Shipment of goods from a warehouse is a process that requires from all participants not only responsibility, clarity, attentiveness and coherence, but also basic knowledge of certain rules, as well as their strict adherence. The organization of shipment must be developed in the most careful manner. Failures at this stage of product distribution can lead to shortages, damage, and decreased quality of goods, and, as a result, inevitable claims against suppliers from recipients, and then arbitration claims. How to avoid this and what do you need to know? What does the process of shipping goods consist of and how is it carried out?

There are a number of conditions that shipping companies must provide so that the shipment of their manufactured products from the warehouse takes place without any hiccups or failures.

What are these conditions?

Only products that meet the completeness and quality requirements dictated by standards, samples, specifications, drawings, and standards are allowed for shipment (delivery).
All products must be packaged in strict accordance with established rules for packaging and packaging, sealing of individual places and labeling. All responsibility for damage to goods due to poor-quality or inappropriate packaging, as well as for losses in the event of sending products to the wrong address due to incorrect or defective labeling, falls on the seller.
For each location, a detailed document (this can be a bale card or packing list) must be drawn up as required by the standards, as well as mandatory rules, technical or other special delivery conditions (this can be a bale card or packing list), indicating the products that are in a given container location, indicating its exact name, article or catalog number, quantity, weight (net and gross), as well as information about the supplier and recipient.
The packing list is drawn up in triplicate. One of them (in a waterproof envelope) is placed in the container along with the goods. The second (also in a waterproof envelope, covered with a plastic or tin protective plate) is attached to the outer wall of the container. A third copy of the packing list is attached to the package of accompanying documents. Next, based on the packing lists and the picking sheet, a shipping specification is drawn up and attached to the invoice.
The quantity of goods shipped, its weight, the number of bales, bags, boxes, packs, bundles - all this must be clearly defined. In this case, boxes and crates are numbered with fractional numbers, where the numerator indicates the serial number of the container, and the denominator indicates the total number of places in the lot.
Shipping and settlement documents containing data on the quantity of goods (with an exact correspondence to the actual products being shipped) must not only be clearly and clearly drawn up, but also sent to the recipient in a timely manner in a pre-agreed and established manner.
Documents certifying the quality and completeness of the supplied goods (this may be a certificate or certificate of quality, technical passport), as well as shipping and settlement documents must be clearly and correctly executed. The data indicated in them on the quality and completeness of the shipped products must exactly correspond to the actual data. These documents are sent to the recipient along with the products, unless there are other agreements between the parties, special delivery conditions or other mandatory rules.
The rules in force in transport for handing over products for transportation, their loading, fastening, as well as special loading rules dictated by standards, technical and other conditions, must be strictly observed.
The work of employees involved in determining the quantity of goods shipped and preparing settlement and shipping documents for them must be systematically monitored.

The process of shipping products from the warehouse consists of the following step-by-step operations:

Incoming orders are processed based on product availability in the warehouse.
Products are selected from the storage location.
The goods are moved to the order picking area.
Orders are completed and products are packaged (putting into containers, forming cargo packages).
Packing lists are drawn up, after which they are placed in containers (boxes or crates) and secured to cargo areas.
Cargo spaces are closed and covered with metal or plastic tape.
Cargo packages are marked.
Cargo modules are formed - cargo packages are packaged on pallets.
Cargo modules are moved to the loading area.
Cars, containers, and railway cars are loaded.
A waybill is issued.

The main task of any warehouse is to organize efficient warehouse activities. And the main criteria for this effectiveness are:

a) the ability to fully satisfy incoming orders according to the product range;
b) the ability to provide urgent shipments: within the region - within half a day, outside the region - within 24 hours. For non-urgent shipments, a period of three days is provided, no more.

Suppliers prefer large and regular orders with long delivery times. Such orders make it possible to optimize the use of labor and equipment. Customers, in turn, often want not to stock up on inventory, but to receive products immediately if necessary. In order to somehow smooth out these contradictions, high discounts are established for large orders with long delivery times (several weeks or months), while for urgent orders they remain insignificant.

The workload of warehouse personnel responsible for shipping goods must be uniform. Therefore, all applications are divided into two types: urgent (usually small) and non-urgent (usually large). Urgent applications are accepted until 11-12 o'clock. Orders are immediately processed to determine whether goods are in stock, picked and packaged. Dispatch and delivery of urgent orders (together with ready-made non-urgent ones) are carried out using the recipients' or carriers' vehicles in the second half of the same day. If requests are received after 11-12 o’clock, they are considered non-urgent and are processed the next day. An urgent request can be sent to a large warehouse at any time of the day, but the deadline for shipment of goods will still be fixed in the same way: requests received before 11.00 will be fulfilled on the same day, and those received after 11.00 will be fulfilled the next day. The size of the discount in both cases remains the same as that set for urgent applications.

