Distribution logistics (1) - Abstract. An example of a logistics system for an industrial enterprise Distribution logistics in a company example

Manufacturing enterprise KIT LLC

There are three functional areas of logistics in KIT: purchasing, production, distribution.

1. Purchasing logistics KIT

In the field of procurement logistics there are material flows that provide the enterprise with material resources. Material flow management at this stage has certain specifics, which explains the need to separate procurement logistics into a separate activity. The MTO department is a specially dedicated subdivision of the KIT enterprise for solving these problems.

The activity of this service is carried out at three levels, since the supply service simultaneously solves three types of tasks:

• Tasks for the interaction of the enterprise with external environment;
• Tasks that ensure the goals of the enterprise as a whole;
• · Tasks assigned to this unit.

First of all, this division is responsible for solving the following tasks:

• what to buy;
• How much to buy
• Who to buy from
• Under what conditions to buy.

After solving the listed tasks, the department performs the tasks of the supporting level, which include:

• conclusion of an agreement;
• control over the execution of the contract;
• organization of delivery of material resources;
• organization of storage of material resources;
• Organization of storage of material resources.

Below is a description of the approaches to solving the problems of procurement logistics adopted at the KIT enterprise.

How is the storage of components and assemblies carried out?

The task of storing component parts and assemblies is carried out using the MTO warehouse, which is subordinate to the specified department. In the event that production requires materials and components, a document is issued on the receipt of the necessary resource from the stocks of its own warehouse. Picked up in stock the right materials and transferred to production.

If the required material is not in stock, the logistics department places an order with the supplier of the relevant materials, with which the KIT enterprise has a long-term contract. Based on the order and in accordance with the terms of the long-term contract, the supplier ensures the dispatch of the required goods. Purchased goods are sent, as a rule, by road, air or rail transport. Ordered goods are accepted at the MTO warehouse as they are received. Here they check the quality of materials, their compliance with the application in terms of quantity and nomenclature. After registration of the relevant documents on the receipt of goods, they are stored in the MTO warehouse.

How is a supplier selected?

Currently, the company works with regular suppliers, making every effort to maintain its relationships. At first, trying to get components for minimum prices, KIT tried to work directly with component manufacturers. Today KIT works on a different system. Such a system has proven itself in many enterprises. Its essence lies in a long-term contract with an intermediary firm. Its structure has a smaller number of links, the passage of requests and the material flows caused by them is significantly simplified. The system connects the supplier and consumer of products with much shorter links than described above. Purchasing bodies of the company and warehouses are unloaded from routine work. The functions of selection and delivery of goods are transferred to the supplier, which is not a manufacturer of raw materials and components, but a wholesaler trade company, which performs distribution functions, has its own trading warehouses and is an intermediary between industrial enterprises. The structure and flow of information and material flows are shown in the figure “Document flow scheme supplier-enterprise (based on the general contract)”.

The delivery schedule is compiled by the KIT enterprise in agreement with the supplier in the form of a purchase order. The generated order is both an order and a document registering the delivery and receipt of goods.

Contractual documentation with such a supplier includes:

• Contract (including agreements on organizing the process of filing applications (orders) and fulfilling deliveries)
• · Instructions for monitoring and recording the fulfillment of contractual conditions.

Rice.

How are purchases planned?

Procurement planning and control over their implementation are also assigned to the logistics department. In the course of planning, the following tasks are solved to coordinate the actions of all departments and officials enterprises:

• analysis and determination of needs, calculation of the quantity of ordered materials;
• determining the method of procurement;
• negotiation of prices and conclusion of contracts with suppliers;
• Establishment of monitoring the quantity, quality and timing of deliveries;
• Organization of the placement of goods in the warehouse.

In the process of determining the need, it is necessary to establish:

• what materials are required
• the amount of materials needed for the production of products;
• the time they are needed
• Possibilities of suppliers from which goods can be purchased
• required areas of your storage facilities
• purchase costs
• Possibility of organizing the production of some parts at your enterprise.

At the KIT enterprise it is accepted special technology procurement planning and control. In accordance with the accepted technology of the task what to buy and how much to buy are solved by the head of the logistics department together with the heads of the production and sales departments when developing the production program. Tasks from whom and under what conditions to buy are solved by the head of the logistics department together with the director of the enterprise.

The forces of the MTO department carry out all necessary work for supply, that is, contracts are concluded, their execution is controlled, delivery of purchased materials and components and their storage are organized.

