For the smooth functioning of production, well-established logistics (MTO) is necessary, which is carried out at enterprises through the logistics authorities.

The objectives of the logistics of production:

Timely provision of enterprise units with the necessary types of resources of the required quantity and quality;

Improving the use of resources, increasing labor productivity, capital productivity, reducing the duration of production cycles for manufacturing products, ensuring the rhythm of processes, reducing the turnover of working capital, full use of secondary resources, increasing the efficiency of investments;

Analysis of the organizational and technical level of production and the quality of products manufactured by the supplier's competitors and preparation of proposals for increasing the competitiveness of the supplied material resources or changing the supplier of a particular type of resource. For the sake of improving the quality of "entrance" enterprises should be afraid of changing non-competitive resource suppliers.

To achieve these goals, employees of the supply authorities must study and take into account the supply and demand for all material resources consumed by the enterprise, the level and change in prices for them and for the services of intermediary organizations, choose the most economical form of commodity circulation, optimize stocks, reduce transportation and procurement and storage costs.

Planning that includes:

study of the external and internal environment of the enterprise and the market 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 supply planning.

An organization that includes:

collection of information about consumed products, participation in fairs, sales exhibitions, auctions;

analysis of all sources of satisfaction of the need for material resources in order to choose the most optimal one;

conclusion of business contracts with suppliers for the supply of products;

obtaining and organizing the delivery of real resources;

organization of storage facilities, 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, their compliance with the terms of delivery of products;

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 increase its efficiency.

Logistics planning production includes a set of works on the analysis of the specific consumption of material resources for the reporting period, the use of technological equipment and equipment, the forecasting and rationing of certain types of resources for the planned period, the development of material balances by types of resources, sources of income and the above areas of use. The above planning work is very labor intensive. They are carried out by economists and planners with the participation of other specialists. Managers do not take part in the development of plans, their task is to check compliance with the principles of planning, the composition of planning documents, and their quality.

Under market conditions, enterprises have the right to choose a supplier, and hence the right to purchase more efficient material resources. This forces the supply staff of the enterprise to carefully study the quality characteristics of products manufactured by various suppliers.

The criteria for choosing a supplier can be the reliability of delivery, the ability to choose the method of delivery, the time to complete the order, the possibility of granting a loan, the level of service. The significance ratio of individual criteria may change over time.

The organizational structure, nature and methods of work of supply services at enterprises are distinguished by their originality. 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. At most medium and large enterprises, this function is performed by special logistics departments (OMTS), which are subordinate to the deputy head of the production enterprise. Since the quality of the work of the department largely determines the quality of the production process, it must be staffed with highly qualified specialists. In addition, many issues addressed by the department are complex in nature, require knowledge in the field of marketing, logistics, engineering, technology, economics, regulation, forecasting, organization of production and inter-production relations.

OMTS are built on a functional or material basis. In the first case, each supply function (planning, procurement, storage, release of materials) is performed by a separate group of workers. When building supply bodies on a material basis, certain groups of workers perform all the supply functions for a specific type of material.

A characteristic type of supply service structure is mixed (Fig. 1),

Rice. 1. Organizational structure of the MTS department (mixed type)

. when commodity departments, groups, bureaus are specialized in the supply of specific types of raw materials, materials, equipment. However, along with commodity, 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 MTO of production.

The planning bureau (group) performs the functions of analyzing the environment and market research, determining the need for material resources, developing a plan for providing the enterprise and its divisions with material and technical resources (included in the business plan of the enterprise), optimizing market behavior for the most profitable provision, formation of a regulatory framework, development of supply plans and analysis of their implementation, control over the fulfillment of contractual obligations by suppliers.

A 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.

The dispatching bureau (group) performs 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.

Departments (bureaus, groups) of external cooperation provide production with semi-finished products (blanks, parts, assemblies). They can also be built on a functional or commercial basis.

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

For large enterprises consisting of a number of branches, the most acceptable type of structure, the peculiarity of which is that 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, as well as monitoring their execution (Fig. 2).

Rice. 2. Scheme of the organizational structure of the supply service.

The formation of the regulatory framework, forecasting and development of MTS plans, the establishment of economic relations and the coordination of the work of the supply services included in the enterprise, are concentrated on the basis of the supply service of the enterprise. 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 the connection with the production process, are divided 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.