The experience of developed countries offers more convenient planning of shipments - when the terms of shipment for non-urgent orders are indicated in the form of the serial number of the calendar week during which the products must be shipped by the supplier. So, if the contract or document confirming the order states that shipment should take place in the 14th week, then this means that it will definitely take place in the first week of April within 5 working days. There are also special business calendars abroad, in which all weeks are numbered.

Picking specialists or other warehouse employees are given a picking list (or route map), after which they select products from storage areas. The picking sheet contains a list of goods, which must be compiled in ascending order of storage addresses (not in alphabetical order). This allows the product selection process to be carried out much faster. During manual picking, small quantities of products are placed on hand trucks, after which the cargo is sent to the appropriate area for picking.

In large warehouses, selection is usually mechanized - cargo, bagged and placed on a pallet, is removed from the storage location using a stacker and then moved to the order picking area.

The technology for selecting products in very large warehouses does not provide for the use of a selection sheet. The selector uses a computer terminal (laptop). Data is transmitted using floppy disks or radio channels. Information is transmitted over a radio channel much faster and therefore this method is more often used in systems with a large number of urgent (emergency) orders. The server determines the priority of the order and may require the execution of an urgent request, interrupting the process of selecting products for the current order.

The use of portable computer terminals makes it possible to carry out inventory without interrupting warehouse operations. If the selection of goods from the warehouse is completed and the selector has free time, then a new task will appear on the terminal for him - for example, to carry out an inventory of products in a specific shelving cell in the nearest aisle.

Also, the use of such terminals allows you to organize and keep records of the work of each specific selector: note the productivity of his work, the quality of work, the use of working time, etc.

After the selection of goods is completed and possible problems are identified (for example, a shortage of goods is detected and, as a result, adjustments to shipping documents are required), the batch of goods is sent to the packaging area.

Participants in the shipment process and their interaction

Once a contract for the supply of products has been signed with the customer, the logistics provider must carry out a number of operations in order to organize future shipment of these products according to specific specified orders. At this stage, the following interact with the log operator:

implementation service. Regulations for processing customer orders, forms and deadlines for order fulfillment are being developed. The sales service should include all this information in product supply contracts. The task of the logistics service is to organize the transfer to the sales service on the day of completion of shipments without errors or delays:

a) information about consignments of cargo that were delivered to carriers;
b) physical parameters (weight, volume, dimensions, type of packaging, containers, etc.) necessary for sending shipment notifications to customers;
c) a set of accompanying documents attached to the goods for invoicing.

buyers. At the stage even before signing the contract and after its conclusion, the logistics operator coordinates and clarifies with buyers all instructions for shipping the goods.
carriers. The work of the logistics service with carriers is, first of all, coordinating the place, time and method of loading goods. In addition, the following is agreed upon with the carrier: the procedure for delivery of goods by weight and number of pieces; composition of the commissions that will deliver and accept cargo; forms of documents required for signature upon delivery and acceptance; procedure for filing claims, escorting cargo.
storage service. Together with the storage service, a process for selecting and assembling goods is developed, execution and adjustment of selection technology are monitored.
control service. Interacting with the quality and quantity control service of shipped products, the logistics service develops instructions regarding control, sequence of operations, preparation of documents, and also establishes a procedure for detecting deviations.
packaging service. Methods for selecting container and packaging manufacturers, as well as methods for organizing packaging processes during shipments, are agreed upon with the packaging service.
expedition. Working with an expedition involves organizing cargo escort, for this it is necessary:

a) reserve areas where cargo will be temporarily placed while awaiting loading;
b) plan technical means and labor for loading;
c) organize, if necessary, transportation using your own transport or agree on the provision of services with a partner carrier;
d) control the actual timing of loading and dispatch of cargo consignments;
e) control the passage of goods along the entire delivery route, starting from known points encountered along the route, points of transshipment of goods to other modes of transport and border zones to customs points;
f) control the receipt of all necessary transport documents in the original.

freight service. Together with the cargo service, the logistics operator develops schedules for work and repairs of equipment, coordinates the necessary technology for moving freight transport that has arrived for loading, and determines the composition of work teams and personnel required for loading consignments ready for departure and for moving goods.

Now let's take a closer look at which services are directly involved in shipping, which specialists are involved in this process and what functions they perform.

Logistics service. Manages logistics processes, logistics of external and internal operations.
Storage service. This service includes selectors (pickers) who are responsible for the safety of goods.
Control service. Includes commodity experts, inspectors, laboratory, testing, samples and standards services.
Packing service. The service's specialists are packers, technologists, and loaders.
Documentation service. Includes preparers of shipping documents.
Expedition. The functions of forwarders are direct interaction with suppliers, carriers, recipients, as well as departments and workshops.
Freight service. Service specialists - dispatchers, foremen, shift supervisors, cargo technologist, loaders, slingers, riggers. Perform relevant work.
VET garage. Includes drivers and machine operators, as well as a repair shop. The service is responsible for equipment maintenance and timely repairs.