AT general case There are many methods for determining how much materials to purchase to produce a product and how often they should be received from suppliers.

At the KIT plant, the requirement for materials is calculated based on the production program for the final product. Those. material requirements are based on the planned volume of manufactured products, which is determined by predictable or known demand. The range of final products is fixed in the production program. Based on the time of delivery of the final product to the consumer and the time by which the delivered materials and components must be available, the gross demand for the supplied materials is determined.

Gross demand is then translated into net demand, taking into account:

• · stock on hand
• already ordered materials (or already planned own production)
• · An order intended for a previous product series.

With a known time for the supply of materials and the time for launching them into production, the time for submitting an order is determined.

The advantage of using material requirements planning is that purchasing and production are planned based on the requirements of the final product.

2. Production logistics KIT

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics.

The tasks of production logistics relate to the management of material flows within enterprises. Participants in the logistics process within the framework of production logistics are connected by intra-production relations (in contrast to participants in the procurement and distribution logistics processes associated with commodity-money relations).

What are the principles of construction production process at the KIT enterprise?

The concept of organizing production logistics at the KIT enterprise was based on the following basic principles:

• Rejection of excess stocks;
• obligatory elimination of marriage;
• production of products in as large batches as possible;
• · transformation of suppliers from the opposing side into benevolent partners.

When formulating the conceptual provisions, KIT sought to ensure the effectiveness of its activities in the face of changing market demand.

When demand exceeds supply in the market and it can be reasonably certain that a batch of products manufactured taking into account market conditions will be sold, the goal of maximum utilization of the equipment takes precedence. Moreover, the larger the manufactured batch, the lower the unit cost of the product will be. The task of implementation is not in the foreground.

The situation changes if supply exceeds demand. The task of selling the manufactured product in a competitive environment comes to the fore. The volatility and unpredictability of market demand makes it impractical to create and maintain large stocks. At the same time, KIT no longer has the right to miss a single order. Hence the need for flexible production facilities that can quickly respond with production to emerging demand.

How does production adapt to changing demand?

Production under market conditions can only survive if it is able to quickly change the range and quantity of products produced. Until the 70s, the whole world solved this problem due to the availability of stocks in warehouses finished products. Today, like many other enterprises, KIT offers to adapt to changes in demand through the stock production capacity.

The stock of production capacity arises in the presence of qualitative and quantitative flexibility of production systems.

• · Quality Flexibility ensured by the availability of universal service personnel and flexible production.
• · Quantitative Flexibility can be provided in various ways.

What does the scheme of the production process of the KIT enterprise look like?

The figure shows the production and technological system of the KIT enterprise. The entire production process is divided into 5 main operations. In addition, an additional operation is provided, which is performed as necessary to eliminate the marriage. Materials and component parts necessary for the production of products are taken from the MTO warehouse in accordance with applications. Applications are formed in accordance with the needs of the production process for each working day. Finished products are delivered to the GP warehouse.

Rice.

How are production sites organized?

In order to effectively provide the production process with labor resources, operations are divided into production areas. Production area specializes in the performance of individual operations and is responsible for the performance of its production tasks and organization of work of personnel within the site. The figure shows a diagram of the division of the production process into sections.

Rice.

3. Distribution logistics WHALE

Distribution logistics covers the whole range of tasks for managing the material flow on the way from the manufacturer to the consumer, from the moment the implementation task is set and ending with the moment the delivered product leaves the supplier's attention. The composition of the tasks of distribution logistics is divided into two levels - internal distribution logistics and external distribution logistics.

What are the tasks of distribution logistics at the KIT enterprise?

In KIT at the enterprise level, logistics solves the following tasks:

• organization of receiving and processing orders;
• planning the implementation process;
• selection of the type of packaging, making a decision on the configuration, as well as organizing the implementation of other operations immediately preceding shipment;
• organization of shipment of products;
• organization of delivery and control over transportation;
• organization of post-sales service.

The tasks of distribution logistics at the external level in KIT include:

• Choice of distribution channel architecture;
• organization of work with participants in the distribution channel (resellers);
• choice of strategy in the distribution of finished products;
• Pricing strategy
• Organization of events to promote the company's products on the market
• control over the state of the market for the products of the KIT enterprise and analysis of the positions of KIT products on target segments;
• · Work with clients and the organization of after-sales service.

The solution of all tasks of distribution logistics in the KIT enterprise is entrusted to the sales department of finished products (SGP).

What is the architecture of the KIT enterprise distribution channel?