The implementation of the main and auxiliary activities of railway transport is impossible without the supply of materials, spare parts, fuel and other material and technical resources (MTR) of the required quality and volume on time. Untimely or incomplete performance of these functions by the logistics authorities negatively affects the quality of the transportation process and, ultimately, the competitiveness of railways.
Logistics support of MTO is a system for planning and organizing purchases, supplies, distribution, storage, accounting and control of material and technical resources.
The strategic goal of the logistics system is to minimize the material component of operating costs by optimizing the costs of purchasing, delivering and storing material resources while ensuring the stable operation of railways and traffic safety.
Logistics should provide a through flow of material resources necessary to ensure an uninterrupted transportation process in order to meet the effective demand of the clientele for transportation at the lowest possible cost. In the long term
perspective, the competitiveness of enterprises and organizations of the railway
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road transport depends on the ability to find and retain a customer, while ensuring the necessary level of profitability of the work. This will be facilitated by efficient and rational management of the supply process, which indirectly affects the end customer.
Logistics support includes: planning the need for materials and equipment based on their consumption rates per unit of output (work) and the planned volume of work by type of activity; calculation of consumption rates and norms of inventories of materials and equipment; placing orders for the manufacture of materials and equipment at domestic and foreign enterprises and establishing business relations with them; economic justification for choosing the form of supply (transit or warehouse); development of logistics plans; organization of acceptance and storage of materials and equipment in warehouses (subject to proper conditions and storage techniques); organizing the delivery of materials and equipment to railway transport subdivisions; accounting, reporting and control of the movement of materials and equipment. The MTO bodies of railway transport also solve the issues of the development of storage facilities, automation and informatization of supply processes.
The logistics management system includes such interrelated areas as supply planning, organization of supplies, rationing of the consumption of material resources, organization of warehouse management, inventory management, organization of supply control (Fig. 31.1).
To achieve this goal, the MTO system must perform the main functions in a timely and high-quality manner. The content of the functions of the MTO bodies includes three areas.
1. Planning, which involves:
analysis of market prices for purchased material resources, forecast of their dynamics and level in the coming period;
calculation of predictive consumption rates of fuel, electricity, materials and spare parts for the expected volume of transport work;
determination of the consolidated need of the network and railways for material resources for the long-term planning period in kind and value terms, its coordination with financial departments;
operational supply planning.
An organization that includes:
analysis of all sources of satisfaction of the need for material resources in order to choose the most optimal one;
conclusion of business contracts with suppliers for the supply of products;
obtaining and organizing the delivery of real resources;
organization of storage facilities, 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 fulfillment by them of the terms of delivery of products;
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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 work of the supply service, development of measures to coordinate supply activities and improve its efficiency.
Depending on the method of promoting products from the manufacturer to the consumer, two forms of supply are distinguished: transit and warehouse. In the transit form of supply, products go from the manufacturer directly to the consumer, bypassing the intermediate warehouses of supply (intermediary) organizations. In the warehouse form of supply, products from the manufacturer first arrive at the warehouses of supply (intermediary) organizations, and then from these warehouses are shipped (released) to consumers in small batches.
The main advantage of the transit form of supply is the reduction of transportation and procurement costs for consumers, and the disadvantages are an increase in production carry-over stocks, the volume of document circulation, since for each type of product it is necessary to establish economic relations with suppliers and keep records of their fulfillment of their contractual obligations. The advantages of the warehouse form of supply are the reduction of inventories and workflow, the ability to organize complex supply. The main disadvantage of the warehouse form of supply is the increase in transportation and procurement costs due to the payment of extra charges to the intermediary for the supplied materials.
The subject of management of supply processes in railway transport is the system of logistics bodies.
Currently, at the highest level of this system are Roszheldorsnab, a functional branch of Russian Railways, and the Office for Planning and Rationing Material and Technical Resources of Russian Railways.
"Roszheldorsnab" manages activities in the field of material and technical support and organization of supplies of material and technical resources for the needs of Russian Railways. Roszheldorsnab includes 7 separate structural subdivisions of the branch: Tsentrzheldormetrosnab, Spetszheldorsnab, Sevzapzheldorsnab, Privolzhskzheldorsnab, Uralzheldorsnab, Sibzheldorsnab, Vosttranstop. The main tasks of Roszheldorsnab include:
formation and implementation of the policy of Russian Railways in the field of logistics;
provision of production activities of Russian Railways JSC and allocated subsidiaries with material and technical resources (MTR);
comprehensive study of the MTP market;
implementation of the functions of the general customer of materials and equipment for the needs of Russian Railways;
organization of acceptance of applications and processing of applications for MTR;
formation and coordination of the general need of Russian Railways for materials and equipment;
organizing and conducting competitive procedures for the purchase of goods, works, services, the financing of which is carried out at the expense of Russian Railways;
preparation of the budget for logistics;
formation and implementation of the procurement plan for materials and equipment;
formation and implementation of the plan for the supply of materials and equipment;
dispatching supplies of materials and equipment;
organization of financial interaction of Russian Railways with suppliers of materials and equipment;
rationing the needs of Russian Railways for materials and equipment;
analysis of claims for the quality and rhythm of supplies of materials and equipment, development and implementation of measures to eliminate the identified shortcomings;
development of standards for the interaction of structural divisions within the MTO block, as well as with structural divisions of Russian Railways;
the formation of rational economic relations between enterprises and supplier organizations with the logistics authorities of Russian Railways.
The central office of Roszheldorsnab includes the following main divisions: Financial Department, Tender Procurement Department, Informatization and Communications Department, Spare Parts Department (cars, locomotives, tracks), Fuel and Heat Engineering Department, Light, Chemical and Forestry Department, department of materials of the upper structure of the track, department of analysis and operational control of the MTO of the industry, department of marketing and pricing, department of planning supplies of materials and equipment, department of foreign economic relations, economic and statistical department and others.
The next level of the system is formed by the logistics services (HX services), which are part of the railway management apparatus - branches of Russian Railways.
The main material warehouse of the road (NGG) is subordinated to the HX service. At the road departments, supply departments (SPDH), which have a main material warehouse and warehouses of branches, deal with the issues of providing enterprises with the necessary resources.
The MTO bodies have at their disposal the appropriate means of production, which are a combination of means and objects of labor. The means of labor include bases, warehouses, storerooms, handling and transport vehicles, various machines and mechanisms, weighing equipment, inventory, etc. The objects of labor are various material resources that should be delivered from suppliers to consumers.
Currently, the collection of applications, planning and implementation of purchases, the supply of materials to the warehouses of the structural divisions of the railways is carried out as follows: see fig. 31.2.
There are two circuits in this diagram:
the contour of filing applications for material resources and the formation of a supply plan;
procurement and delivery of materials.
Submission of applications for materials and the formation of a supply plan are carried out as follows.
1) on the basis of the average monthly expenditure of material resources, in agreement with the economic service, the MTO service establishes the right to material resources when forming applications. This right is brought to the technical services of the respective farms, which, in turn, establish a personal right for subordinate structural units 60 days before the planned quarter;
on the basis of the right received, structural divisions form an application for material resources 40 days before the planned quarter and send it to three addresses;
technical services form a consolidated application grouped by structural divisions, within the established right to purchase material resources and subject to adjustments 30 days before the planned quarter;
the MTO service forms a consolidated application according to the separation principle;
the logistics service forms a preliminary supply plan and sends it to the technical service of the corresponding farm 25 days before the planned quarter;
the technical service of the farm checks and corrects the preliminary supply plan. If the supply plan is adjusted, the corrected application is sent to the logistics service 15 days before the planned quarter;
the logistics service forms the final supply plan 5 days before the planned quarter.
The contour of the purchase and delivery of materials consists of the following operations:
the logistics service forms an application for materials in the amount of 80% of the supply plan to Roszheldorsnab;
the remaining 20% ​​of the supply plan remains with the logistics service for independent purchases. The MTO service sends offers to suppliers with guaranteed payment;
"Roszheldorsnab" sends offers to suppliers with a guarantee of payment. The selection of suppliers is based on the proposals of suppliers, their ranking and approval by the tender commission;
in accordance with the supply plan, materials are delivered to the warehouses of the logistics service;
the logistics service informs the relevant logistics departments about the arrival of materials. Materials are delivered to the warehouses of these departments;
logistics departments electronically inform reporting structural divisions about the arrival of materials and deliver them from the central warehouse to the warehouses of these divisions in accordance with the order.
The development of a long-term plan for logistics is based on the division of all resources into the nomenclature of centralized supply and decentralized procurement. The first group includes fuel, materials, equipment and spare parts, the supply of which has a decisive influence on the smooth operation of railways. Roszheldorsnab is responsible for this group. The second group includes material and technical resources planned by the railway supply authorities.
The number of nomenclature positions of the most important spare parts, equipment and materials for central planning is more than 2800 units (see Table 31.1).
Indicative list of the most important spare parts, equipment and materials of the centralized supply
Table 31.1 Products Number of positions Solid-rolled wheels 2 Locomotive tires 4 Railcar wheelsets 4 Spare parts of locomotives 216 Spare parts of freight cars 602 Spare parts of passenger cars 60 Spare parts for imported rolling stock and track machines 790 Batteries for locomotives, wagons and automatic blocking 10 Cable and wiring products 913 Welded, electric traction and throttle connectors and inter-throttle jumpers and wires PBMD 137 Locomotive and carriage bearings 8 Contact network insulators 10 Transformers 1V-VI of dimensions 4 Special and branded clothing and footwear 22 Bedding 8 Rolled ferrous and non-ferrous metals 31 Diesel fuel 2 Fuel oil 2 Coal 10 The development of a strategic logistics plan begins with a clarification of the prospective range of consumed resources. This work is carried out on the basis of a thorough analysis of the plan for innovation and investment activities, trends in scientific and technological progress in railways, prospects for entering new transport markets, etc.
Under the influence of these factors, the need for new material and technical resources is formed and the required amount of traditional materials is reduced. Clarification of the MTO nomenclature is carried out by specialists of the central bodies and the apparatus of the railways (NH). They exchange forecast information, agree on a prospective range of necessary resources, and determine which department will be responsible for acquiring certain types of new materials. Such parallel work significantly increases the validity of predictive developments.
The main value on the basis of which the need for material resources is determined is the consumption rate. Consumption rationing is the process of establishing a planned measure of the production consumption of material and technical resources. The consumption rate is the maximum allowable amount of materials, fuel, energy to perform a unit of transport work in the planned conditions of transportation.
The structural components of the material consumption rate are: its net (useful) consumption and technological waste and losses. The net (useful) consumption of material for a product is the amount that was materially included in this product (used usefully). Technological waste material refers to the amount that cannot be used for its intended purpose in the manufacture of some product (performance of work), but can be used in the manufacture of other products. The loss of materials should include the amount of material irretrievably lost in the process of production (work).
Consumption rates are classified according to the following main features: the type of materials, the degree of aggregation (scale of application), the degree of enlargement (detailing) of the range of standardized materials, the objects of rationing. According to the types of materials, consumption rates are developed for various types of ferrous and non-ferrous metals, timber, spare parts, etc. According to the degree of aggregation, the norms are divided into individual, group and enlarged.
Individual consumption rates are established for the production or repair of a unit of a specific product (repair of a locomotive, wagon, building), based on certain conditions for organizing production at a particular plant, depot, workshop, repair site. According to individual norms, the company's need for materials is determined and group and aggregated consumption rates are developed.
Group consumption rates are established for the same type of products manufactured at a number of homogeneous enterprises. Such norms include, for example, the consumption norms for depot repairs of electric locomotives of a certain series, carried out in various depots. In railway transport, group norms are widely used in the form of average network and average factory norms for the consumption of materials for the repair and maintenance of the same series and types of rolling stock, operated and repaired in various operating conditions of railways, factories and depots.
Enlarged (total) consumption rates are used in the planning of logistics on the scale of the entire railway transport. An example of such norms is the norms for the consumption of metal or spare parts for all types of repairs of various series of locomotives per 1 million km of their run or the norms for the consumption of materials for all types of repairs and maintenance of freight cars per 1 million km of run of these cars.
According to the degree of enlargement (detailing) of the nomenclature of materials, consumption rates are divided into specified, established for each specific type of material with details on grades, sizes, brands, and consolidated, developed for homogeneous types of materials. For example, the rate of consumption of rolled ferrous metals for the repair of a locomotive as a whole is a consolidated rate, and with a breakdown by size and grade of rolled products, it is a specified rate.
The following basic methods are used to develop norms for the consumption of materials, fuel, and energy. The calculation method provides for the determination of individual consumption rates on the basis of comprehensive calculations. The main initial information in the calculation of norms are drawings of parts, cutting maps, production technology, characteristics of the source material. Calculations determine the net (useful) material consumption, technological waste and losses.
An experimental method for developing consumption rates is to calculate the costs of materials, fuel, energy required to produce a unit of output (work), based on measurement data, observations and the determination of net consumption, waste and losses. In this case, the number of observations and measurements should be sufficient to obtain representative conclusions. Replacement of one material with another and scrap should not be taken into account. For a more accurate and detailed study of the influence of various factors on the consumption of material and technical resources, observations and measurements are used, i.e. Experiments are also carried out in the laboratory.
If it is not possible to establish consumption rates by calculation or experience, then the so-called reporting-statistical method of rationing is used. In this case, the consumption rates are determined on the basis of reported statistics on the actual consumption of various resources per unit of work. However, the reporting data reflect not only the savings achieved during the analyzed period, but also all cases of overspending caused by poor organization of production, repair and operation of rolling stock, track facilities, irrational use of resources, etc. Therefore, the reporting and statistical norms of consumption are not progressive in their essence.
When developing long-term plans for logistics, as a rule, aggregated consumption rates are used, calculated in the context of strategic business units. Since forecasts are made for a long period (from 3 years), the norms used must be progressive, i.e. correspond to the best achievements of Russian and foreign railways.
The norms characterize not the present, but the future, planned level of material costs. They represent tasks for the quantity and quality of materials used in the planning period and should not be set at the level of actual costs per unit of transport work, but taking into account the improvement in equipment, technology and organization of transportation provided for in the planning period.
The main tasks of long-term planning of logistics are to determine the approximate need of railway transport for electricity, fuel, materials, spare parts and other types of products and the approximate costs in monetary terms for the acquisition, delivery and storage of the necessary resources. The level of provision of material resources for the planned program of work depends on how correctly the needs are determined. When determining material needs, the entire scope of work for the planned period should be taken into account: on the operational activities of railways; repair of rolling stock; other activities (including the manufacture of spare parts for rolling stock, machines and mechanisms); repair and current maintenance of buildings and structures; capital construction.
Thus, the plan or budget for material resources should answer the following important questions:
how many resources of each type will be required, when and where they will be used;
what is the gap between needed and available resources;
how to close the existing gap and what sources are best used for this;
what will be the costs of eliminating the shortage of individual resources;
what will be the total costs for the logistics of the prospective volume of rail traffic.
A number of methods are used to determine the need for material resources. The most reasonable is the direct counting method, which gives fairly accurate results. With this method, the prospective need is calculated by multiplying the consumption rate of a material resource by the planned amount of work.
Also apply the method of determining material needs by analogy. In this case, the transport work (production), for which it is necessary to calculate the need, is equated in terms of material resource costs to a similar type of work. If necessary, a correction factor is used that takes into account the characteristics of the consumption of individual resources and the work under consideration in comparison with the analogue, which affect the overall level of demand.
Long-term planning of the need for material resources is carried out according to enlarged groups of materials for the entire range of works and services performed by railway enterprises. Calculations can be performed both in natural and cost meters. In value terms, the total need for material and technical resources can be determined by the formula:
H
Ppi = S (Hpi "Цpi - BOi ¦ Цoi)" ^arr, i =1
where Ppi is the annual consumption of the i-th type of resource, rub.;
Hpi - consumption rate of the i-th resource per unit of work (services);
П^- - price of the i-th resource;
Boi - the amount of waste sold;
Tsoi - the price of sold waste;
Lgproizv - the annual volume of work (services) in the prospective period; H - perspective nomenclature of works (services).
When planning material resources, in addition to the annual requirement, the value (norm) of inventories of materials is also established. Calculations can be done in one of two ways:
dividing the annual requirement by the number of deliveries of materials per year;
by multiplying the average daily consumption of materials by the rate of their stock (in days).
The total need for the i-th resource will be determined by the following formula:
PR I = Рр- ± LZsk,
where Ppi is the annual consumption of the i-th resource; Zsk - warehouse stocks of the i-th resource.
After determining the need for each type of material and technical resources, a consolidated procurement budget is drawn up.
When developing a prospective budget for material resources, it is recommended to calculate the need for the most important and scarce materials especially carefully and in detail. As a rule, the range of these resources is limited, and the impact on the smooth operation of railways is extremely high.

