Methods of Planning Improvement in the Supply Chain of Gold Mining Companies
MAGAZINE №1 (78) February 2017
AUTHORS NOVIKOVA A.Y.
CATEGORY Corporate logistics industrial companies Planning the supply chain Modern concepts and technologies in logistics and supply chain management
ABSTRACT
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.
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The Peculiarities of Sales and Operations Planning in Wholesale Trading Company
MAGAZINE №1 (78) February 2017
AUTHORS
KULAKOV V.M. - Manager of product distribution, LLC "IRWIN 2" (Moscow, Russia)
CATEGORY Modern concepts and technologies in logistics and SCM Supply chain planning
ABSTRACT
During the last fifteen years wholesalers faced a great number of challenges including the desire of manufacturing companies to establish direct contacts with clients, bypassing wholesalers, and weakening suppliers influence. So, wholesalers started to find the way out of this situation. Some companies have changed their development course and strategy, others began to look for internal reserves to overcome hardships and to restrict their business in order to adapt to new conditions. One of the universal methods that can improve the company efficiency is Sales and Operations Planning. Nowadays the S&OP implementation is one of the main trends in different branches of industry, such as FMCG, vertically integrated fields of heavy engineering, automotive and aircraft industry and some others.
Wholesalers are in need of the mechanism that would allow them to plan their activities for several months ahead, basing on the current business conditions in industry, market forecasts and the analysis of available resources. Considering the fact that the ability to respond to the demand for the wholesale company is of a crucial importance to provide stable further development of the company and increase the resource efficiency, Sales and Operations Planning process implementation seems to be extremely appropriate for the wholesale company.
The main features and prerequisites of the organization of Sales and Operations Planning for enterprises of wholesale trade are described in the article. The general algorithm the Sales and Operations Planning cycle for the wholesale company is also represented and the participants of the S&OP process and their roles are described. Furthermore, the peculiar features of Sales and Operations Planning for various supply chain configurations for the wholesalers are additionally discussed in the article.
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Specifics of Sales and Operations Planning in gold-mining companies
MAGAZINE №2 (73) April 2016
AUTHORS ERMOLINA M.V., NOVIKOVA A.Y.
CATEGORY Corporate logistics industrial companies Logistics integration and coordination Planning the supply chain Modern concepts and technologies in logistics and supply chain management
ABSTRACT
An integrated volume planning in the form of sales and operations planning is considered as a default universal method applicable to any business in any industry. Meanwhile, numerous researches on implementation of this process focus mainly on the downstream industries, such as automotive, FMCG etc, leaving the upstream extractive industries without due attention. But the latter industries also need a managerial mechanism allowing foreseeing and reacting to the expected imbalance between forecasted demand and resources available to fulfill it.
Thus, this article reviews necessity and specifics of sales and operations planning in gold mining holdings. The specifics include, firstly, the rules of the demand formation and prolonged supply deficit on the market, and secondly, the need to involve numerous business units of vertically integrated business structure into the planning process. Based on the specifics revealed an aggregated model of planning process is proposed and main questions to deal with on each step of the process are articulated. The model proposed differs from the standard one by (a) the stages sequence: particularly, new product and demand planning are proposed to be held in parallel to each other, and operations planning starts from the definition of mining volumes and only then procedes to the processing capabilities; (b) planning objects on each stage: for instance, new product planning should focus on new gold ore minings, and demand planning – on forecasting of the price rather than demand volume; (c) an additional planning contour on the level of business units, in line with the main process flow on the corporate level.
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Integrated execution as a final step in supply chain integrated planning
MAGAZINE №6 (59) December 2013
AUTHOR Ermolina M.V.
CATEGORY Modern concepts and technologies in logistics and supply chain management Planning the supply chain Logistics integration and coordination
ABSTRACT
This article presents a notion of integrated or collaborative execution in supply chain, which “closes the loop” of integrated planning making it into fully collaborative management process. Some factors promoting companies’ interest to integrated execution are overviewed, and process components as well as benefits of its implementation are considered.
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The possibility of combining the processes S&OP and CPFR in the framework of the full cycle of integrated planning in the supply chain
MAGAZINE №5 (64) October 2014
AUTHOR ERMOLINA M.V.
CATEGORY Modern concepts and technologies in logistics and supply chain management Planning the supply chain Logistics integration and coordination
ABSTRACT
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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Opportunities of supply chain cooperation to influence the volume of return finished goods flows
MAGAZINE №6 (67) December 2014
AUTHOR ERMOLINA M.V.
CATEGORY Reverse logistics Green Logistics& Supply Chain Logistics integration and coordination Planning the supply chain
ABSTRACT
Retun flows are becoming of larger interest to supply chain managers as “green logistics” awareness and opportunities for recycling and use of returned goods and materials grow. Reverse logistics definition fully corresponds with the definition of logistics as it is except that it refers to the material flow running from end consumers to suppliers. So, one might suggest that cooperation in return flows management would give the same benefits as cooperation in direct supply chain. And, above all, it must influence the volume of return flow, that is, ability to maximize or minimize it depending on the constituents of the flow and business goals. The article refers to the options allowing to include issues of the desired return volumes management into existing supply chain cooperation practices. It demonstrates that mostly cooperation helps to minimize probability of unplanned returns emerging, and proposes that it is most advisable to include return flows issues into the existing cooperation processes rather than start new cooperation basing on return flows.
Keywords:
Integrated planning in supply chains, vertically integrated mining companies
MAGAZINE №2 (64) April 2015
AUTHOR NOVIKOVA A.Y.
CATEGORY Corporate logistics industrial companies Logistics integration and coordination Planning the supply chain
ABSTRACT
The article sets out the strategy for the management of the company based on vertical integration. Discusses problems in the management of a vertically integrated structure, the need for supply chain management and the implementation of an integrated planning in vertically integrated mining companies. Offers effective methods for solution of problems of integrated planning in vertically integrated mining companies.
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The Attempt To Find The Essence Of «Logistics Business Process» Concept
MAGAZINE №3 (68) June 2015
AUTHOR POSTERNAKOVA M.
CATEGORY Terminology in Logistics and SCM
ABSTRACT
This research paper includes detailed analysis of logistics business process concept through the prism of economic relations formation in historical context and comparison of different scientific approaches to improve management efficiency not only for separate enterprises but also for their supply chains. The author examines interdependence of information and material flows in the context of high level of unpredictability in the external environment. In this article the author explains the necessity of companies’ transition from linear-functional to process management approach and identifies potential risks of such changes.
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