MAGAZINE №4 (57) August 2013

AUTHOR Vinogradov A. B.

CATEGORY  Logistics integration and coordination Optimization and economic-mathematical modeling 

ABSTRACT

The article is devoted to the ways of the «collaboration» strategy accomplishment in course of interfunctional conflicts resolution. The author reviews methods of seeking new, mutually beneficial conflicts solutions lying beyond the initial stands of the companies’ functional departments. The approach suggested in the article allows to increase the efficiency and effectiveness of the organizational functions interaction when moving goods flows in the wholesalers’ supply chains.    

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MAGAZINE  №2 (55) April 2013

AUTHOR  Vinogradov A. B. 

CATEGORY Logistics integration and coordination Optimization and economic-mathematical modeling 

ABSTRACT

The article is devoted to the analysis of potential ways of logistics interfunctional conflicts resolution by means of organizational departments’ viewpoints coordination. The author reviews possible modes of influencing the preferences of the conflicting parties with the aid of their motivation systems adjustment. The proposed methods provide the opponents’ voluntary choice of a decision that meets organizational system goals 

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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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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.

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