Go to the MTO module.

The MTO module is designed to process applications for the logistics of the production of finished products, the performance of work, and the provision of services. Based on the plan for marketing and sale of finished products, the production program, taking into account requests for logistics, a supply plan is formed.

The main tasks of the module:

· Calculation of the normative need for material resources for the implementation of the marketing plan and the sale of finished products, the performance of work, the provision of services.

· Calculation of the consolidated need for material resources, taking into account insurance stocks, expected and current balances of the MC;

· Formation of the schedule of purchases of MC.

Let's configure the module first.

Through the item =H= \Templates of applications in the window =Select a template= you will get access to editing (Edit) the template "from buyers". Set the following options on the different tabs of the window =Edit settings=:

Name - from buyers,

Direction - sales request,

Customer - counterparty,

Performer - division,

TO for sale - Communication is formed by outgoing,

DO for purchase - DO is not formed,

LZK - DO is not formed,

Executor - Sales Department.

For the "Suppliers" template, set the following options on the tabs of the window:

Name - to suppliers,

Direction - supply request,

The customer is a department

Contractor - counterparty,

DO for sale - DO is not formed,

TO for the purchase - Communication is formed outgoing,

LZK - DO is not formed,

Customer - Supply Department.

Now we will issue an application for receiving goods under an agreement with Beloe Solntse LLC. On the basis of the application, we will create a DO for the purchase.

Select Documents \ Applications. In the =Requests= window, add a (New) new requisition and select the "suppliers" template. The =Application= window will appear. (Figure 3.7).

Form the fields:

Number - sn004,

Reception - TD\TM\ TG

Execution - TD\TM\TG.

Customer - Procurement Department (default for requests to suppliers),

Contract - Choice of contract No. 0011\K with Beloe Solntse LLC. In the window =Formation of the application= mark: the specification from - the Contract, Copy the contractor, click the [Yes] button.

Fig 3.7. Application to the supplier

In the bottom panel, correct the quantities for all 4 resources by 10 pieces. Close windows. Application has been generated.

Through the item Operations\Formation \Formation TO open the window =Set parameters=. Check only the Supply direction and click the [Generate] button. In the window =Select requests= mark the newly created request № сн004 and press the Enter key. Read the message "Procurement documents generated 1" and press [OK].

Enter the Contract Management module, follow the item Documents \ TO for the purchase, you will see in the window = Grounds for the purchase = TO No. 00000 for 11,500 rubles from Beloe Solntse LLC. Select it, press Enter, make sure that TO is generated by order of sn004. Correct the Number field to 004sn.

Return to the MTO module, follow the Documents \ Applications item. In the =Requests= window, get the content of the requisition sn004. Through the [Outgoing Documents] button, you will see information about the DO generated by the application. The Added parameter is set to Automatic. Close windows.

