within the functional cycle (the buyer orders more than planned) and fluctuations in the duration of the functional cycle (due to delays in the supply of goods, failures ). However, a high level of inventory can also have a negative impact on an organization's operations, as it includes storage costs, reduces liquidity, and leads to the risk of damage and obsolescence. Uncertainty can be avoided by integration between companies in the supply chain. Underloading a vehicle is a costly problem in freight transport. Duplication of activities, due to barriers between companies that prevent effective communication of information, is also a problem.

The problem of product pricing in the supply chain usually lies in imperfect processes between enterprises, leading to an increase in the price of the final product, which loses its price advantage compared to the competitor's product. Another problem is the wrong ratio of costs and profits. A pricing problem can also arise from pricing pressures from partners. We have to start looking for new partners, which implies new costs.

All of the aforementioned supply chain issues can be used to diagnose bottlenecks and make decisions.

supply chain supply traffic flow

Conclusion

The company seeks, develops and uses all its logistics skills to meet the needs of the most important customers at a realistic total cost. A highly intelligent logistics strategy focuses on the lowest possible total cost or the highest achievable level of customer service. A well-established logistics system is characterized by a prompt response to emerging customer requests, a built-in mechanism for controlling changes in operations and minimal inventory requirements.

There is a reasonable compromise between costs and quality of service. To develop a sound strategy, the cost of alternative service options is estimated. Alternative options for the operation of the logistics system are considered in the light of the overall marketing and production strategy of the enterprise.

A well-established and well-functioning logistics system helps the company achieve competitive advantages. The formation and implementation of such a cost-effective system requires serious management efforts, major financial investments in vocational training personnel and a significant investment of time. As a rule, enterprises that have achieved strategic advantages through competence in logistics determine the nature of competition in their industries.

Successful enterprises pay close attention to the development and continuous improvement of their skills in logistics. And also understand and develop the main categories of logistics.

The supply chain management process is the integration of key business processes and the coordination of chain counterparties in order to synchronize all activities performed during production and distribution that add value to the end consumer and eliminate all inefficient activities. Supply chain management is not only about maximizing productivity and profitability, individual business- units of the chain, but with the optimization of the entire system, in order to achieve a higher quality of service at lower total costs.

Finding new ways to interact with supply chain partners is essential for companies, as all organizations in the supply chain must work together on product planning, forecasting, production, distribution, and delivery. To improve the efficiency of functioning, the company should be considered not just as an established structure, but as a system of interrelated business processes aimed at achieving strategic, tactical or operational business goals. Organizing a business on this basis makes it possible to solve a number of important tasks: from reducing non-production costs and optimizing the use of resources to achieving strategic compliance with the requirements of consumers in a certain market segment. With the help of business process modeling and subsequent control of their parameters in the information system, a company can more accurately describe its actions and quickly respond to changes in external and internal environment.

Bibliography

1.Chopra S. and Meindl P. (2003) Supply Chain Management: Strategy, Planning, and Operations

.Ganeshan R. and Harrison T.P. (1993) An introduction to supply chain management

.Mentzer J., DeWitt W., Keebler J., Soonhoong M., Nix N. Smith C., Zacharia Z. (2001) Defining supply chain management Journal of Business Logistics, Vol. 22 Issue 2

.La Londe and Masters (1994) Emerging Logistics Strategies: Blueprints for the Next Century, International Journal of Physical Distribution & Logistics Management

.Stock J., Lambert D. and Ellram L. (1998) Fundamentals of Logistics Management

6.Dolgov A.P., Kozlov V.K., Uvarov S.A. Logistics management of the company: concept, methods and models: Tutorial. - St. Petersburg: Publishing House "Business Press", 2005. -384 p.

.Logistics Coordinating Council [#"justify">. Christopher M. Logistics and supply chain management. - Peter, 2005. - 315 p.

.Basic and providing functional subsystems of logistics / Ed. B.A. Anikina and T.A. Rodkina. - M.: Prospekt, 2011. - 608 p.