Shipment is provided by the following elements:

competent management: proper orders, regulations (including those on units involved in shipment), instructions, instructions, control of execution, punishment, rewards;
clear planning: plans for sales, cargo turnover, all work, work schedules, duty, vacations;
job descriptions, as well as qualification requirements for specialists involved in shipment;
structure and clear sequence of business processes that manage shipment;
the optimal set of required areas for order processing: picking, packaging and loading of goods;
a set of optimally necessary technical equipment: machines for picking, packaging and loading orders, equipment and instruments for checking and quality control of goods;
terms of contracts: appearance of containers and packaging, standard quantity of products in one package, cargo modules, methods of transportation and selection of carriers, information on shipments, etc.;
technology for processing goods and cargo;
technological instructions for the procedure for selection, packaging, packaging, and loading of various products;
methods for checking the quality of completed orders;
forms of documentation received as a result of shipment;
computer programs and systems;

Computer system

With the help of a computer system it is possible and necessary:

automation of all business processes of an enterprise based on a unified system. In this case, installing separate independent programs will become completely unnecessary.
building a system of integrated and centralized enterprise management, which includes sales management, order processing, warehouse and cargo operations, planning and analysis of the financial results of all services and departments of the enterprise.
unification of geographically distributed and actually scattered divisions of an enterprise into one single information structure.

1. The process starts, then the order received at the warehouse is checked for correctness.

2. The application is correct and they queue up for shipment from the “Warehouse Zone”.

3. If the application is incorrect, the process ends

4. The control zone opens, the “Product” and “Application” process branches are combined.

5. The selected products are moved from the “Warehouse Zone” using a forklift, and a worker from the “Control Zone” is activated.

6. The goods are moved to the “Control Zone”, and the product inspection process takes place.

7. The “Control Zone” worker is deactivated, the goods queue up for the “Waiting Zone”.

8. The “Waiting Zone” opens, and a worker from the corresponding zone is activated.

9. The “control zone” is closed, the “shipment zone” network is activated.

10. A worker from the “loading zone” leaves the process, the products queue up to be loaded into trucks.

11. The “Waiting Area” closes, the “Shipment Area” of goods opens.

13. The area of the corresponding gate opens, the truck parked at it is selected.

14. The corresponding “Shipping Zone” and the worker of this zone are activated.

15. Next, the process of loading products into trucks occurs, then the loaders leave the process.

16. The selected product is linked to the corresponding truck, the “loading zone” of the gate is closed The general “Loading Zone” is closed, the product truck moves to the exit of the network, the process is united again.

17. The products are sent for delivery, the corresponding truck is deactivated.

18. It is recorded that the goods have left the warehouse and the process ends.

Determination of key indicators and parameters

In the company’s warehouse operation model, 26 main parameters were specified:

These 6 parameters describe the capacity of 6 corresponding warehouse zones (waiting area, unloading area, loading area, control area, temporary storage area, warehouse area).

For each of the parameters in the model, the corresponding indicators are set.

These parameters set the maximum and minimum interval time between the movement of supplier trucks

These parameters set the maximum and minimum unloading time

Parameters defining loading time limits

Parameters that set delivery truck border times.

These parameters set the maximum queue length for each type of truck

This group of 7 parameters specifies the numbers of relevant personnel and working equipment for each of the groups (waiting area, unloading area, loading area, control area, temporary storage area, warehouse area), as well as the number of all types of trucks and the number of unloaders

A parameter that specifies the number of pallets in a supplier's truck.

Parameters that set the boundaries of the order interval

Creating a model

Based on the data obtained when describing the warehouse, describing roles, describing key business processes and parameters, a simulation model of the warehouse is built.

To build the model, various tools of the AnyLogic software product were used, such as:

· Basic tools:

System dynamics tools:

· Statistics tools:

· Controls:

Used to describe business processes tools from the main library:

First, using the software's graphical interface, the warehouse zones were outlined, paths and main elements were shown. The graphic model was built step by step.

Rice. 5 – Graphic model of the warehouse

Then a model network was built, combining the actions of agents with active roles in the model into a centralized system.

7 active objects of the model are united into a common network, and the element unites the corresponding process participants into single pools.

At the next stage, each element of the warehouse was described, variables, collections and nested functions were added to them.

At the end of the work, elements describing resource load and time intervals were added to the model. During simulation, these data can be adjusted depending on the experiment being performed.

For this model, functions and parameters are written in the Java programming language, paths, sending points and gates for each participant are described, each time a random scenario for the development of events is specified.

As a result, a model was created that simulates the operation of the company's warehouse.

EVALUATION OF THE EFFECTIVENESS OF THE MODEL

Conducting experiments on the model

The very concept of discrete-event modeling includes the ability to analyze statistics on the model over time and various parameters. Therefore, the work provides the ability to monitor activity and statistics for each of the agents and for each of the zones of the model. As you enter different data, you can see how the behavior of process participants changes.