According to one application, it is possible to generate arbitrarily identical base documents.

Orders

Go to the Order Management module.

The Order Management module is intended for processing orders for the manufacture of products, performance of work, provision of services, formation of a sales plan and sale of finished products, a plan for the execution of work and the provision of services.

The main tasks of the module:

· Formation of a portfolio of orders;

· Formation of a plan for the sale and sale of finished products, performance of work, provision of services;

Formation of a schedule for the supply of finished products, performance of work, provision of services;

The interface of the Order Management module is completely identical to the interface of the MTO module. The difference lies only in the ability to form sales plans, not supply plans.

Let's assume that the printers were produced at the request of the customer. We will issue an application for the shipment of goods under an agreement with Kolos LLC. On the basis of the application, we will create a TO for sale.

Via Documents \ Applications get the application window. .Add a new requisition with the "sales, from buyers" template (Figure 3.8).

Form the fields:

Number - sb003

Reception - TD\TM\TG

Execution - TD\TM\TG.

Contractor - Sales Department (by default in the application from recipients),

Contract - Choice of contract No. 0012\P with Kolos LLC. In the window =Formation of the application= mark: the specification from the Contract, Copy the Customer– and press the [Yes] button.

In the bottom panel, change the amount of the Printer resource to 10. Set the Status to executable. Close windows.

Through the item Operations \Formation \Formation TO open the window =Set parameters=. Check only the Sales direction and click the [Generate] button. In the window =Select applications= mark the application with Kolos LLC No. sb003 and press the Enter key. Read the message "Sales documents generated 1" and click [OK].

Fig 3.8. Application from the recipient

Close 2 application windows.

Enter the Contract Management module, complete the item Documents \ TO for sale, you will see in the window = Grounds for sale = TO No. 00000 for 17,000 rubles from Kolos LLC. Select it, press Enter, make sure that TO is generated by order No. sb003. Correct the Number field to 003sb.

For one order, you can generate arbitrarily identical base documents.

.

In addition to the capabilities of the standard "Production Enterprise Management" configuration, the "MTO Logistics Support" configuration takes into account the specifics of the logistics of holdings and large industrial enterprises and provides the following features:

• Managing the process of centralized formation of requirements for materials and equipment by expense items and areas of activity in accordance with the allocated budget (limit) based on a unified classifier of material and technical resources (MTR)
• Management of the process of formation of requirements for materials and equipment for industrial facilities in accordance with the planned activities in the areas of activity
• Analysis of the compliance of the needs for materials and equipment with plans, projects, budgets, programs, preventive work, etc.
• Managing the preparation and approval of the Logistics Plan
• Procurement planning in accordance with the MTO Plan
• Organization of competitive purchases of materials and equipment and formation of specifications for supply contracts with bidding winners
• Managing the process of monitoring the availability of inventory balances in warehouses and their distribution in accordance with needs
• Managing the process of monitoring the availability of stocks for emergency and unforeseen situations and the timeliness of their replenishment
• Formation of operational and management reporting on the implementation of supply and procurement plans based on the unified NSI Classifier
• Integration with the web-platform of electronic trading.

The functionality of the logistics planning mechanisms implemented in the "MTO Logistics" configuration is developed taking into account the characteristics of large Russian industrial enterprises and holding structures that use Application Campaigns to collect, consolidate and coordinate needs with the MTR. The use of Application campaigns for the purposes of generating needs significantly expands the mechanisms for generating needs using the MRP/MRPII algorithms implemented in the "Purchase Management" subsystem of the "Manufacturing Enterprise Management" standard configuration.

Effective automation of logistics processes requires increased attention to the maintenance of regulatory reference information (NSI) used at the enterprise (reference books of MTR, Services, Counterparties), because otherwise it will be extremely difficult to track the movement of MTR throughout the supply chain. It is recommended to use the software product 1C: MDM Regulatory and reference information management to automate the processes of master data management.

Logistics

Logistics subsystem is designed to automate logistics management processes and allows you to organize:

• Automation of logistics management processes, taking into account the specifics of the activities of holdings and large industrial enterprises, including the presence of a complex multi-level and distributed subordination structure and, accordingly, time-distributed processes for coordinating various decisions
• The optimal combination of features of centralized planning of material and technical resources, taking into account the characteristics of Russian enterprises (bidding campaigns) and world practices (MRPII) with partial or complete decentralization of operational work on the implementation of logistics plans
• Holistic development of the functional capabilities of the 1C:Enterprise 8. Manufacturing Enterprise Management configuration in the field of logistics automation, taking into account the specifics of Russian enterprises.
• The logistics subsystem allows you to optimize processes and solve the main problems of logistics of holdings and large industrial enterprises:
• Lack of unified logistics planning. Operational planning of purchases does not always allow to ensure the uninterrupted supply of raw materials and materials to production, because does not operate with long-term logistics plans
• Lack of a single centralized procurement. Self-purchasing by production sites of the most important types of raw materials leads to uneven material costs, does not allow them to be optimized and ensure a unified pricing policy for the entire holding or industrial complex
• The lack of a single information space leads to the fact that even if there is a single centralized logistics support, the logistics service cannot respond in a timely and flexible manner to emergency needs, changes in production programs, etc.
• Lack of logistics regulations. Decentralization of logistics planning does not allow monitoring and evaluating the effectiveness of the logistics services of each of the production sites and, if necessary, improving their work. In addition, the lack of regulation of the work of logistics services often does not allow predicting or planning the timing of the execution of applications for security
• Lack of unified reference information. The use of different classifiers in the MTO processes at different production sites makes it impossible to assess the consolidated needs for material resources of the entire holding or industrial complex
• Lack of convergence of MTO plans and holding budgets. The use of different planning regulations in the formation of the production program and holding budgets leads to the fact that the MTO budgets are not consistent with the budgets of the production program, which, in turn, leads to interruptions and gaps in purchases and payments.

The logistics subsystem allows you to automate the functions of planning, organizing, executing and analyzing the effectiveness of logistics. At the same time, the key object in this subsystem is the need for materials and equipment.

Automation of the above functions is provided by the functionality of the following subsystems:

• Application campaign management;
• Ensuring application campaigns;
• Selection of suppliers (Contractual Procurement Support);
• Logistics analysis.

The functions of accounting for the receipt of materials and equipment at warehouses and warehouse accounting of materials and equipment are provided by the functionality of the subsystem "Management of a warehouse (stocks)" (see below).

The table shows the coverage matrix of the above functions of the MTO process by the functionality of the logistics subsystem.

Application campaign management

A feature of the logistics planning functionality implemented in the subsystem is the use of application campaigns for entering, consolidating and coordinating the needs for materials and equipment. Application campaigns, as a rule, are organized at enterprises and holding structures to collect and consolidate applications from divisions, branches and other organizational units in material and financial support.

Bidding campaigns, in the processes of planning logistics, allow you to provide a method of counter planning:

• top-down planning - registration of the enterprise's strategic goals in the form of application campaign limits;
• bottom-up planning - preparation by performers of subordinate levels of logistics plans (needs for materials and equipment) that ensure the fulfillment of these goals.

The use of application campaigns for the purposes of generating needs expands the mechanisms for generating needs using the MRP/MRPII algorithms implemented in the "Procurement Management" subsystem (see below).

Logistics planning is carried out within the framework of application campaigns. The planning process is provided by the functionality of the "Management of application campaigns" subsystem and involves the automation of the following functions:

The functionality of the subsystem makes it possible to take into account, when organizing logistics planning processes, the features of the organizational structure of the enterprise and the holding, the specifics of the logistics planning regulations.

The rules of the application campaign determine:

• the time frame of the application campaign (start date, duration, frequency);
• planning currency and planned purchase prices;
• list and sequence of stages of input, adjustment and coordination of requirements for materials and equipment;
• additional planning sections (projects, activities, funding items, etc.);
• limit control procedure.

