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FSBEI HPE "Russian Chemical-Technological University named after DI. Mendeleev ", Novomoskovsk Institute (branch))

ON THE QUESTION OF INCREASING THE EFFICIENCY OF THE ACTIVITIES OF A MOTOR TRANSPORT COMPANY

Chernysheva N.I., Ph.D.,

Associate Professor of the Department of Management

Tarashevskaya Yu.G. 6th year student

Russia , G.Novomoskovsk

Annotation. The article discusses the features of the functioning of a car transport company... The analysis of the rolling stock of the Convoy has been carried out. Measures for the annual renewal of the bus fleet are proposed and their effectiveness is assessed.

Keywords: convoy, efficiency, bus, credit, leasing

As you know, the main task of bus transport is to meet the needs of the population in transportation. Despite the difficult economic situation of road transport enterprises, all passenger transportation must meet the ever-increasing requirements of passengers. In this regard, bus transport companies must themselves look for ways to improve their efficiency.

The solution to this issue will be considered on the example of one of the convoys in Podolsk.

This motor transport company carries out the following activities:

1.carriage of passengers and their luggage by transport common use, commercial transport on urban, suburban, intercity routes;

2.organization of repair trucks and buses;

3. provision of transport and forwarding services at the request of the population;

4. provision of services for bus traffic management (dispatching services), provision of reference and information services;

5. organization of the work of bus stations and bus stations, as well as passenger service, provision of services for the advance sale of tickets, booking seats in buses.

The financial support of the transport work of the Convoy is carried out in three directions:

From collecting travel fees from passengers;

From the regional budget for the difference in the tariff when it is set below the planned costs;

From the regional budget for the transportation of privileged categories of citizens.

Analysis of the activity of the convoy for 2012-2014 showed that the main problems are in the condition of the rolling stock. Despite the replenishment of the bus fleet, as of the beginning of 2015, 54% of the rolling stock are 1-5 years old, 46% are older buses, among which 13% are 6 years old, 7% are 7 years old, 16% are 9 years old. , 6% - 12 years, 4% - 14 years.

26% of the rolling stock is outside the amortization period. It should be emphasized that the operation of buses beyond the depreciation periods is fraught with danger for passengers and a great burden on the environmental situation. The technical reliability of such buses is low, they do not meet modern standards of active, passive and environmental safety. Moreover, their use is economically ineffective, which reduces the profitability of the Convoy.

It should be noted that aging buses require increased attention. The convoy repairs them on its own. The complex for overhaul of buses has been operating for many years and allows the enterprise to stay afloat in the most difficult situations, and even keep a high rate in the region in terms of buses entering routes. The transport output ratio does not fall below 83%. However, maintenance of the old fleet entails additional costs, reducing the economic efficiency of the Convoy.

Thus, in order to improve the efficiency of the Convoy, it is necessary to develop measures aimed at updating the rolling stock.

Within the framework of this work, two approaches were considered for solving the problem of the annual renewal of rolling stock:

Bank loan,

Indirect financial leasing.

A comparative assessment of the effectiveness of obtaining a bank loan and indirect financial leasing was carried out on the example of purchasing a new bus LiAZ-529222. This large class bus is designed for urban transportation in cities with a population of one million with heavy passenger traffic. The bus is equipped with a "kneeling" body tilt system, a large storage area equipped with special attachments for wheelchairs, a ramp for entry / exit, which makes all categories of passengers feel comfortable. The purchased buses meet the high environmental friendliness class and the requirements for the comfort of travel for the passenger.

Taking a bank loan is assumed on the following conditions:

Loan repayment period - 3 years,

Payment of debt and interest in equal amounts on a monthly basis.

The acquisition of rolling stock on lease will be carried out on the following terms:

The initial cost of the bus is RUB 7,200,000,

The interest rate on the loan is 18.5% per annum (for a loan term of 25 to 42 months),

Financial lease term - 3 years,

Income tax rate - 20%,

Number of payments - 36,

The leased asset is recorded on the lessor's balance sheet until the expiration of the lease agreement.

For a more correct comparison, the total costs were calculated for each source of funding:

trucking company credit efficiency

SDPcredit = -8429745.38 rubles.

SDPleasing = -6522564.46 rubles.

Comparison of these indicators allows us to conclude that a leasing transaction is more profitable in comparison with financing at the expense of bank loans.

In the process of implementing measures to renew the rolling stock, certain risks may arise.

Potential risks include the following factors:

Late delivery of equipment due to violation of supplier obligations;

Instability, inflation, budget deficit;

Changes in federal and regional legislation.

To minimize these risks during the implementation of measures to renew the rolling stock, it is envisaged:

Selection of suppliers of goods and services on a competitive basis;

Creation of an effective management system based on a clear distribution of powers and responsibilities of the main executors of the program;

Regular analysis and adjustment of indicators and measures.

It is assumed that as a result of the proposed measures, the fleet of buses of the Auto Column will be renewed by 12%; average age of rolling stock used for regular passenger transportation, will decrease from 7 years to 5 years; regularity of flights by passenger transport to the total number of flights will increase to 95%.

It should be noted that an increase in the regularity of flights will create conditions for a guaranteed trip of the population in time, which will increase the demand of the population for bus transport services. In addition, regular traffic contributes to shorter travel times, even filling of buses, ensuring comfortable travel for passengers and, finally, increasing toll collection.