Conducting experiments

Research is carried out on the model, data obtained under various parameters is collected

Summarizing

When creating statistics, a statistical tool was used - time graph. It specifies the parameters for the axes and the values for the variables that are shown on the graph.

The statistics window shows model load data. The abscissa axis shows the time in the model, and the ordinate axis shows load values from 0 to 1, where 0 means the element is not used, and 1 means the element is fully loaded.

Rice. 6 – Statistics window

Initially, the following parameters were introduced into the model:

· The number of loaders is 3

· Number of unloaders is 3

· The number of carriers is 5

· The number of recipients is 3

· Number of loaders is 7

The number of delivery trucks is 5, the loading time interval is from 3 to 8 minutes, the delivery time takes from 20 to 60 minutes. Delivery truck interval is 20 to 40 minutes and unloading time is 5 to 10 minutes

The maximum number of orders in the queue is 20, and the interval time is from 8 to 24 minutes

With such indicators, the use of resources is not optimal, the model is overloaded, and the warehouse itself fills up quite quickly

Rice. 7 – Statistics on zone congestion

But such data is incorrect - the workload of the warehouse itself exceeds reasonable limits, the number of workers in the warehouse is very small, and they perform their work incredibly quickly.

To understand the logic of the model's functioning, I conducted several different experiments. The data obtained after them will be used to optimize the model.

Experiment 1

Workers in a warehouse

Warehouse zones

Experiment 2

Workers in a warehouse

Warehouse zones

Unloading and unloading of products

Data analysis was carried out in the model. The warehouse is loading, the model is not optimal, experiments continue.

Indicators that satisfy the conditions are transferred to a new experiment, those that do not satisfy are changed.

Experiment 3

Workers in a warehouse

Warehouse zones

Unloading and unloading of products

Data analysis was carried out in the model. The warehouse is loading, the model is not optimal, experiments continue. Indicators that satisfy the conditions are transferred to a new experiment, those that do not satisfy are changed.

Experiment 4

Workers in a warehouse

Warehouse zones

Unloading and unloading of products

Data analysis was carried out in the model. The warehouse does not become overcrowded, resources are used optimally, and areas are not overloaded. Experiments on the model can be completed and the results can be summed up.

By collecting statistics from the results of the experiments, you can determine the parameters that characterize the obtained parameters for the warehouse project:

· The number of loaders is 6, The number of unloaders is 6,

· The number of controllers is 3

· The number of carriers is 9, The number of receivers is 6

· Number of loaders is 12

· The number of delivery trucks is 7, the loading time interval is from 10 to 15 minutes, the delivery time is from 40 to 70 minutes.

· The delivery truck interval is from 40 to 70 minutes, and the unloading time is from 20 to 30 minutes.

· The maximum number of orders in the queue is 40, and the interval time is from 2 to 20 minutes.

Based on these data, we can conclude that such a warehouse will work optimally because:

human resources have not reached their limit, but their workload is generally more than 75%.

External indicators for the company:

· the number of orders, queue capacity, and order intervals have increased.

· The stages of unloading and loading trucks have been adjusted. The storage itself is no more than 50% loaded.

· To avoid warehouse overload, it is necessary to build a logistics network so that the minimum interval of arrival of a new supplier truck exceeds the maximum unloading time of the previous truck. Then, at a certain point, the warehouse will not overflow.

Conclusion

Today, simulation modeling in general and discrete event modeling in particular is developing at a very fast pace. Those tasks that 10 years ago could only be performed by the largest companies with qualified personnel, a lot of time and a large budget can now be performed by almost any enterprise that needs it.

Using modeling, you can solve various strategic problems that will help in developing both short-term and long-term company strategies.

The final result of the simulation:

· the company's warehouse is optimized,

· storage overload is almost impossible,

· a criterion for optimizing the supply chain was obtained,

· the warehouse can begin full operation.

Bibliography

1. Korovin A.M. Modeling systems: a textbook for laboratory work. – Chelyabinsk: SUSU Publishing Center, 2000. – 47 p.

Forrester J. Industrial Dynamics. – Cambridge, MA: MIT Press. – 1961.

2. Akopov A. S. Designing of integrated system-dynamics models for an oil company // International Journal of Computer Applications in Technology. 2012. Vol. 45.No. 4. P. 220-230.

3. Akopov A. S., Beklaryan L. Simulation of human crowd behavior in extreme situations // International Journal of Pure and Applied Mathematics. 2012. No. 1. P. 121-138.

4. Fomin A.V., Akopov A.S. Modeling the dynamics of the pharmaceutical market taking into account state regulation // Audit and financial analysis. 2012. No. 6. P. 155-161.