.Smirnova E.A. Supply Chain Management: Textbook. - St. Petersburg: Publishing house of St. Petersburg State University of Economics, 2009. - 120 p.,

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Question:
Tell me, please, what is the difference between logistics and Supply Chain Management. What is the specificity in the pharmaceutical business?

Answer:

The question is very relevant for modern development economy in general, the pharmaceutical business in particular.

In principle, there is still no single definition for both the term logistics and the term Supply Chain Management. Especially in Russian sources. Although in the West there are different points of view on this matter, which are represented by several "schools". Let's try to figure out what the difference is and how interesting these areas are for pharmacy business as the end seller.

So, we talked about what logistics is a few issues ago. And yet we repeat the general theses.

Logistics has two main tasks:

Manage / control / minimize costs;
Provide a certain level service (maintenance) of internal and / or external consumers. For a pharmacy chain, this is the level of possible (permissible) shortage and the speed (terms) of delivery.

One of the common definitions of logistics is as follows:

Logistics is the direction of the company's activity, which consists in the management of material and related flows (cash, information).

The main activities for logistics are:

- procurement management,

- warehouse management (if any),

- transport management,

– management of foreign economic activity (if any),

— managing the distribution of stocks.

The best results in logistics can be achieved if the participants are united in one department. Otherwise, optimization will be carried out locally in each division, which will inevitably lead to two results:

cost optimization within the company will not be achieved,
interfunctional conflicts will arise due to the presence of local tasks.

But Supply Chain Management (SCM)(Supply Chain Management, SCM) is a more complex category. Unlike logistics, DRM is to perform the same tasks, but within the chain. That is, optimization does not occur within the company, but when working with contractors.

Purpose of supply chain management

To achieve maximum competitiveness and profitability of the company, as well as the entire network structure of supply chains, including the end consumer.

In this regard, the integration and reengineering of supply chain processes should be aimed at improving the overall efficiency and productivity of supply chain participants.

DCM is a fairly new direction in management. Its origin can be attributed to the second half of the 80s of the last century. Mass distribution as a strategic direction in the west of the UCP received much later. In Russia, there are more local solution tasks. But as the experience of companies that have been engaged in this area for a long time shows, they turn out to be the best in their class.

Supply chain management is the integration of eight key business processes:

Customer relationship management;
Consumer service;
Demand management;
Order Fulfillment Management;
Support production processes;
Supply management;
Managing product development and bringing it to commercial use;
Refund management material flows

The difference between DRM and logistics and their capabilities can be described as follows:

Logistics is responsible for the physical implementation of material management. The efficiency or inefficiency of logistics can determine about 10% of business success.

The DRM is responsible for balancing needs and supplies throughout the customer value chain. The effectiveness or ineffectiveness of a DRM can determine about 30% of a business's success.

It is possible to achieve serious results in DCM only by applying more modern Information Technology and advanced approaches in the framework of the integration and coordination of the actions of participants in the supply chains.

As an illustration of the differences between logistics and supply chain URM, we can give the following example from the practice of one of the pharmaceutical distributors.
The supplier offers the distributor to purchase a consignment of goods with the following conditions. If a distributor purchases a batch that covers three months of sales to its customers, then the distributor will receive, in addition to a discount, a bonus from the supplier.
If we consider this task from the point of view of logistics at the supplier and distributor, then the scheme should be as follows.
The distributor considers the supplier's proposals in terms of economic efficiency. At the same time, comparing the savings on the purchase price and the bonus with all logistics costs (transport, storage, the cost of frozen money), warehouse capabilities, expiration dates, etc.
The logistics of the supplier, in turn, must further ensure this supply. That is, there must be stocks at the required level, they must be in order accompanying documents, the warehouse should ship in time this delivery. That is, the supplier is obliged to provide logistics services at the appropriate level.

How would the same situation look like, only from the point of view of the DRM?