Application campaign management is carried out using the task mechanism, which allows you to control the input, approval and adjustment of previously declared needs. Upon completion of the bidding campaign, the MTO Plan is fixed in the subsystem.

The MTO plan allows you to determine the consolidated needs for the MTR of a holding or a production complex, taking into account financial restrictions (limits).

The functionality of the subsystem allows parallel processing of requirements for several application campaigns. At the same time, for each of such application campaigns, a restriction on the groups of the reference book "Nomenclature" can be set.

Ensuring application campaigns

The needs for materials and equipment, which are recorded in the MTO Plan, can be met both at the expense of purchased materials and equipment, and at the expense of those available in our own and remote warehouses.

Ensuring or covering the needs for materials and equipment is carried out using the functionality of the subsystem "Provision of application campaigns".

The provisioning process is carried out in two stages.

The first stage is the stage of primary provision of needs, which will be performed one-time, upon the closing of the application campaign and the approval of the MTO Plan. At this stage, the following operations are performed:

• Analysis of approved requirements for materials and equipment, balances of materials and equipment at production sites and warehouse complexes of the holding, balances of materials and equipment held in reserves and in agreed orders to suppliers.
• Formation of needs for the purchase of materials and equipment, planning of inter-warehouse movements and write-offs of existing materials and equipment for the needs approved in the Logistics Plan.
• The MTO Procurement Calendar Plan, which includes information both on the needs for the purchase of materials and equipment, and on the responsibility of legal entities that are part of the holding structure for the purchase and distribution of specific materials and equipment.
• Tasks for the movement of materials and equipment between warehouses, forming a reserve and allowing you to plan inter-skate movements to meet the specific needs of logistics.
• Tasks for the transfer of materials and equipment to applicants, which form a reserve and allow planning the subsequent issuance of materials and equipment to the applicant of needs.
• Weight coefficients for the distribution of materials and equipment by departments used in the second stage of support.

The second stage is the stage of operational meeting the needs for materials and equipment. This stage begins after the completion of the first stage, lasts until the end of the planning period and involves the constant distribution of available material values ​​according to the needs for materials and equipment. The distribution operation can be performed according to certain regulations or upon receipt of material assets in the warehouses of enterprises.

Operational support is carried out in a specific warehouse and allows you to perform:

• Analysis of unmet needs for materials and equipment of your own unit, i.e. the subdivision that is specified for this warehouse;
• Analysis of unmet needs for materials and equipment of subordinate units, i.e. those departments that are directly or indirectly subordinate to the department that is specified for this warehouse in the hierarchy;
• Analysis of free balances of materials and equipment in this warehouse, which may be required to cover identified unmet needs for materials and equipment;
• Analysis of weight coefficients.

Upon completion of this operation, the subsystem registers:

• Tasks for the movement of materials and equipment between warehouses.
• Assignments for the transfer of materials and equipment to applicants.

Supplier selection (contractual procurement)

The execution of the Procurement Plan, as a rule, involves additional work on contracting supplies. At the same time, part of the MTR can be purchased on a competitive basis, and partly - out of competition (purchase from a single supplier). The possibility of performing these functions is provided by the subsystem "Contractual procurement support", namely:

• preparation of data for the organization of competitive purchases based on the needs for the purchase of materials and equipment, which were approved in the Procurement Plan;
• registration of tenders and preparation of fragments of procurement documentation;
• uploading data for posting information about the auction on the electronic platform;
• downloading data upon completion of trading;
• analysis and registration of the results of the auction;
• registration of contracts and specifications upon the conclusion of contracts based on the results of the auction.

The analytical functions of the subsystem make it possible to select the most attractive ones from the proposals of suppliers received within the framework of specific tenders, taking into account the price component, terms of delivery and payment.

Schematically, the functionality of the subsystem can be represented as follows:

MTO efficiency analysis

Upon meeting the needs for MTR, the MTO functionality allows you to perform:

• Analysis of the implementation of the MTO Plan (fullness of coverage of needs);
• Procurement and movement plan
• Analysis of the execution of the Procurement Plan;
• Purchase price analysis;
• Analysis of the use of limits;
• Analysis of the implementation of MTO tasks;
• Analysis of coverage of needs for materials and equipment.

All analytical functions are implemented using reports that are developed using a data composition system and can be variably configured by users of the subsystem functionality.

Financial management

The financial management subsystem is focused on a comprehensive solution of the problems of planning, controlling and accounting for income and expenses, it allows the enterprise to effectively use its own funds and attracted investments, improve the manageability of the business as a whole. The implemented mechanisms optimize the financial instruments used, making the company's work transparent for internal and external audit, and increase the investment attractiveness of the business.

The functionality of the subsystem provides a solution to a wide range of tasks of the financial service, planning and economic departments, and accounting.

Budgeting

The subsystem implements the following functions:

• planning the activities and resources of the enterprise for any period in the context of scenarios, financial responsibility centers (FRC), projects, residual and turnover indicators, additional analytics (nomenclature, counterparties, ...);
• monitoring of actual execution in the context of completed planning;
• compilation of consolidated reports based on monitoring results;
• the financial analysis;
• analysis of the availability of funds;
• analysis of deviations of planned and actual data.

Cash Management

The treasury subsystem contains the functions necessary for effective cash flow management, control over payments made:

• multi-currency accounting of cash flow and balances;
• registration of planned receipts and expenditures of funds;
• reservation of funds for upcoming payments on settlement accounts and at the box office;
• placement of funds in expected incoming payments;
• formation of a payment calendar;
• registration of all necessary primary documents;
• integration with "bank client" systems;
• the possibility of spreading (manual or automatic) the amount of the payment document for several contracts and transactions.

Settlement management

The mutual settlements management subsystem is used in the financial, supply and marketing structures of the enterprise, allowing to optimize the financial risks of the enterprise and the need for working capital.

The change in time of the forecasted (deferred) and actual debt is analyzed. Deferred debt arises when the system reflects such events as an order for the supply or transfer of inventory items for commission, an application for receipt of funds, and other similar events. The actual debt is associated with settlement operations and moments of transfer of ownership.

The main purpose of the settlement subsystem:

• fixing the debt of the counterparty to the company and the company to the counterparty;
• accounting for the causes of debt;
• support for various debt accounting methods (under contracts, transactions, individual business transactions);
• analysis of the current state of debt and the history of its change.

Accounting

Accounting is maintained in accordance with Russian legislation for all areas of accounting, including:

• accounting of material values;
• bank and cash operations;
• currency operations;
• calculations with accountable persons;
• settlements with personnel for wages;
• budget calculations.

It supports accounting in a single information base for several legal entities. To consolidate the data of geographically distributed structures - branch organizations and groups of companies, the configuration can be used in conjunction with the 1C: Consolidation solution.

A high degree of automation of the formation of accounting entries is predetermined by the description of primary documents ready for use by types of business transactions.

The quality of accounting is controlled by a specialized report "Analysis of the state of accounting", which allows you to control complex transactions and quickly determine the places of occurrence (before the document) of undesirable deviations.

The relevance of the regulated reporting forms is supported by the possibility of automatic updating via the Internet.

tax accounting

Tax accounting for income tax in the configuration is maintained regardless of accounting. Business transactions are reflected in parallel in accounting and tax accounting. The basis for accounting and tax accounting is divided Charts of Accounts, which have a "mirror" coding. For the purposes of accounting and tax accounting, it is permissible to use independent methods for estimating inventories during write-offs, methods for calculating depreciation, etc. the values ​​of the tax components (NU, VR, PR), the decoding of the data is given in specialized reports. Formation of the Declaration on income tax is ensured.

Accounting for value added tax (VAT) is implemented in accordance with the requirements of Chapter 21 of the Tax Code of the Russian Federation, maintenance of "complex" VAT is supported under the conditions of applying various VAT rates (0%, 10%, 18%, excluding VAT), separate accounting by type activities. The Purchase Book and the Sales Book are formed.

The configuration contains all declaration forms for other taxes (transport tax, property tax, etc.) and statistical reporting forms.