The distribution channel through which goods enter final consumption can have a very different structure. From the very beginning, the distribution channel was not formed in the KIT enterprise. The production plan was based on contracts concluded with customers at the beginning of the planning period, and all sales were carried out directly “KIT enterprise - client”. And even when it became clear that the existing unused capacity of the enterprise could be used for the production of over-contractual products, direct marketing remained the main method of selling products. For the sale of over-contractual products, orders were opened from everyone who wanted to buy a small batch (from one or more) of computers at list prices. The task of selling by individual orders was entrusted to the SGP department.

Rice. Workflow scheme “enterprise-client” (one-time order)

COURSE WORK

in the discipline "Logistics"

on the topic: “Distribution logistics of an enterprise (on the example of CJSC Trust)”

INTRODUCTION

1.2 Building supply chains and distribution channels

2. LOGISTICS DISTRIBUTION CHANNELS OF TRUST CJSC

2.1 Characteristics of sales operations of CJSC "Trust"

2.2 Distribution logistics CJSC "Trust"

2.3 Shortcomings in the system of distribution logistics of CJSC "Trust"

3. PROPOSAL TO IMPROVE THE DISTRIBUTION LOGISTICS OF CJSC TRUST

3.1 Ways to improve the distribution logistics of the enterprise

CONCLUSION

LITERATURE

INTRODUCTION

The term "distribution" used in the name of the study functional area logistics, has a wide application, both in science and in practice. The explanatory dictionary of the modern Russian language says that to distribute means to divide something between someone, giving everyone a certain part. For example, they distribute the amount of income received between the enterprise, the state and various funds; distribute the profits received among the members joint-stock company etc.

In economics, distribution is a phase of the reproduction process: first you need to produce wealth, and then distribute them, that is, identify the share of each producer in the wealth created.

In logistics, distribution is understood as the physical, tangible, material content of this process. The patterns associated with the distribution of property rights are also taken into account here, but they are not the main subject of research and optimization. The main subject of study in distribution logistics is the rationalization of the process of physical distribution of the available stock of materials. How to pack products, which route to send, whether a network of warehouses is needed, whether intermediaries are needed - these are approximate tasks solved by distribution logistics.

The relevance of this work is due to the development of international trade relations between enterprises of the Russian Federation. Creating a stable, flexible and efficient structure for promoting products from a buyer to a supplier in the implementation of foreign economic activity is one of the most important (and at the same time the most difficult) tasks of an enterprise engaged in international trade.

The purpose of the work is to consider the theoretical principles of organizing distribution logistics and analyze the distribution logistics system of a particular enterprise engaged in foreign economic activity.

In accordance with the goal, consider the following tasks:

· Learn the basic definitions related to distribution logistics.

· Consider the principles of organization of logistics channels and supply chains.

· Analyze the stages of organization of the distribution logistics system at the enterprise.

· Identify the main results of the logistics activities of the business entity under consideration.

· Analyze the problems of a particular enterprise in the field of organizing distribution logistics and indicate ways to solve them.

The object of the study is the logistics activity of an economic entity.

The subject of the research is the role of distribution logistics in the foreign economic activity of an enterprise.

To solve the tasks set in the work, the following research methods were used: statistical, logical analysis, graphical presentation of data in the form of tables.

As a theoretical basis, the works of Russian scientists were used: A.M. Gadzhinsky, B.A. Anikin and others

We have divided our work into three main sections.

In the first part of the work, the basic concepts of distribution logistics are studied, the role and place of distribution logistics in the marketing activities of an enterprise are determined, logistics chains and logistics channels are studied, and the basic principles of organizing distribution logistics at an enterprise are analyzed.

The second part examines in detail the foreign economic activity of a particular enterprise, its main financial and economic indicators, as well as the organization of distribution logistics at the enterprise during export and import operations.

In the third part, the problems of the logistics activity of the enterprise are studied in detail and ways to solve them are given.

In conclusion, general conclusions on the topic of the work are made.

1. THE ROLE OF DISTRIBUTION LOGISTICS IN THE ACTIVITIES OF THE ENTERPRISE

1.1 Essence and tasks of distribution logistics

Distribution material flow has long been an essential aspect economic activity, however, it acquired the position of one of the most important functions only relatively recently. In countries with developed market economies in the 1950s and early 1960s, distribution systems developed largely spontaneously. Issues of choosing distribution channels, packaging goods, preparing them for transportation and delivery to the recipient; issues of production and procurement of materials were resolved in a weak relationship with each other. Separate subfunctions, which together form the distribution function, were treated as independent control functions. An integrated view of the distribution function was developed in the 60s and early 70s. During this period, the understanding came that the integration of various functions related to the distribution of the produced product into a single management function carries a large reserve for increasing efficiency.