Such an offer by the supplier can (and most often does) lead to a significant increase in costs in the supply chain, which ultimately affects the price of the goods. On the other hand, there may be a shortage of goods for some time. Due to what will this happen?
If a client is offered a batch for three months to cover demand, then the client will continue to place orders rarely, but in large batches. In connection with this, the supplier will increase the instability of demand for this product. And the more unstable the demand, the more difficult it is to predict / plan for the next period. The worse the forecast, the more difficult it is to adequately plan the stocks of both finished products and raw materials. Accordingly, the supplier's logistics and/or production will suffer. Logistics will be forced to inflate stocks, and production will often break the production plan for newly emerging urgent orders.
The distributor, as a result of this approach, will periodically have interruptions in supplies, and there will be a shortage in the "intra-city" pharmacies.
And in general - an increase in costs and loss of sales. Of course, the result may at first glance look somewhat frightening.

Therefore, it is proposed in a number of subsequent publications to consider these problems in more detail and in numbers. And also to consider how these problems are solved within the framework of the URM market leaders and not only.

? The concept of logistics and supply chain management.
? Supply chain management.
? Evaluation of the effectiveness of supply chains.
? Purchasing activities companies.
? Procurement management.

In modern business practice, the terms "logistics" and "supply chain management" do not have a unified interpretation, therefore, first of all, it is necessary to consider the content of these concepts.

In theoretical works, logistics is considered as part of economics and area of activity, the subject of which is the organization and regulation of the processes of promoting goods from producers to consumers, the functioning of the sphere of circulation of products, goods, services, management of commodity stocks, and the creation of an infrastructure for the movement of goods.

The terms “supply chain” and “supply chain” are used interchangeably in business practice and refer to an ordered set of legal and individuals(manufacturers of goods, wholesale intermediaries, freight forwarding companies, etc.) carrying out logistics operations to bring the material flow from the supplier (s) entry level to end consumers.

When compiling the Logistics Performance Index (LPI) for the countries of the world, the International Bank considers the following indicators that directly affect the development of business in the country, including:

? execution efficiency customs procedures;
? quality of export shipments;
? quality of transport and information infrastructures;
? competence of logistics personnel;
? the level of control and tracking of deliveries;
? commitment and reliability of local subjects of the logistics market.

The logistical approach to business organization provides for the coordination of operations of all links of the transport and distribution chain when managing material flows, ensuring strict control over financial and information flows, simplifying the procedures for processing customs, transportation and other accompanying documents.

Currently, three fundamental logistics concepts have been developed: informational, marketing and integral (Table 3.5).

As can be seen from the data in Table. 3.5, significant impact on future development entrepreneurial activity Russian organizations uses integrated information systems when managing the logistics system, which ensures:

? an increase in the speed of data exchange and a reduction in the number of disagreements between different structural divisions organizations involved in the process of performing various logistics operations;
? reducing the number of errors in the process of organizing workflow and accounting for products;
? systematization of data from various information blocks;
? optimal coordination at the operational level of the requirements arising in various parts of the logistics system.

Table 3.5

Basic logistics concepts

Years of development

Flaws

Late 60s 20th century

Separate functional areas of logistics are synthesized with a specific computer-information solution, information systems for accounting, communication, control and decision-making are used

The task of optimizing the entire material flow management process is not set. Inflexible logistics system, difficulties in applying in a changing external environment. Insufficiently adapted to interact with the subjects of the external environment (for example, with suppliers)

RP (requirements planning) concepts, including:

MRP 1 (requirements planning system

in materials based on production schedules linking information on demand and stocks);

- MRP II (manufacturing resource planning system that combines production, marketing, financial planning and logistics operations);
- DRP (system for planning shipments and stocks of finished products in distribution channels, including those of logistics intermediaries), etc.

The ending

Years of development

Flaws

Marketing

Early 80s 20th century

Ensuring the competitiveness of the organization by optimizing decisions in the distribution (distribution) of goods

Insufficient attention is paid to interaction with logistics partners.

To a small extent takes into account the movement of financial, labor and other flows

DDT - Demand Driven Logistics;

QR (quick response system);

CR ("continuous" replenishment), etc.