Accounting according to international standards

The subsystem includes a separate Chart of Accounts in accordance with IFRS, which can be customized by the user, and provides:

• translation (transfer) of most of the accounts (postings) from the accounting subsystem (RAS) according to the rules that can be flexibly configured by the user;
• parallel accounting according to Russian and international standards for those areas where the differences between Russian standards and IFRS requirements are significant (for example, accounting for fixed assets, intangible assets);
• conducting own regulatory documents (for example, accrual of expenses, accounting for reserves, accounting for depreciation of assets and a number of others), as well as making corrective entries in the "manual" mode.
• The capabilities of the subsystem allow:
• to minimize the complexity of accounting in accordance with IFRS through the use of Russian accounting data;
• compare Russian and IFRS accounting data, facilitating data reconciliation before preparing IFRS statements.

The subsystem can also be configured for accounting and financial reporting in accordance with foreign standards, including US GAAP.

Personnel Management

Employees of the personnel department, the department of organization of labor and employment and accounting can use the personnel management subsystem in a single information space for daily work.

The subsystem is intended for information support of the company's personnel policy and automation of settlements with personnel. The subsystem features include:

• personnel needs planning;
• maintaining the staffing of the organization;
• employment planning and vacation schedule for employees;
• solving the problems of providing business with personnel - selection, questioning and evaluation;
• personnel records and analysis of personnel;
• analysis of the level and causes of staff turnover;
• maintaining a regulated document flow;
• calculation of wages of employees of the enterprise;
• automatic calculation of accruals, deductions and taxes regulated by law;
• automatic calculation of UST and insurance premiums for mandatory pension insurance.

Based on the accumulated data on employees, you can build a variety of reports: lists of employees, personnel analysis, vacation reports (vacation schedules, vacation usage and vacation schedule fulfillment), etc.

The subsystem of the regulated personnel workflow allows you to automate personnel operations in accordance with the current regulatory documents:

• conclusion and maintenance of employment contracts with each employee of the organization;
• formation of approved labor forms;
• personalized accounting for the FIU;
• maintaining military records.

Payroll

An important aspect of business management is the construction of a system of motivation for workers, focused on increasing the volume of products manufactured with the appropriate level of quality, providing for the interest of personnel in advanced training. To implement staff motivation strategies, tariff and piecework wage systems are often used; for accurate calculation of charges in accordance with accepted rules, a payroll subsystem is used.

The subsystem allows you to automate the entire complex of settlements with personnel, starting from the input of documents on actual output, payment of sick leaves and vacations, up to the formation of documents for the payment of salaries and reporting to state supervisory authorities.

The results of payroll calculation are reflected in management, accounting, tax accounting with the required level of detail:

• reflection of the results of the calculation of managerial salaries in management accounting;
• reflection of the results of the calculation of regulated wages in accounting;
• reflection of the results of the calculation of the regulated salary as costs taken into account for the purposes of calculating income tax (single tax). Reflection of the results of the calculation of the regulated salary for the purposes of calculating the UST.

Industrial production management

One of the most effective ways to reduce production costs is to build and optimize a production plan. This allows the company to reduce the level of downtime of equipment and highly qualified specialists, reduce the lead time for orders, avoid disruption of the sales plan due to overload of production resources, optimize the movement of materials and stock balances, and make the production process transparent and manageable.

The production management subsystem is intended for planning production processes and material flows in production, reflecting the processes of the enterprise's production activities and building a normative production management system.

The functionality of the subsystem can be used by employees of the planning and economic department, production workshops, production and dispatching department and other production departments.

Implemented in the "Production Management" subsystem, production planning mechanisms provide:

• scenario planning to develop various options for a production strategy or take into account possible changes in the conditions of the enterprise;
• rolling planning, expanding the planning horizon as the next planning periods come;
• project planning of production;
• fixing planned data from changes (by scenarios and periods);
• integration with the budgeting subsystem.

Production planning

The subsystem is designed for medium-term and long-term planning of production and resource requirements, as well as for conducting a plan-fact analysis of the implementation of production plans. When planning production, it is possible to take into account many parameters, control the feasibility and track the implementation of the plan at various stages in several sections simultaneously:

• by departments and managers;
• for projects and subprojects;
• on key resources;
• by nomenclature groups and individual nomenclature units.

Formation of an enlarged production plan

• Based on the sales plans formed in the "Sales Management" subsystem, the estimated production volumes are formed in the context of item groups (and, if necessary, individual items of the item).
• Differences are identified between enlarged and updated plans, a package of planned shift-daily tasks, and actual production data.
• The formation of tasks for production, control of their execution and assessment of the backlog of production are carried out.

Resource planning

• It is possible to form tables of consumption and availability of the main (key) types of resources in the production of item groups and individual types of item.
• The integrated production plan is monitored for compliance with limiting factors, for example, the consolidated availability of the main (key) types of resources.
• Availability of key resources is monitored.

Shift production planning

The subsystem is designed to plan production in the short term in the context of individual items, as well as to conduct a plan-fact analysis of the execution of production plans by the production and dispatching department. In this subsystem, a detailed shift schedule of production and consumption is formed, its feasibility is assessed, taking into account the planned loading of resources:

• planning taking into account the availability of capacities in planning sub-periods and changes in the summary duration of operations on the technological tree. In case of insufficiency of capacities in sub-periods, the planned operations are transferred to sub-periods with available free capacities;
• formation of a detailed schedule of production and operations;
• planning "on top" of existing plans for production and operations or complete rescheduling;
• the possibility of planning operations for territorially remote units;
• planning taking into account the time of transportation between warehouses and divisions.

Formation of a shift production plan

• Formation of a production plan, refined to individual nomenclature positions with the calculation of the exact terms of production.
• Determination of breakpoints for explosion procedures in the technological tree of production for all products planned in the "assembly to order" mode.
• Formation of a schedule for loading production capacities and the need for production in raw materials and components.
• Formation of the schedule of the final assembly with the specification of the terms of production.

Determining available resource capacities

• Maintaining a list of work centers and technological operations.
• Support for availability calendars for individual work centers and input of resource availability according to these calendars.
• Combining work centers into groups with setting priorities for planning.
• Calculation of the load of work centers during the determination of the schedule of material requirements.

Execution control

• Formation of a schedule of production needs.
• Formation of tasks for production, shift-daily tasks.
• Plan-fact analysis of the production progress, control and analysis of deviations.

Product data management

Rationing the composition of products allows you to control the write-off of materials into production (limit-fence cards), plan the cost of production, analyze the discrepancies between the planned and actual costs and identify their causes.

Setting a route (technological) map allows you to plan a chain of production of multi-limited products, at each stage evaluating its feasibility, taking into account the loading of equipment and the availability of resources necessary for production.

The functionality of the subsystem can be used by the chief engineer and employees working in the departments of the chief designer and chief technologist.

As part of production management, the function of accounting for the standard costs of materials in production and analysis of deviations from the norms has been implemented. The norms of consumption of materials are laid down in the specification for the manufacture of products.

The standard composition of products is used:

• when analyzing deviations from the norms for product quality control;
• to calculate the cost - as a base for the distribution of indirect costs.

For the purposes of shift planning, the entire technological process can be represented as a set of sequences of operations. Such a set sets a route map for the manufacture of products. Each operation can be characterized by its own set of material needs at the input and a set of products at the output.

Cost management and costing

The cost management subsystem is designed to account for the actual costs of the enterprise and calculate the cost of production.

The main functions of the subsystem:

• accounting for the actual costs of the reporting period in the required sections in value and physical terms;
• operational quantitative accounting of materials in work in progress (WIP);
• accounting for actual WIP balances at the end of the reporting period;
• registration of marriage in production and in warehouses;
• calculation of the actual cost of production for the period of the main and by-products (semi-finished products, rejects) - incomplete and full production costs and the actual full cost of sales of products, incl. calculation of the cost of output from processors;
• calculation of the production cost within a month according to the release documents - at direct costs or at the planned cost;
• accounting for the processing of tolling raw materials;
• calculation of the actual cost of WIP balances at the end of the reporting period;
• provision of data (reports) on the procedure for the formation of prime cost;
• providing data on the structure of the cost of production to assess deviations from the specified standards.