5. Akopov A. S. System-dynamic modeling of the banking group strategy // Business Informatics. 2012. No. 2. P. 10-19.

6. Akopov A. S., Beklaryan L. Model of adaptive control of complex organizational structures // International Journal of Pure and Applied Mathematics. 2011. Vol. 71.No. 1. P. 105-127.

7. Simulation modeling of complex dynamic systems Yu.B. Kolesov, Yu.B. Senichenkov

8. Hemdi A. Taha Chapter 18. Simulation Modeling // Introduction to Operations Research = 7th ed. - M.: “Williams”, 2007. - P. 697-737. -

There are a number of conditions that shipping companies must provide so that the shipment of their manufactured products from the warehouse takes place without any hiccups or failures.

What are these conditions?

Only products that meet the completeness and quality requirements dictated by standards, samples, specifications, drawings, and standards are allowed for shipment (delivery).
All products must be packaged in strict accordance with established rules for packaging and packaging, sealing of individual places and labeling. All responsibility for damage to goods due to poor-quality or inappropriate packaging, as well as for losses in the event of sending products to the wrong address due to incorrect or defective labeling, falls on the seller.
For each location, a detailed document (this can be a bale card or packing list) must be drawn up as required by the standards, as well as mandatory rules, technical or other special delivery conditions (this can be a bale card or packing list), indicating the products that are in a given container location, indicating its exact name, article or catalog number, quantity, weight (net and gross), as well as information about the supplier and recipient.
The packing list is drawn up in triplicate. One of them (in a waterproof envelope) is placed in the container along with the goods. The second (also in a waterproof envelope, covered with a plastic or tin protective plate) is attached to the outer wall of the container. A third copy of the packing list is attached to the package of accompanying documents. Next, based on the packing lists and the picking sheet, a shipping specification is drawn up and attached to the invoice.
The quantity of goods shipped, its weight, the number of bales, bags, boxes, packs, bundles - all this must be clearly defined. In this case, boxes and crates are numbered with fractional numbers, where the numerator indicates the serial number of the container, and the denominator indicates the total number of places in the lot.
Shipping and settlement documents containing data on the quantity of goods (with an exact correspondence to the actual products being shipped) must not only be clearly and clearly drawn up, but also sent to the recipient in a timely manner in a pre-agreed and established manner.
Documents certifying the quality and completeness of the supplied goods (this may be a certificate or certificate of quality, technical passport), as well as shipping and settlement documents must be clearly and correctly executed. The data indicated in them on the quality and completeness of the shipped products must exactly correspond to the actual data. These documents are sent to the recipient along with the products, unless there are other agreements between the parties, special delivery conditions or other mandatory rules.
The rules in force in transport for handing over products for transportation, their loading, fastening, as well as special loading rules dictated by standards, technical and other conditions, must be strictly observed.
The work of employees involved in determining the quantity of goods shipped and preparing settlement and shipping documents for them must be systematically monitored.

The process of shipping products from the warehouse consists of the following step-by-step operations:

Incoming orders are processed based on product availability in the warehouse.
Products are selected from the storage location.
The goods are moved to the order picking area.
Orders are completed and products are packaged (putting into containers, forming cargo packages).
Packing lists are drawn up, after which they are placed in containers (boxes or crates) and secured to cargo areas.
Cargo spaces are closed and covered with metal or plastic tape.
Cargo packages are marked.
Cargo modules are formed - cargo packages are packaged on pallets.
Cargo modules are moved to the loading area.
Cars, containers, and railway cars are loaded.
A waybill is issued.

The main task of any warehouse is to organize efficient warehouse activities. And the main criteria for this effectiveness are:

In large warehouses, selection is usually mechanized - cargo, bagged and placed on a pallet, is removed from the storage location using a stacker and then moved to the order picking area.

Also, the use of such terminals allows you to organize and keep records of the work of each specific selector: note the productivity of his work, the quality of work, the use of working time, etc.

Participants in the shipment process and their interaction

implementation service. Regulations for processing customer orders, forms and deadlines for order fulfillment are being developed. The sales service should include all this information in product supply contracts. The task of the logistics service is to organize the transfer to the sales service on the day of completion of shipments without errors or delays:

buyers.At the stage even before signing the contract and after its conclusion, the logistics operator coordinates and clarifies with buyers all instructions for shipping the goods.
carriers.The work of the logistics service with carriers is, first of all, coordinating the place, time and method of loading goods. In addition, the following is agreed upon with the carrier: the procedure for delivery of goods by weight and number of pieces; composition of the commissions that will deliver and accept cargo; forms of documents required for signature upon delivery and acceptance; procedure for filing claims, escorting cargo.
storage service. Together with the storage service, a process for selecting and assembling goods is developed, execution and adjustment of selection technology are monitored.
control service. Interacting with the quality and quantity control service of shipped products, the logistics service develops instructions regarding control, sequence of operations, preparation of documents, and also establishes a procedure for detecting deviations.
packaging service. Methods for selecting container and packaging manufacturers, as well as methods for organizing packaging processes during shipments, are agreed upon with the packaging service.
expedition.Working with an expedition involves organizing cargo escort, for this it is necessary:

freight service. Together with the cargo service, the logistics operator develops schedules for work and repairs of equipment, coordinates the necessary technology for moving freight transport that has arrived for loading, and determines the composition of work teams and personnel required for loading consignments ready for departure and for moving goods.