Integral (integrated logistics)

90s 20th century

Unified (end-to-end) management of material, information, financial, labor and other flows in the organization of business throughout the entire supply chain from producer to consumer. Building a unified logistics system and subsequently taking measures to optimize it

The need to review the entire process of managing the organization and logistics operations. Substantial initial investment. Complication logistics process caused by the development of technical means and information technologies, which makes it necessary to make additional financial investments

TQM (total quality management);

LT "just in time";

LP (lean manufacturing);

VMI (supplier inventory management);

SCM "supply chain management";

TBL(optimization of all stages life cycle by time);

VAD (each logistics operation creates an added value); ERP (Integrated Resource Planning), CSRP (Customer Synchronized Resource Planning) systems

The practice of European business shows that the integrated logistics concept has been transformed in recent years into the business concept of SCM ("supply chain management").

Supply chain management is the planning, organization, execution and control of material, informational, financial and other flows in the entire distribution chain, from the design of goods and services to their implementation to the end consumer, in accordance with market requirements with optimal resource costs.

The main goal of supply chain management is to optimize resources with the integrated interaction of all participants in the logistics system.

Supply chain management involves eight interrelated business processes, including:

1) product development management and its subsequent commercialization;
2) logistics management;
3) support of production processes;
4) managing the process of fulfilling customer orders;
5) demand management for goods and services;
6) direct process of customer service;
7) service maintenance, customer relationship management (consumers);
8) management of return material flows.

To understand the content of "supply chain management", consider the functional areas of supply chain management (Table 3.6).

Table 3.6

Functional areas of supply chain management

Supply chain macro processes	Supply chain management functions
SRM (Supplier Relationship Management) - supplier relationship management system	Supply management, including planning cooperation with suppliers and determining the need for resources for production. Product management. Relationship management with suppliers of raw materials, semi-finished products, etc. Management of stocks of raw materials, semi-finished products.
ISCM (Internal Supply Chain Management) - intra-company supply chain management (on the example of production)	Production flow management, including capacity planning. Product management. Stock management of raw materials, semi-finished products, finished products, warehousing. Transportation. Return flow management, etc.
CRM (Customer Relationship Management) - customer relationship management	Demand management. Order Fulfillment Management. Inventory management. Transportation of goods. Warehousing of goods. Service maintenance of consumers (clients). Information support. Return flow management, etc.

The principles of implementing the concept of supply chain management in an enterprise include:

? implementation of strategic planning of deliveries in the market;
? orientation of the supply chain to the customer;
?segmentation of customers based on their need for various logistics services;
? monitoring consumer demand on an ongoing basis, adapting activities to changing market conditions;
? development of new distribution channels for goods.

To key indicators supply chain performance include:

? reliability of the supply chain;
? supply chain response time;
? supply chain flexibility;
? management of supply chain funds (fixed and circulating);
? supply chain costs.

The main types of entrepreneurial costs directly related to supply chain management include:

? costs for the purchase, handling and formation of batches of shipments of goods;
? forwarding costs;
? costs for warehousing and maintenance of stocks (stock management, packaging, return to the supplier);
? costs for registration, documentation and information support orders, logistics communications.

The efficiency of business organization and the amount of logistics costs are significantly affected by the state of the transport and storage system of the organization.

The key characteristics of the structure of the warehouse system of the organization ARE:

? the number of storage facilities, their throughput, capacity, usable and total area;
? places of dislocation (placement) of warehouse objects;
? the level of mechanization and automation of the warehouse;
? the cost of handling cargo in the warehouse and the amount of operating costs.

To the main characteristics of the organization's transport system

RELATE:

? number of vehicles and handling machines and equipment;
?technical characteristics of vehicles and equipment;
? the amount of transport costs and tariffs;
? types and range of routes.

When organizing business activities, one of the essential issues is the choice to use your own storage facilities or turn to logistics intermediaries, use your own vehicles or apply to transport-forwarding organizations.