Fixed asset management

The subsystem allows you to automate all typical fixed asset accounting operations:

• acceptance for accounting;
• state change;
• depreciation charge;
• changing the parameters and ways of reflecting depreciation costs;
• accounting for the actual production of fixed assets;
• assembly and disassembly, relocation, modernization, decommissioning and sale of fixed assets.

A wide range of depreciation methods are supported. The subsystem allows to receive detailed information about the state of fixed assets, analyze the degree of wear and tear and monitor the performance of equipment maintenance.

Sales management

The use of the subsystem by the commercial director, employees of the sales department and warehouse workers will increase the efficiency of their activities.

The sales management subsystem provides end-to-end automation of the process of selling products and goods at a manufacturing enterprise, in wholesale and retail trade. The subsystem includes tools for planning and controlling sales, allows you to solve the problems of managing customer orders. Various schemes for the sale of products and goods are supported - from a warehouse and on order, sale on credit or on an advance payment, sale of goods accepted for a commission, transfer to a commission agent for sale, etc.

The subsystem is intended for planning:

• sales volumes in physical and value terms, including on the basis of sales data for previous periods, information on current stock balances and customer orders received for the planning period;
• selling prices, including on the basis of information about the current prices of the company and competitors;
• cost of sales, taking into account information on prices of suppliers, planned or actual cost of production for a certain period.

Sales planning can be carried out both for the enterprise as a whole and for departments or groups of departments, for individual goods and product groups, for certain categories of buyers (by region, by type of activity, etc.). The subsystem ensures the consolidation of individual plans into a consolidated sales plan for the enterprise.

To control the implementation of the developed plans, the system provides advanced tools for comparative analysis of data on planned and actual sales.

Planning can be carried out with time detailing from a day to a year, which allows you to:

• move from strategic plans to operational ones, while maintaining information about the indicators set at each stage of planning;
• to conduct planning both taking into account and without taking into account seasonal fluctuations in demand.

The functionality of order management implemented in the system makes it possible to optimally place customer orders and reflect them in the production program in accordance with the company's order execution strategy and work schemes (work from a warehouse, on order).

All stages of the order and its adjustments are recorded in the system by appropriate documents. The manager can at any time:

• receive full information about the progress of the order;
• track the history of relationships with customers and suppliers;
• evaluate the efficiency and reliability of work with counterparties.

With the help of analytical reports built into the program, the manager can receive information about the payment of customer orders, the placement of orders in production and the progress of their implementation, the distribution of orders to suppliers to ensure customer orders.

Pricing mechanisms allow the commercial director and the head of the sales department to determine and implement the pricing policy of the enterprise in accordance with the available analytical data on supply and demand in the market.

The main functionality of the subsystem:

• construction of various schemes for pricing and discounts;
• the formation of selling prices, taking into account the planned cost of production and the rate of return;
• monitoring compliance by employees of the enterprise with the established pricing policy;
• storing information about competitors' prices;
• storage of information about prices of suppliers, automatic updating of purchase prices;
• comparison of selling prices of the enterprise with the prices of suppliers and competitors;

Purchasing management

To ensure the quality of manufactured products, ensure the continuous supply of materials to production and fulfill orders in accordance with the planned deadlines without exceeding the planned cost, an important task is the effective management of purchases of goods and materials.

The subsystem provides managers responsible for supply with the information necessary for making timely decisions on the replenishment of stocks of goods and materials, to reduce procurement costs and to clearly organize interaction with suppliers.

Among the features that the subsystem provides:

• operational planning of purchases based on sales plans, production plans and outstanding customer orders;
• placing orders to suppliers and monitoring their execution;
• registration and analysis of the fulfillment of additional conditions under contracts with fixed nomenclature items, volumes and delivery times;
• support of various schemes for receiving goods from suppliers, including acceptance for sale and receipt of raw materials and materials to be supplied by the customer;
• registration of uninvoiced deliveries using warehouse orders;
• analysis of the needs of the warehouse and production in goods, finished products and materials;
• end-to-end analysis and establishment of relationships between customer orders and orders to suppliers;
• analysis of the consequences that may result from non-fulfillment of orders by suppliers (which customer order can be disrupted by a short delivery of goods or materials);
• procurement planning, taking into account the predicted level of stocks and reserved goods and materials in warehouses;
• selection of the best suppliers of goods according to their reliability, delivery history, criteria for the urgency of order fulfillment, proposed delivery conditions, territorial or other arbitrary characteristics and automatic generation of orders for them;
• scheduling deliveries and payment schedules.

Warehouse (inventory) management

The use of the warehouse (inventory) management subsystem allows you to effectively organize warehouse management and increase the productivity of warehouse workers, employees of supply and marketing structures, and also provides operational and detailed information to the commercial director of the enterprise.

The system implements detailed operational accounting of materials, products and goods in warehouses, provides full control of stocks of goods and materials at the enterprise. All warehouse operations are recorded using the appropriate documents. The subsystem allows:

• to manage inventory balances in various units of measurement at multiple warehouses;
• keep separate records of own goods, goods accepted and transferred for sale, returnable packaging;
• control and record serial numbers, expiration dates and certificates;
• control the correctness of write-off of serial numbers and goods with certain expiration dates and certificates;
• set arbitrary characteristics of the batch (color, size, etc.) and keep batch records in the context of warehouses;
• take into account the customs declaration and the country of origin;
• to complete and disassemble goods and materials;
• carry out the functions of order accounting and reservation of goods and materials.

Information on the state of warehouse stocks is available in any analytical sections with high detail: to the level of product characteristics (color, size, dimensions, etc.), or to the level of serial numbers and expiration dates of goods. It is possible to obtain valuations of inventory at cost and potential sales at selling prices.

Retail management and connection of shop equipment

For manufacturing enterprises with their own stores and retail outlets, the configuration provides for retail management capabilities. Retail trade can be carried out from any of the warehouses - wholesale, retail or non-automated outlet. Accounting for goods in non-automated outlets is carried out at fixed retail prices. The ability to connect retail equipment has been implemented: scanners, data collection terminals, customer displays, electronic scales, cash registers in the "fiscal registrar", "off-line" and "on-line" modes. The system makes it possible to evaluate value stocks at retail prices, compare volumes and profitability of sales in various stores (outlets), control the correctness of receipts from stores and outlets.

Relationship management with buyers and suppliers

The functionality of the subsystem allows you to manage relationships with buyers, suppliers, subcontractors and any other contractors. These opportunities can be claimed by the commercial director, marketing director, employees of marketing, sales and supply departments.

The subsystem "Management of relations with buyers and suppliers" allows the enterprise:

• store full contact information for counterparties and their employees, as well as store the history of interaction with them;
• register information about suppliers: terms of delivery of goods, reliability, terms of execution of orders, range and prices of supplied goods and materials;
• automatically notify users about upcoming contacts with counterparties, remind them of the birthdays of contact persons;
• plan your working time and control the work plans of your subordinates;
• analyze pending and plan upcoming transactions with buyers and potential clients;
• use a personalized approach to the needs and requirements of each client;
• register each appeal of a potential buyer and further analyze the percentage of customer acquisition;
• promptly monitor the status of planned contacts and transactions;
• conduct an integrated ABC(XYZ) analysis of customer relationships;
• analyze the reasons for the failure to fulfill customer orders and the volume of closed orders;
• analyze and evaluate the effectiveness of advertising and marketing campaigns based on the results of customer requests.

Customer segmentation using the integrated ABC(XYZ) analysis allows you to automatically separate customers:

• into classes depending on the client's share in the company's revenue or profit: important (A-class), medium importance (B-class), low importance (C-class);
• by status: potential, one-time, permanent, lost;
• by regularity of purchases: stable (X-class), irregular (Y-class), episodic (Z-class).

The results of this analysis help to optimally distribute efforts and organize the work of employees responsible for sales and customer service.