Distribution logistics - ensuring the rationalization of the process of physical promotion of products to the consumer and the formation of an effective logistics service system.

Distribution logistics refers to the physical, tangible, material content of this process. The main direction in distribution logistics is the rationalization of the process of physical distribution of the available stock of materials. How to pack products, which route to send, whether a network of warehouses is needed (if so, what kind?), whether intermediaries are needed - these are approximate tasks solved by distribution logistics.

Distribution logistics is responsible for optimizing the process of distributing existing stocks of finished products to the consumer in accordance with his interests and requirements.

In order to outline the boundaries of distribution logistics, let us consider the scheme of the capital reproduction process, which, as you know, has three stages (“money-goods-money”).

Material flows at the stage of acquisition of means of production are the object of study and management of procurement logistics, material flows at the stage of production are the object of production logistics. Material flows become the object of distribution logistics at the stage of distribution and sale of finished products.

The most important functions of distribution logistics are as follows:

planning, organization and management of transport and moving processes in the logistics system in the post-production period;

management inventory;

Receiving orders for the supply of products and its efficient processing;

· picking, packaging and performing a number of other logistics operations to prepare commodity flows for generation;

organization of rational shipment;

delivery management and control over the implementation of transport and moving operations in logistics chains;

planning, organization and management of logistics services.

Distribution activities at the enterprise require significant costs (expenses) for their implementation. The bulk of logistics costs are associated with the implementation of key logistics operations: warehousing, processing, transportation, forwarding, preparing products for production consumption, collecting, storing, processing and issuing information about orders, stocks, deliveries, etc.

The fundamental difference between distribution logistics and traditional methods of distribution and sale is as follows:

subordination of the material and information flows goals and objectives of marketing;

· systemic relationship of the distribution process with the processes of production and procurement (in terms of material flow management);

· system interrelation of all functions within the distribution itself.

The retail sales process in logistics is usually not considered. The effectiveness of this process mainly depends on factors outside of logistics, for example, on the knowledge of the psychology of buyers, on the ability to arrange shopping room, organize advertising, etc. Rational organization of material flows in the process of retail sale, of course, is necessary, but here its significance is much lower than in the earlier stages of the movement of the material flow.

Let us clarify that the above does not apply to the process retail in general, which includes both wholesale and retail sales, but only to retail, that is, to customer service.

The object of study in distribution logistics is the material flow at the stage of movement from the supplier to the consumer. The subject of study is the rationalization of the process of physical promotion of the product to the consumer.

Taking into account the specifics of the enterprise and the goals set, the tasks are solved at the enterprise and macro levels.

At the enterprise level, logistics solves the following tasks:

planning the implementation process;

organization of receiving and processing orders;

organization of a network of warehouses;

selection of the type of packaging, making a decision on the configuration, as well as organizing the implementation of other operations immediately preceding shipment;

organization of shipment of products;

organization of delivery and control of transportation;

organization of post-sales service.

At the macro level, the tasks of distribution logistics include:

Choice of material flow distribution scheme;

determination of the optimal number of distribution centers (warehouses) in the service area;

Determination of the optimal location of the distribution center (warehouse) in the service area.

To solve the problems of optimizing distribution, it is necessary to ensure control over all links in the system of cargo movement.

The main indicator of the success of the company is the profit. The main activities to increase profits are activities related to:

Creation of a unified transport and storage system ( fast delivery to the consumer)

economic association of production and marketing;

· development of optimal schemes of warehousing and stock replenishment.

Summing up the paragraph, we can give the following definition of distribution logistics. Distribution logistics is a complex of interrelated functions implemented in the process of distributing material flow between various wholesale buyers, that is, in the process of wholesale of goods.

The conclusions of this paragraph are as follows:

Distribution logistics optimizes material flows at the stage of their movement from the seller to the consumer and forms an effective logistics service system.

Distribution logistics at the micro level provides sales planning, organizing the receipt and processing of orders, organizing warehousing products, packaging and packaging of products, ensuring shipment and delivery of products, organization of post-sales service.

Distribution logistics at the macro level optimizes the distribution of material flow at the stage of its movement to the consumer, provides the required number of distribution centers in the service area, and determines the optimal location of the distribution center in the service area.