The development of outsourcing and the market of logistics services makes it possible to single out the following basic schemes for building a logistics process:

1PL (First Party Logistic, logistics insourcing) - autonomous logistics, all logistics operations are performed by the cargo owner independently, without involving third parties;
2PL (Second Party Logistic, partial logistics outsourcing) - traditional logistics, the cargo owner plans and controls the logistics chain, separate operations related to cargo transportation, warehousing, etc. are transferred to a third party;
3PL (Third Party Logistics, integrated logistics outsourcing) - third-party logistics, the cargo owner transfers a wide range of logistics services to a specialized logistics company, including transportation, forwarding, warehousing, consolidation of shipments, processing payments, documenting operations related to the movement of goods, customs clearance services cargo, design and subsequent maintenance of information systems, conclusion of contracts with other contractors (contract logistics), consulting services, etc. The provided logistics services have a significant added value;
4PL (Fourth Party Logistic, integrated logistics outsourcing) - integration of all participants in the supply chains. The logistics operator develops and maintains processes within the logistics system at a strategic level, he is assigned the tasks of designing supply chains, as well as managing logistics business processes at the enterprise. Thus, the 4PL-provider performs both strategic and operational management. The largest international companies, such as Sony, Ford, Chrysler, etc., use the services of 4PC providers, which allows them to reduce operating costs by an average of 15%;
5PL (Fifth Party Logistic) - virtual logistics. It performs the same role as 4PL in the market, but with the use of high-tech technologies, operates in a single global space. Now 5PL providers include such global Internet sites as eBay, Aliexpress, Amazon, etc. In the future, if the European Union creates a single information and logistics network, the demand for the services of 5P1_ providers will increase and the scale of their activities will increase.

Modern trends in the development of logistics and supply chain management include:

? optimization and automation of the process of managing warehouse material, information and financial flows through the implementation of IT solutions for logistics, such as warehouse management systems (Warehouse Management System (WMS), optimization transport logistics(Transportation Management System (TMS), inventory management systems, supply chain management and planning (Supply Chain Management (SCM), etc.).
? restructuring of the existing warehouse network, formation of a modern warehouse infrastructure (warehouses of classes A+, A, B+, B);
? increase in inventory turnover;
? further development of electronic logistics (the concept of e-logistics), as well as the development of information integration in logistics, the use of cloud technologies in managing information flows accompanying logistics operations;
? strengthening the impact of logistics outsourcing on activities modern organization, which allows developing new forms of partnership and provides comprehensive logistics solutions aimed at optimizing logistics costs, achieving a high level of service and customer focus, and as a result, it facilitates the process of supply chain management as a whole. There is an evolution in the activities of logistics providers. There is a transition from 3P1_-providers to 4PL-providers, and then 5P1_-providers;
? development of "green" technologies in the processes of production, distribution, transportation and storage.

Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. 6th ed., revised. and additional M. : INFRA-M, 2011.

In my abstract, there is a question about supply chain management based on the concept of Supply Chain Management (SCM). this concept has been neglected. With this concept, you can reduce production costs and increase production profits. SCM is a logistics technology that allows it to optimally allocate resources associated with the management of material (commodity) or information flows. It corresponds to the basic logistics subsystems and information and software modules, usually supported by a corporate information system (CIS), which implements, for example, the ideology of MRP II / ERP or SCRP systems. Modern management practice is characterized by an intensive transition from managing individual logistics functions or operations to managing business processes as the most adequate objects for the implementation of the concept of integrated logistics.

Until recently, the concept of SCM was seen as synonymous with "integrated logistics" carried out outside the central company and including consumers and suppliers. Logistics has always focused on the supply chain, starting from the place of manufacture of the product and ending with the place of its consumption.

The SCM concept allows solving the problems of integrated management of the functional areas of logistics and coordination of the company's logistics process in logistics, depending on the business platform. ERP systems with the SCM module allow you to increase the speed of order processing by 6 times and increase customer satisfaction with the logistics service parameters by 2 times. With the help of SCM, tasks such as planning, coordination, production, delivery of goods and services are solved.

conceptSCM

Supply chain management systems designed to automate and manage all stages of the supply of the enterprise and to control the entire movement of goods in the enterprise. SCM system allows you to significantly better meet the demand for the company's products and significantly reduce the cost of logistics and procurement. SCM covers the entire cycle of purchasing raw materials, production and distribution of goods. Researchers typically identify six main areas that supply chain management focuses on: production, supply, location, inventory, transportation, and information.