Now let's take a closer look at which services are directly involved in shipping, which specialists are involved in this process and what functions they perform.

Logistics service. Manages logistics processes, logistics of external and internal operations.
Storage service. This service includes selectors (pickers) who are responsible for the safety of goods.
Control service. Includes commodity experts, inspectors, laboratory, testing, samples and standards services.
Packing service. The service's specialists are packers, technologists, and loaders.
Documentation service. Includes preparers of shipping documents.
Expedition. The functions of forwarders are direct interaction with suppliers, carriers, recipients, as well as departments and workshops.
Freight service. Service specialists - dispatchers, foremen, shift supervisors, cargo technologist, loaders, slingers, riggers. Perform relevant work.
VET garage. Includes drivers and machine operators, as well as a repair shop. The service is responsible for equipment maintenance and timely repairs.

Shipment is provided by the following elements:

competent management: proper orders, regulations (including those on units involved in shipment), instructions, instructions, control of execution, punishment, rewards;
clear planning: plans for sales, cargo turnover, all work, work schedules, duty, vacations;
job descriptions, as well as qualification requirements for specialists involved in shipment;
structure and clear sequence of business processes that manage shipment;
the optimal set of required areas for order processing: picking, packaging and loading of goods;
a set of optimally necessary technical equipment: machines for picking, packaging and loading orders, equipment and instruments for checking and quality control of goods;
terms of contracts: appearance of containers and packaging, standard quantity of products in one package, cargo modules, methods of transportation and selection of carriers, information on shipments, etc.;
technology for processing goods and cargo;
technological instructions for the procedure for selection, packaging, packaging, and loading of various products;
methods for checking the quality of completed orders;
forms of documentation received as a result of shipment;
computer programs and systems;

Computer system

With the help of a computer system it is possible and necessary:

automation of all business processes of an enterprise based on a unified system. In this case, installing separate independent programs will become completely unnecessary.
building a system of integrated and centralized enterprise management, which includes sales management, order processing, warehouse and cargo operations, planning and analysis of the financial results of all services and departments of the enterprise.
unification of geographically distributed and actually scattered divisions of an enterprise into one single information structure.

The product shipment system of the Chelyabinsk Forging and Press Plant is undergoing an update. With the help of modern technologies and equipment, IIT specialists, together with the health and safety department, sales departments, accounting, and shop services, make the system simpler and more transparent, reduce time and material resources, reduce the likelihood of errors and increase the attractiveness of ChKPZ products for customers. He told us about this Head of the Information Technology Department Konstantin Sinelnik.

What you Now you are doing the shipment, is this a planned job or did you need urgent intervention? What specifically needs improvement?

The issue of optimizing the shipment of finished products at our enterprise has been brewing for a very long time. I’m not afraid to say that the shipment process was unpredictable and unclear to everyone, both to the participants in the process from the plant and to consumers. The main task was set: to radically reduce the time costs of both the company’s employees and the drivers who come to pick up the products. It was necessary to optimize the entire chain of processes, from packaging of finished products to the departure of the already loaded client’s car from the factory and submission of documents to the accounting department. The ICU definitely could not solve this problem on its own. We decided everything together: ICU, health and safety departments, sales departments, accounting, workshops. Each division offered its own ways to optimize the shipping process. With the help of colleagues from the Department of Health and Human Rights and Accounting, bottlenecks were identified that needed to be eliminated. When implementing the process, mutual assistance and understanding of the problems and needs of each other of different departments were very important. We can say that the whole world has built and implemented a new process for shipping finished products.

- What are the improvements?

Firstly, many processes have moved from the material world to the electronic one, this mainly concerns the preparation of various documentation. Now many documents exist only in electronic form, for example, a shipment order and a pass application. The running of sales department managers across chains of command (sales, warehouse, accounting, delivery area) has become significantly less. The document flow process itself has become simpler and more transparent. Duplication of information at each stage is eliminated. All processes are optimized and described. It has become easier to pack products and deliver them to the warehouse. This procedure has been significantly reduced in time and simplified. Now, when packaging products, data about the pallet is entered into 1C, after which it is quickly available to all participants in the process and is guaranteed to be protected from information distortion. The pallet is marked using a barcode. This guarantees error-free movement of finished products to the warehouse and during shipment.

- What effect will all these measures have?

First of all, this saves time both for our workers and for the drivers who come to pick up finished products. We can already say: the average time a driver spends during shipment to ChKPZ, according to the old process, was 3.7 hours, but now this time has been reduced to 2.8 hours. Also, the influence of the human factor during packaging and picking is reduced, which means the likelihood of misgrading and errors is reduced. And in the future, based on the new process, it will be possible to improve others.