Monitoring and evaluation of the work of managers

The configuration allows the management (commercial director, head of sales department, head of marketing department) to evaluate and compare the work of managers responsible for sales and work with clients, according to a number of indicators:

• in terms of sales and profits;
• by customer retention rate;
• by the number of completed orders;
• by the number of contacts with customers;
• by the completeness of filling the database with contact information.

These estimates can be used to build an objective system of staff motivation that reflects the specifics of the tasks solved by various categories of managers.

Integrated e-mail tools

Tools for working with e-mail are integrated into a single information space of the system. As a result, the processing of electronic correspondence is carried out in close relationship with other business processes of the enterprise:

• registration of correspondence, appointment of executors and control of execution, maintaining the history of correspondence for each counterparty;
• creation of both individual and "public" (group) mail addresses and differentiation of access to them for different user groups;
• import contact information from common email clients;
• automatic sending of letters upon the occurrence of scheduled events (for example, a payment reminder);
• organization of mailings of e-mails - groups of addresses for mailing can be formed both manually and automatically according to criteria specified by the user (for example, by regions, types of activities of counterparties, positions of contact persons, etc.).

Monitoring and analysis of the enterprise's activities

The effectiveness of management, the efficiency and quality of decisions made by the heads of enterprises largely depend on how effectively they can use the data on various aspects of the enterprise's activities accumulated in information systems.

A powerful and flexible reporting system allows you to quickly analyze and continuously monitor all aspects of the production and trading activities of the enterprise. Among the main features of the system:

• intelligent tools for automatic reporting that do not require programming;
• spreadsheet style design;
• pivot tables;
• linear, hierarchical and cross-reports;
• grouping support;
• deciphering individual elements of the report (drill-down);
• business graphics.

Information can be obtained in any sections with the required detail. The user can independently set (configure) the level of detail, grouping parameters and criteria for selecting data in reports in accordance with the specifics of the tasks being solved. Such individual settings (actually - customized reports created by the user) can be saved for further use.

Modern business methods, convenient and visual means of information analysis implemented in the system make the program an effective tool for solving pressing management issues. Specialized Tool « Performance Monitor » focused on the rapid assessment of key performance indicators of the enterprise:

• coverage of the entire business "at a glance";
• timely detection of deviations from the plan, negative dynamics, points of growth;
• clarification of the information provided;
• use of a pre-installed set of more than 60 performance indicators;
• development of new performance indicators;

setting up several report options by type of activity, by area of ​​responsibility.

Sending reports via the Internet

This application has built-in functionality for working with, which allows you to send regulated reporting to regulatory authorities: the Federal Tax Service, the Pension Fund of the Russian Federation, the FSS, Rosstat and Rosalkogolregulirovanie via the Internet directly from 1C: Enterprise programs without switching to other applications and re-filling forms.

In addition to electronic reporting, "1C-Reporting" supports:

• Non-formalized correspondence with the Federal Tax Service, the Pension Fund of the Russian Federation and Rosstat;
• Reconciliations with the tax (requests ION);
• Reconciliations with the FIU (requests for IOS);
• Sending registers of sick leave to the FSS;
• Receipt of requirements and notifications;
• Sending electronic documents in response to the requirements of the Federal Tax Service;
• Obtaining extracts from the Unified State Register of Legal Entities / EGRIP;
• Possibility of forming packages with reporting in the format for banks and other recipients;
• Retroconversion (the process of converting the PFR of a paper archive into electronic form);
• Sending notifications about controlled transactions;
• Online verification of regulated reports

Users of all versions, except for the basic ones, must have a valid 1C: ITS agreement to use "1C-Reporting".

No extra charge to connect the service for one legal entity or individual entrepreneur, users who have entered into a 1C: ITS PROF level agreement can.

To connect to the 1C-Reporting service, contact your service organization (1C partner).

Technological advantages

The use of a modern three-tier platform with a comprehensive enterprise-wide application allows the CIO and specialists of the IT department of the enterprise to be confident in the reliability of data storage, system performance and scalability. IT specialists receive a convenient tool for implementing the tasks required by the enterprise and maintaining the system created during the implementation.

On the 1C:Enterprise 8.2 platform, a new client application has been implemented - a thin client: it can connect via http or https protocols, while all business logic is implemented on the server. Remote subdivisions can, using a thin client, connect via the Internet and work with the infobase in on-line mode. Increased security and speed.

On the 1C:Enterprise 8.2 platform, a new client application, the Web client, has been implemented: it does not require any components to be installed on the user's computer and allows the use of Windows and Linux operating systems at users' workplaces. Does not require administration on users' computers. Provides quick access to the information base for "mobile" employees.

Implemented a special operating mode for client applications - low connection speed mode (for example, when working via GPRS, dialup). You can work anywhere where there is no permanent Internet connection.

In managed application mode, the interface is not "drawn", but "described". The developer defines only the general scheme of the command interface and the general scheme of forms. The platform uses this description when building an interface for a specific user, taking into account various factors:

• user rights;
• features of a particular implementation;
• settings made by the user.

It is possible to build an individual interface for each user.

Functional options mechanism implemented. They allow you to enable / disable the necessary functional parts of the configuration without changing the application solution itself. You can customize the interface for each role, taking into account user preferences.

"1C:Enterprise 8.2" is certified by the FSTEC of Russia: Certificate No. 2137 dated July 20, 2010 certifies that ZPK (secure software package) "1C:Enterprise, ver. 8.2z" is a general-purpose software tool with built-in means of protecting against unauthorized access to information that does not contain information constituting a state secret, can be used to protect information in PD information systems up to class 1 inclusive (i.e. you can process any PD, in including health information).

Configurations developed on the 1C:Enterprise 8.2 platform can be used to create ISPDs of any class and add. application certification is not required.

Protection of information

1C Company received a certificate of conformity No. 2137 dated July 20, 2010, issued by the FSTEC of Russia, which confirms that the secure software package (ZPK) "1C: Enterprise, version 8.2z" is recognized as a general-purpose software tool with built-in information protection tools from unauthorized access (UAS) to information that does not contain information constituting a state secret. According to the results of certification, compliance with the requirements of the guidance documents for protection against unauthorized access - class 5 was confirmed, according to the level of control of the absence of undeclared capabilities (NDV) at the 4th level of control, the possibility of using for the creation of automated systems (AS) up to security class 1G (i.e. AS , ensuring the protection of confidential information in the LAN) inclusive, as well as for the protection of information in personal data information systems (ISPD) up to class K1 inclusive.

Certified instances of the platform are marked with conformity marks from No. G 420000 to No. G 429999.

All configurations developed on the 1C:Enterprise 8.2 platform (for example, 1C:Salary and HR Management 8, 1C:Manufacturing Enterprise Management, Logistics, etc.) can be used to create information personal data systems of any class and additional certification of applied solutions is not required.

Scalability and performance

Using the 1C:Enterprise 8.2 platform ensures efficient operation and reliable storage of information when hundreds of users work. The modern three-level architecture of the system ensures the preservation of high performance with a significant increase in the load on the system and the volume of processed data. High fault tolerance is achieved by server cluster redundancy, and performance optimization is achieved by dynamic load balancing between clusters. The use of world leading DBMS (MS SQL, IBM DB2, Oracle Database) allows building high-performance and reliable information systems.

Building geographically distributed systems

1C:Enterprise 8 implements a mechanism for managing distributed infobases, which ensures the operation of a single application solution (configuration) with geographically dispersed databases combined into a multi-level hierarchical structure.

This makes it possible to build solutions for enterprises of a network or holding structure based on the "Manufacturing Enterprise Management" configuration, which allow you to effectively manage your business and see the "big picture" with the necessary efficiency for making decisions.

Integration with other systems

Integration is provided with external programs of domestic and foreign developers (for example, technological preparation of production, the "client-bank" system) and equipment (for example, instrumentation or warehouse data collection terminals) based on generally recognized open standards and data transfer protocols supported by the platform "1C:Enterprise 8.2".

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