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between producers of goods and services and their final consumers.

According to various experts, more than two-thirds of machinery products and equipment involved in international circulation are sold with the help of resellers. An analysis of the modern practice of international trade shows that the services of resellers in their foreign economic activity are primarily used by small and medium-sized supplier firms. The use of the mediation tool is pivotal in organizing the marketing of their goods.

Thirdly, as noted above, due to the use of zero-level sales channels, warranty, post-warranty and service maintenance has to be carried out at the enterprise’s service center, which increases the service time and logistics costs of the enterprise.

Therefore, the following problems of the enterprise in the field of organization of distribution logistics can be distinguished: the absence of intermediaries in the export of goods and fuzzy planning of sales volumes.

3. PROPOSAL FOR IMPROVEMENT DISTRIBUTION LOGISTICS TRUST CJSC

3.1 Ways to improve the distribution logistics of the enterprise

Based on the problems identified in paragraph 2.3, we will determine ways to improve the efficiency of the enterprise's distribution logistics.

CJSC "Trust" needs to involve intermediaries in organizing its activities on international markets. As a result, despite the cost of remuneration of intermediaries, the following will be achieved:

· the involvement of intermediaries will increase the efficiency of the sale of goods, which will contribute to an increase in the company's profits due to the accelerated turnover of its capital;

· intermediaries, being closer to the buyer, know the market better and respond more quickly to changes in its conjuncture; which will allow the sale of goods on more favorable terms for the exporter, freeing him from many worries associated with the sale of goods;

involvement of intermediaries will create an opportunity to increase the competitiveness of goods by reducing delivery times and intermediate warehouses, better warehousing and storage of goods, pre-sales service and Maintenance, special marking, additional equipment of products in the country of sale in accordance with local requirements;

Some intermediaries finance the exporter's transactions (on the basis of both short-term and medium-term loans), advance suppliers by investing equity in the creation and operation sales network, which will create important economic benefits from savings on investment in circulation;

Intermediaries provide exporters with the opportunity to relatively quickly enter new markets, easier access to buyers, which will enable the company to reduce or eliminate credit risks, save on accounting and office expenses, optimize marketing, advertising costs, etc.;

intermediaries, always in closer contact with the final consumers of goods and services, are important constant sources of valuable primary information about the market - its capacity, trends in the formation and change of demand, its segmentation, the position of competitors, sales prospects, prices and the possibility of changing them, modern requirements for the level of quality and competitiveness of goods. Skillful use by the enterprise of such information will allow obtaining important competitive advantages, actively improve tactics and sales strategy, repeatedly paying back the costs of paying for the services of intermediaries;

· when working through intermediaries specializing in the mass sale of a certain range of goods, there will be an additional benefit by reducing distribution costs per unit of goods sold.

To improve distribution logistics, the enterprise needs to create a dealer and distribution network, primarily in the countries of Ukraine, Belarus, Kazakhstan, China, Angola, Chile. At the same time, enterprises involved in cooperation should not only sell special equipment, but also have service centers for pre-sale preparation of products, as well as for their warranty service. When looking for intermediaries, an enterprise should first of all use the Internet (especially in foreign countries).

To improve the planning of sales volume, in the implementation of both export and import operations; the author proposes to introduce the system of programs “1C Enterprise 8.0. Trade management".

The "Trade Management" configuration of the "1C Enterprise 8.0" software system is a circulation solution that allows you to automate the tasks of operational and management accounting, analysis and planning of trade operations, thereby ensuring the effective management of a modern trading enterprise. The key direction in the development of the new solution is the implementation of powerful functionality designed to manage trading activities:

· Sales management.

· Supply chain management.

· Planning of sales and purchases.

· Inventory management.

· Order management.

· Managing relationships with clients.

· Analysis of the turnover of the enterprise.

· Price analysis and pricing policy management.

· Monitoring and analysis of the effectiveness of trading activities.

The sales management subsystem allows you to solve the problems of operational planning and control of sales, both in kind and in monetary terms. Includes blocks:

· Sales planning

· Customer order management

The subsystem contains tools for analyzing orders, designed to provide support in making management decisions when interacting with customers and help identify bottlenecks in the warehouse.

Planning is done as certain types, and by groups of goods; the configuration also allows you to select certain categories of buyers (by region, by type of activity, etc.) and create separate plans for each of these groups. Plans are drawn up with various time details (from a day to a year); thus, the configuration makes it possible to develop both strategic (quarterly, annual) and work plans for the same period.