As part of the SCM system, two subsystems can be conditionally distinguished:

SCP - supply chain planning. SCP is based on advanced planning and scheduling systems. SCP also includes systems for the collaborative development of forecasts. In addition to problem solving operational management, SCP systems allow strategic planning supply chain structures: develop supply chain plans, model various situations, evaluate the level of performance of operations, compare planned and current indicators.
SCE - real-time supply chain execution.

Supply Chain Management (SCM)

Supply Chain Management (SCM) is a process of planning, execution and control in terms of reducing the costs of the flow of raw materials, materials, work in progress, finished products, services and related information from the point of origin of the application to the point of consumption (including import, export , internal and external displacements), i.e. until complete customer satisfaction. The essence of the concept of "supply chain management" is the consideration of logistics operations throughout the entire life cycle of products, i.e. the process of development, production, sale of finished products and their after-sales service.
Supply chain management is a business strategy that effectively manages material, financial and information flows to ensure their synchronization in distributed organizational structures.

There are 7 main principles of SCM:

Purposes, principles and elementsSCM

The term SCM (Supply Chain Management) has been widely used in the West for more than 15 years, but to this day no one can give a more or less clear definition. Many consider SCM from an operational point of view, understanding SCM as material flows. Some consider SCM a management concept, while others understand SCM as the implementation of this concept in the enterprise. The following are the most popular SCM concepts:

SCM is a set of approaches that helps to effectively integrate suppliers, manufacturers, distributors and merchants. SCM, taking into account the service requirements of customers, allows you to ensure the availability desired product in right time in the right place at the lowest cost.

SCM is a process of organizing the planning, execution and control of the flow of raw materials, materials, work in progress, finished products, as well as ensuring efficient and fast service by obtaining up-to-date information on the movement of goods. With the help of SCM, the tasks of coordinating, planning and managing the processes of supply, production, warehousing and delivery of goods and services are solved.

The supply chain is a set of links interconnected by information, money and commodity flows. The supply chain begins with the acquisition of raw materials from suppliers and ends with the sale of finished goods and services to the customer. Some links may be wholly owned by one organization, others - by counterparty companies (clients, suppliers and distributors). Thus, the supply chain usually includes several organizations.

Supply chain management systems are designed to automate and manage all stages of the supply of the enterprise and to control the entire movement of goods in the enterprise. The SCM system allows you to increase the demand for the company's products and reduce the cost of its production. SCM covers the entire cycle of purchasing raw materials, production and distribution of goods. Researchers usually identify six main areas on which CSM rests:

production - the company decides what and how to produce;
supplies - when making a fundamental decision to build or enter the supply chain, the company must determine what it will produce on its own, and which components (components, goods or services) - to buy from third-party companies;
location - decisions about the location of production facilities, warehousing centers and sources of supply;
Inventory - the main purpose of inventory management is insurance against unforeseen events, such as a surge in demand or a delay in deliveries;
transportation - solutions related to transportation. They depend on the location of the participants in the supply chain, inventory policy and the required level of customer service. It is important to determine the correct methods and effective methods for the operational management of transportation, since these operations account for about 30% of the total supply costs, and it is with delays in delivery that on average more than 70% of errors in the distribution of goods are associated;
information - the effective functioning of the supply chain is impossible without the rapid exchange of data between all its participants.

The supply chain performs two main functions:

The physical function of the supply chain is visible to anyone: materials turn into parts, and those into finished goods, and all this in one way or another moves in space.
The intermediary function of the supply chain is less obvious, but no less important - what consumers need should come to the market.

Both functions, of course, are performed with some overhead. During the execution of a physical function, there are costs of production, transportation and storage. The intermediary function implies costs of a different kind. When supply exceeds demand, it is necessary to cut prices and sell at a loss, and when demand exceeds supply, there are lost revenues and dissatisfied customers.