For example, we are now finishing work on the process of automated issuance of certificates for finished products. The shipping process intersects with sales planning and production processes, which can and will also be improved.

- When will everything work?

Now shipment is being carried out in a new way in forge shops No. 1 and No. 2. Work on implementation in the CMO is nearing completion. In the Press and Wheel Shops, the new process is scheduled to start operating on October 1 of this year.

- What difficulties arose in implementation?

As always, the main difficulty is the human factor. Not everyone immediately understands the advantages and benefits of the new work system, plus, it is necessary to learn. But it's necessary. We convince, we persuade, we plead. Many people understand. To facilitate the implementation of the process, we have developed instructions for the new process and are training all employees participating in it. In addition, the ICU is always ready to give advice and provide any other assistance, including specialists being on duty directly at the shipment on the “hottest” days, in order to quickly provide assistance in the work, if necessary.

There are a number of technical discrepancies. For example, data on some counterparties in 1C:8 is outdated, and this data has to be updated very quickly. But this is a natural process, after some time the problem will go away. Also, the issue of automating the generation of certificates for shipped products is now urgent. We have already developed and practically begun implementing the new system.

- Is there already a positive effect?

There is definitely an effect! This means reducing the process time and increasing its transparency. I would also like to add that the introduction of a new shipping process is a significant event. During the implementation, not only one ICU participated, but all departments that affected the process. At the same time, we were able to find optimal solutions to almost all the bottlenecks of the existing process, found compromises and mutual understanding. Therefore, I would like to convey my words of gratitude to the representatives of the departments that participated in the implementation: OZiOGP, Accounting, PPC Sales Departments, Finished Product Delivery Areas and PDB of forging shops.

Today, the new process for shipping finished products is one of the first large-scale processes developed according to the standard for increasing labor productivity.

There are also interesting innovations in the new shipping process. So, for example, the Ural automobile plant, having learned about technological innovations in shipping, asked for labels with a unique barcode to be made for its products. We did it without any problems. Now UralAZ pallets are marked with two barcodes: ours and the customer’s. Thanks to this, the process of moving our products at UralAZ is significantly simplified.

A detailed description of the implementation of the new process for shipping finished products was published on the SharePoint corporate portal, in the “Knowledge Base” of ChKPZ OJSC, which “UK” already wrote about in the previous issue. This means that all developments and solutions created during implementation will not be lost. They will become the basis for other improvements to the plant's production system.

Production stages

There are three stages in the cycle of expanded reproduction:

o procurement (delivery);

o production;

o sales (sales).

These three processes are closely interconnected; they create a continuous circulation of economic assets.

Delivery process (procurement)

Refers to the initial process of the circulation of economic activities, when money is exchanged for goods through the acquisition from suppliers of objects of labor and other means necessary for the production of products.

The objects of verification of the procurement process are the acquisition of material assets and other assets, data on determining the cost of acquired inventory, and the process of settlements with suppliers.

Production process

It is the main phase of the circulation of economic assets. At this stage, the creation of material wealth occurs, as well as the use of procurement assets. Objects of labor wear out in one cycle, means of labor are used for several years and transfer their value to the created products in the form of wear and tear.

The cost of the newly created product, which is called national income, differs markedly from the cost of individual types of raw materials; as a rule, it turns out to be higher, since the cost includes not only raw materials and supplies, but also wages and other expenses. The objects of control in this case will be the costs of production, which determine its cost, the quantity of manufactured products, and their quality.

Sales process

The sales process involves the transfer of finished products to customers. That is, the purchase and sale process takes place on the basis of drawn up contracts. The contract is the main valid document in this period of activity. They determined delivery times, volume of products, and quality. Based on this, the buyer receives the goods, and the sellers receive money for the delivered products. Relations have developed in such a way in market conditions that the cost of the supplied goods is higher than the cost of the finished product. This ensures the profitability of the production of functioning units.

The objects of audit control in this process are: the volume of products sold, their quality, sales costs, and the financial result obtained (profit, loss). In addition, the objects of control are settlements with customers for sold products, settlements with the budget for accrued taxes to the budget, settlements for shortages of products and claims.

Thus, the circulation of economic means consists in the fact that initially, funds that are exchanged for goods act as means of payment. The product is in the process of production and is transformed into finished products, which in the last process are again exchanged for money. In this case, the objects of audit control will also have a modified nature and can be subject to comprehensive verification only in a complex.

Classification system of audit objects

The system of audit objects in the organizational chain of control is closely related to the subject of the study. Since the subject is the process of economic activity itself, the object has a more versatile coloring and can have a different shape. Thus, at the procurement stage the following main objects can be distinguished:

o objects of the accounting process;

o material objects.

