MAGAZINE №6 (83) December 2017


CATEGORY  Analysis in logistics and SCM Inventory management Logistics service management Retail companies’ corporate logistics


Nowadays Russian trading companies have to carry out their product portfolio policies in conditions of   tough competition, presence of numerous goods vendors in the market and constant product portfolio renewal. These factors significantly complicate the process of sales forecasting.  On the other hand, increasing the accuracy of planning through assortment management at the operations level allows you to use additional features to increase profitability.  Several articles will describe practical application of the author»s concept entitled “Product Status Management” in contemporary B2B and B2C companies in order to improve the quality of planning. It took more than 15 years to gather information and formalize this concept in the course of practical work. Initially, the author worked on the issue of elaboration of mathematical forecasting methods by stock keeping units (SKUs). However, in practice he became convinced that the way of solving this problem largely lies in the sphere of administration, management of the product portfolio and the Roles involved in the process rather than in the plan of improving the mathematical methods of forecasting. The proposed «Product Status Management» concept is a logical development of «Product Life Cycle» theory (Theodore Levitt) as well as ECR, S&OP and CPFR concepts.   The concept of «Product status management» gives additional opportunities for profitability management and profit increase. It significantly simplifies the subsequent automatization of SCM processes.  This article will introduce you to the basic elements of this concept relevant to the planning process. 

 Electronic version


MAGAZINE №1 (78) February 2017


CATEGORY  Corporate logistics industrial companies Planning the supply chain Modern concepts and technologies in logistics and supply chain management 


This article is devoted to the consideration of the integrated planning process organization in supply chains. This process is one of the main ones in the supply chain, because it helps to achieve the production quality, decrease total operational costs and volume of the storage materials, and also increase level of the company productivity. Currently, most of the companies which are interested in improving their efficiency through the supply chains integrated planning, faced a lot of problems related with the theory and methodology insufficient development of this direction in the supply chain. This problem mainly concerns companies in the extractive industries due to the fact that all scientific and practical research focused on studies of integrated planning in supply chain at the enterprises of commercial and industrial industries, such as FMCG sector, automotive, textile and light industry, etc. In this regard, in this article there will be described the relevance and necessity of integrated planning in supply chains of mining companies, and also a comprehensive approach which focused on the organization of integrated planning in supply chains of gold mining companies will be considered.


Published in Supply chain planning

MAGAZINE №5 (64) October 2014


CATEGORY Modern concepts and technologies in logistics and supply chain management Planning the supply chain Logistics integration and coordination


One of the major supply chain management problems is uncertainty that impacts both demand and supply sides of the chain. Current integrated planning practices offer their tools to decrease this uncertainty from the enterprise as well as from the whole supply chain view. That is why examination of possible integration of two such practices – namely, sales and operations planning (S&OP) and collaborative planning, forecasting and replenishment (CPFR) – into a single end-to-end planning and execution cycle may be of some practical interest. To do so major characteristics of both processes are compared and possible junction points are determined. For example, a sure strength of CPFR is in the well addressed cycles of collaborative operational planning and execution, alongside with strategic planning outline; while S&OP provides an efficient tactical planning tool. S&OP develops internal enterprise planning cycle, while CPFR allows to include there additional information about future possibilities and constraints. After defining junction points different approached to the implementation of the proposed end-to-end process are discussed: from the strategic level to execution and from execution to strategy. In the end it is proposed to choose the latter evolutional variant as it allows for step by step improving of the process from simplicity to complexity.



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