SCM Tasks

service level improvement
optimization of the production cycle
destocking
increase in enterprise productivity
increase in profitability
production process control

SCM solutions create optimal plans for the use of existing technological lines, describing in detail what, when and in what sequence it is necessary to produce, taking into account the limitations of capacities, raw materials and materials, batch sizes and the need to reconfigure equipment for the production of a new product. This helps to achieve high demand satisfaction at minimal cost.

Advantages of SCM

A procurement management process that has the following benefits:

an improved online communication process between participants in the supply chain through the use of the Internet and other information technology-based procurement tools
reduction of transaction costs

As part of the SCM system, two subsystems can be conditionally distinguished

1) SCP - (English Supply Chain Planning) - supply chain planning.

SCP is based on advanced planning and scheduling systems. SCP also includes systems for the collaborative development of forecasts. In addition to solving operational management tasks, SCP systems allow for strategic planning of the supply chain structure: developing supply chain plans, simulating various situations, evaluating the level of operations, comparing planned and current indicators.

2) SCE - (English Supply Chain Execution) - execution of supply chains in real time.

Supply chain management is a business strategy that ensures the effective management of financial, economic material flows for the provision and distribution of organizational structures.

Rice. one.

Hierarchy of decisions taken when choosing a location lawyer and notary offices, banks, etc.

SCM in Russia

The activity planning system, commonly known to us under the acronym MRP II, has become publicly accepted in its 15 years, greatly changing the center of its application and expanding its sphere of influence, thanks to all sorts of changes. These changes are also known as ERP systems. Their history in the west goes back about 15 years. But over time there was one strong transformation. Namely, information technologies have become accessible and popular for enterprises and have been widely used in practice.

Logistics in Russia is actively developing today. This is especially felt in the development of transport and logistics infrastructure, the construction of a large number of logistics centers, the development of the logistics providers market, the growing interest of top management of companies in the implementation of the concept and technologies of supply chain management (SCM), the introduction of advanced information systems and software applications that support logistics and SCM.

The authors consider and analyze the main trends in the formation of the logistics service market in Russia, the growth rates of warehouse and transport services, provide forecasts for the development of logistics infrastructure in the context of the Transport Strategy of the Russian Federation for the period up to 2020. Considerable attention is paid to the development of the network and the placement of transport and logistics centers on the territory of the federal districts of Russia.

Most of the companies operating in Russian market, today is concerned about cutting costs, looking for cheap loans to replenish working capital, finding additional resources to support the business. At the same time, many owners and top managers of companies underestimate the possibilities of logistics and supply chain management as tools for reducing overall costs, optimizing the “cost / service level” balance, often focusing only on reducing operating logistics costs at any cost.

Integrated logistics and SCM tools are specifically designed to optimize the resources of companies and supply chains in general, through the correct use of the concept of total costs, synchronization of counterparty plans in supply chains, application the latest technologies management of logistics operations under conditions of risk and uncertainty of the external environment.

In a crisis, leading companies optimize resources by rationally choosing the ratio of "insourcing-outsourcing" logistics activities, integrate logistics business processes in the supply chain on the basis of a common information and computer platform, forming a strategic innovation system.

The introduction of SCM optimization methods and modern integrated logistics technologies into business practice allows firms to significantly reduce the use of scarce resources: reduce inventory, speed up working capital turnover, reduce production costs and operating costs, provide the most favorable cost / logistics service ratio for the company in unstable economic environment.

The current economic situation shows the conditions in which integrated logistics and SCM for Russian companies should turn into a strategic resource that requires a high level of diverse and deep knowledge of the staff. Therefore, training and retraining programs for company personnel, in particular in the field of logistics, not only should not be curtailed, which happens almost everywhere, but rather be increased.

In addition to traditional logistics services, the importance of training top logistics managers within the framework of social program, which is confirmed by the results of the analysis of demand for highly qualified specialists.