The objects of the organizational process include: workers’ attitude to their duties, timely delivery of valuables, quality of incoming goods, sufficiency and compliance with delivery requirements.

In the accounting process, the objects are:

Non-current assets: fixed assets, other non-current tangible assets, intangible assets, depreciation of non-current assets;

Inventories: industrial stocks, animals for growing and fattening, low-value and wearable items, semi-finished products, finished products, agricultural products, goods; cash, settlements and other assets.

At the production stage, the main objects of inspection are also:

o objects of the organizational process;

o material objects;

o objects of the accounting process.

The accounting process includes the following objects:

o costs by element: material costs, labor costs, deductions for social events, the procedure for calculating depreciation and accounting for other operating expenses, the procedure for accounting for other expenses;

o operating expenses: cost of sales, general production expenses, administrative expenses, sales expenses, other operating expenses, financial expenses, expenses from participation in capital, other expenses, income tax accounting items, extraordinary expenses.

In the sales process, the following objects are also distinguished:

o organizational;

o marketing;

o material;

o accounting.

Organizational objects include the process of organizing sales, including marketing activities, the attitude of workers to their responsibilities, solving marketing issues, etc. Material objects are sales products. Most of the process is occupied by accounting objects, these include: cash, settlements and other assets; income and results of operations; activity costs.

Objects of activity correspond to some extent to objects of audit control. But the system of objects of audit control is more voluminous. That is, the objects of control include those processes and results that may not be included in the objects of activity. For example, objects of the state of the enterprise's activity - reporting or individual data of the analysis result.

To study objects, if individual of them consist of a number of elements, a deductive research method is used. For example, when checking an object such as “cash discipline,” it can be divided into: the intended use of funds, compliance with the cash balance limit, timely entry of money into the cash register, timely return of funds to the current bank account, etc.

The objects of audit activity are determined by the Law of Ukraine “On Auditing Activities” dated April 22, 1993 No. 3125-12 as amended and supplemented by the Law of Ukraine dated March 14, 1995 No. 81/95-BP dated February 20, 1996 No. 54/96-BP .

The objects of audit according to this Law are:

o accounting data;

o financial reporting indicators;

o other information on the financial and economic activities of business entities.

These are just individual parameters and components of the activities of various enterprises. Manufacturing enterprises have their own specific list of activity cycles, that is, the circulation of economic assets. However, this amount of research does not provide specific answers for audit reporting. More substantive approaches to the study of targeted aspects in the activities of an enterprise are needed, that is, for different production areas of enterprises, different audit goals will be set.

Typically, audit objects are determined when planning audits. In this case, the auditor must develop and document a general audit plan defining the scope of work, and subsequently the scope of the audit.

The auditor must determine general economic factors and conditions in industries that affect the level of business, characterize business entities, find out the financial results of the enterprise and changes relative to the data of the previous audit.

Detailed requirements for the auditor regarding the scope of the audit are set out in International Standard on Auditing No. 310, Knowledge of the Business. During the audit of financial statements, the auditor must be aware of the state of the business, actions and transactions that affect the results of economic activity of the enterprise.

knowledge about the business includes a wide range of questions that the auditor poses before the audit. These are common economic entities:

o general level of economic activity;

o availability of funding sources;

o inflation rate;

o government policy, monetary, fiscal, etc.

It is very important that the list of inspection objects depends on the area, as an important factor influencing the business, therefore the following issues are studied: market and competition, cyclical or seasonal nature of activities, changes in production technology, volumes of enterprise activity, regulatory framework, electricity supply, financing methods, etc.

The details of the analysis of the availability of means of production do not yet solve all the problems associated with the production process and its results. In this regard, management functions play an important role here. Everything should be considered in its entirety:

o management procedure and its own legal form;

o communication of owners with other parties;

o capital structure;

o management structure;

o strategic plan for management personnel;

o sources and methods of financing;

o business reputation of the board of directors;

o staff turnover;

o staffing of financial personnel and accounting departments;

o the procedure for incentives or bonuses;

o state of information system management;

o the state of internal audit.

Particular attention is paid to the activities of the subject. This may include studying:

o the nature of economic activity (production process, price setting, trade organization, exchange of financial services of the organization, import and export);

o location of premises, warehouses, offices;

o security and labor demand;

o salary level;

o pension obligation;

o availability of specific payment terms;

o compliance with income standards;

o presence of competitors, pricing policy, guarantees;

o marketing strategy;

o availability of suppliers and stability of supplies;

o availability of inventories and their sufficiency to complete the production process;

o cost items and product cost levels;

o the structure of assets and their impact on the overall activities of the enterprise.

The objects of activity audit also include financial indicators-factors that reveal the financial condition and profitability of business entities, as well as the conditions under which reporting is compared.

Particular consideration should be given to external factors that influence management in the process of preparing financial statements. During the audit, it is necessary to use legislation as the main guarantor in solving problems.