Sales planning is provided both for the entire company as a whole and for divisions or groups of divisions. This enables heads and managers of departments to draw up sales plans for their areas. Departmental plans are consolidated into a consolidated sales plan for the organization.

When drawing up sales plans, the following indicators are predicted:

· volumes of sales in physical and sum terms;

cost of sale;

· trade markup.

Planned data on sales in physical terms can be entered both manually and automatically. For the latter option, information about sales of goods for the previous period, current stock balances and customer orders received for the planning period is used. This data can be used in various user-defined combinations. If for certain groups of goods it is necessary to apply separate principles for calculating planned indicators, it is possible to draw up a separate plan for each of them, which will subsequently be combined into one general plan.

For the final refinement of the plan, the possibility of a relative or absolute change in the data obtained as a result of calculations is provided, for example, to implement such a strategy as "Sales volume for the same period last year plus 5%".

To control the implementation of the developed plans, the configuration provides advanced tools for comparative analysis of information about plans and actual sales. For example, they solve the following tasks:

plan-fact analysis of sales for a certain period;

Comparative analysis of sales for different periods, for example, for the current period and the same period last year;

· comparison of sales plans with the same detail for different periods of time, for example, monthly plans for December of the current and last year.

· comparison of plans with different details for the same period, for example, quarterly and monthly plans for the first half of the current year.

At the same time, data can be provided in the context of departments, grouped for comparison according to the distinctive features (properties) of the nomenclature and buyers. For example, you can perform a comparative analysis of the sales volumes of an item with given characteristics in a certain region over different periods of time to identify seasonal fluctuations.

The customer order management subsystem allows you to implement the most effective customer order servicing strategy for the enterprise, for example, the strategy of minimizing the inventory balance required to service orders.

CONCLUSION

Based on the work done, we draw the following conclusions.

Distribution logistics is a complex of interrelated functions implemented in the process of distributing material flow between various wholesale buyers, that is, in the process of wholesale of goods. It increases the efficiency of material flows at the stage of movement from the seller to the buyer.

At the micro level, distribution logistics is marketing planning, organizing the receipt and processing of orders, organizing warehousing of products, packaging and bundling products, ensuring the shipment and delivery of products, and organizing post-sales services.

At the macro level, distribution logistics is the optimization of the distribution of material flow at the stage of its movement to the consumer, ensuring the required number of distribution centers in the service area, determining the optimal location of the distribution center in the service area.

The ultimate goal of the movement of any material flow is its consumption, which can be production - as means or tools of labor, or non-production - for personal consumption and consumption at non-production enterprises.

Suppliers and consumers are interconnected by a logistics channel. After selecting specific intermediaries, the logistics channel is transformed into a logistics chain. Logistic channels are with direct links (without the participation of wholesale intermediary firms) and without direct links (with the participation of intermediaries) - more preferable.

Forms of commodity circulation are warehouse and transit. The distribution center is located at the place of production or consumption of products.

CJSC "Trust" is an enterprise of the group of companies "Trust". The company supplies the following types of special equipment: buses, shift buses, trucks, equipment for Agriculture, equipment for road and construction organizations, equipment for electrical networks and gas services, municipal equipment, elevator equipment, water transport, fire trucks, isothermal vans for all types of chassis, equipment for the mining industry. In addition, spare parts for all types of equipment are supplied. The enterprise has service center, which carries out all types of maintenance of the supplied equipment.

CJSC "Trust" employs 35 people. The company has a logistician who reports directly to the commercial director.

The company carries out export and import operations. The company exports special equipment of Russian manufacturers to Ukraine, Belarus, Kazakhstan, China, Angola, Chile; imports to Russia the products of John Deere (USA), Hitachi (Japan), Tatra (Slovakia). The trading activity of the company tends to improve. Improving the performance of the enterprise is associated with professional work its employees on the one hand and the improvement economic indicators and favorable market conditions on the other.

Distribution logistics of the enterprise includes the following stages: planning of sales volumes, organization of sales channels, warehousing and storage of products, pre-sales service, packaging, transportation of products, organization of warranty, post-warranty and after-sales service.

The main problems of the enterprise in the field of logistics: inaccurate sales forecasts, lack of intermediaries in export, lack of after-sales service in export.

Ways to solve these problems -

1) search for intermediaries with the possibility of servicing the products sold when organizing the activities of the enterprise in international markets,

2) implementation at the enterprise of the system of programs “1C Enterprise 8.0. Trade management".

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