Conclusion

In conclusion, it must be said that when optimizing that when optimizing chains, in any case, you can improve your skills. To remain competitive, an organization must perform well on a daily basis. Forecasts for the future show that the efficiency and quality of products will increase more and more every year.

The SCM organization is very important to the organization. Ensuring its effective and stable functioning determines the management of all parts of this process, without errors, identifies and uses new opportunities for the activities of the enterprise.

In the early 1980s, American specialists in the field of management and logistics proposed and subsequently applied the term "supply chain management".

Supply chain management systems(English) Supply Chain Management, SCM) are designed to automate and manage all stages of the supply of the enterprise and to control the entire movement of goods in the enterprise. The SCM system allows you to significantly better meet the demand for the company's products and significantly reduce logistics and procurement costs. SCM covers the entire cycle of purchasing raw materials, production and distribution of goods. There are six areas that supply chain management focuses on: production, supply, location, inventory, transportation, and information.

As part of the SCM system, two subsystems can be conditionally distinguished:

SCP-( Supply chain planning) – supply chain planning. SCP is based on advanced planning and scheduling systems. SCP also includes systems for the collaborative development of forecasts. In addition to solving operational management tasks, SCP systems allow for strategic planning of the supply chain structure: developing supply chain plans, simulating various situations, evaluating the level of operations, comparing planned and current indicators.

SCE-( Supply Chain Execution) - real-time execution of supply chains.

Supply chain management - is the integration of eight key business processes:

1. customer relationship management;

2. customer service;

3. demand management;

4. order fulfillment management;

5. support of production processes;

6. supply management;

7. ex. product development and bringing it to commercial use;

8. management of return material flows.

Basic provisions of the concept SCM:

ü the cost of goods is formed throughout the entire supply chain and "manifests" only at the last stage - when sold to the end consumer;

ü the cost of goods is affected by the overall efficiency of operations, including transport and marketing, of the entire supply chain, and not just a specific sale;

ü The most manageable in terms of cost are the initial stage - production, and the most sensitive - the last - sale.

Supply Chain Management Benefits:

§ acceleration of turnover, reduction of inventories in warehouses and the total cost of storage of products;

§ improve customer satisfaction through an online ordering system and product customization;

§ flexibility of design, as well as high speed of output of products to a series and their removal from production in accordance with the requirements of customers and the market;

§ reduction of terms of development and launch of products on the market, which leads to an increase in the company's market share;

§ maintaining the high quality of products, despite the transfer of large volumes of work to external contractors.

Module SCM present in powerful modern integrated corporate systems management, in particular systems ERP II/CSRP.

Resource planning synchronized with CSRP buyer ( English Customer Synchronized Resource Planning , CSRP

CSRP uses integrated ERP functionality and redirects production planning from production to the customer. CSRP provides effective methods and applications to create products with increased value for the buyer. The main task of such systems is to synchronize the buyer with internal planning and production.

The benefits of a successful CSRP application are improved product quality, reduced delivery time, increased value for the customer, and so on, resulting in reduced production costs, but more importantly, it is the creation of an infrastructure adapted to create products that meet the needs of the buyer, improving feedback with buyers and provision the best services for buyers. It is not production efficiency that will provide temporary competitive advantages rather it is the ability to create products that meet the needs of the buyer and the best service.

DCM (Demand Chain Management - demand chain management):

3. SCM (Supply Chain Management - supply chain management);

4. CRM (Customer Relationship Management - customer relationship management).

Demand Chain Management is the only solution that bridges the gap between traditional CRM systems and SCM by synchronizing the activities of sales and marketing departments with operations in the supply chain (purchasing, manufacturing and distribution logistics).

Thus, demand chain management is a combination of supply chain and customer relationship management processes, through which coordination is achieved between creating demand in the market, receiving an order from a client, and determining the structure of suppliers and sub-suppliers depending on the specifics of customer demand.

Logistics outsourcing

The term "logistics outsourcing" means the transfer by an enterprise under a contract to an external contractor of the basic functions of organizing and managing flow processes. Directions for the implementation of log-processes: on their own (insourcing "AND") or with help involved log-th operator (outsourcing "BUT").