Thus, the proposed measures will contribute to the modernization of rolling stock, which in turn will reduce costs and increase profits, i.e. to improve the efficiency of the Motor Column, and the provision of better services will lead to an increase in the competitiveness of the motor transport enterprise.

Used sources

1. Shapkin, A.S. Economic and financial risks: assessment, management, investment portfolio [Text]: textbook. manual / A.S. Shapkin, V.A. Shapkin. 9th ed. M .: Dashkov i K, 2013.543 p.

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In ensuring the efficiency of production and economic activities of an enterprise, no matter what type of property it belongs to, the key role belongs to the human factor - the people working on it, that is, the most effective use of human resources. The personnel of motor transport enterprises solve all the problems associated with increasing the efficiency of production and the quality of work.

All the possibilities of increasing the volume of traffic and improving the quantitative and qualitative indicators of the work of road transport associated with the implementation of new technology, improvement of the organization of labor, production and management, as well as the reorganization of the enterprise are implemented only as a result of vigorous activity, that is, the personnel of the enterprise. personnel management transport company

Personnel management is closely related to all areas of the organization's business. On the one hand, decision-making in the field of management occurs in all complex functional subsystems: management of scientific and technical activities, production management, management economic activity, personnel management of the organization. On the other hand, HR decisions influence decisions in these complex functional subsystems. Since the main goal of management is to provide these functional subsystems with the necessary workers, it is obvious that decisions on recruitment, assessment, work adaptation, incentives and motivation, training, certification, work organization and workplace, personnel utilization, career development planning, management personnel reserve, management of innovations in personnel work, safety and health, release of personnel, determination of the style of leadership strongly influence decision-making in the field of economic policy of the organization. Human resources are a powerful lever through which transport efficiency can be further improved.

So the goal is personnel work is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of the current legislation and the state of the labor market.

Within the framework of production and economic activities, each enterprise adheres to a certain type of personnel policy. The effectiveness of the existing personnel management practice at the enterprise largely depends on the type of personnel policy. The open type of personnel policy used in JSC Passenger Motor Transport Company No. 1 is characterized by the fact that the organization is transparent for potential employees at any structural level. A new employee can start working both from the lowest position and from a position at the top management level, but this complicates the process of training and adaptation of personnel, since with an open personnel policy, the cohesion of the team is much lower than with a closed one, and it is more difficult to achieve the employee's awareness of his community fate with the fate of the enterprise.

As mentioned above, an important guarantee of the efficiency of the company's work is the provision of a human component, namely, the provision of the company with highly qualified and motivated employees, the effective use of the skills and capabilities of employees in order to achieve the goals of the organization. The personnel department deals with these issues at the enterprise.

The composition and structure of employees at OJSC "Passenger motor transport enterprise" No. 1 by categories of employees are presented in table No. 1.

Table 1. Composition and structure of working JSC PATP No. 1

					Deviation for 2012-2009
Number of honest, people	Structure,%	Number of honest, people	Structure,%	Number of honest, people	Structure,%	Number of honest, people	Structure,%
Drivers:
Route
Household. cars
Conductors
Repair workers
Auxiliary workers
Specialists

Table 1 shows that the main part (on average for the period under study, 30.8%) are drivers, conductors (on average 24.3%) and workers (on average 17.0%).

In order to be able to realize different directions personnel work at the level of specific departments, personnel management structures create a ramified and penetrating different levels organization network.

OJSC PATP # 1 does not have a clearly defined personnel management service. The implementation of the main functions of personnel management belongs to the personnel department, which, as a headquarters body, is structurally subordinate to the top management of the enterprise.

The formation of this or that type of personnel management service and its structural location depends on the stage of development of the organization, as well as the complexity and labor intensity of the tasks being solved, which, in turn, largely depends on the number of employees in the organization and the structural composition of the personnel.

To study the dynamics of personnel, we present the data on the number of employees in the form of a diagram (Figure 1).

Picture 1. Dynamics of operating JSC PATP No. 1

Thus, in OJSC PATP No. 1 for 2009-2012, there is a general decrease in the number of employees by 133 people, mainly due to drivers working on shuttle buses, whose number decreased by 64 people, conductors (by 40 people) and repair workers (by 36 Human). At the same time, the number of auxiliary workers increased by 1 person and specialists by 11 people.

The provision of an enterprise with labor resources is determined by comparing the actual number of employees by category with the planned need. Table 2 presents data on the average number of employees for 2009-2012.

Table 2. Average number of employees of JSC PATP No. 1

The analysis of table No. 2 shows that for all 4 years under study, there was an understaffing of workers at the enterprise, while by the end of the period it decreased and amounted to 2.2% in 2012 compared to 2009, in which the value of this indicator was 7.1% ...

The analysis of the provision of an enterprise with personnel is supplemented by an analysis of its qualitative composition by age, education and work experience (table No. 3).

Table 3. Qualitative composition of the enterprise personnel

Index	Number of workers at the end of the year	Specific gravity,%
Worker groups:
By age, years
Of Education:
incomplete secondary
secondary, specialized secondary
Labor experience, years:

Thus, the main part labor resources at the enterprise OJSC PATP №1 there are workers at the age from 30 to 40 years with secondary and secondary specialized education and work experience from 5 to 10 years. At the same time, during the period under consideration, the number of employees aged 50 to 60 years increases and the number of younger personnel decreases. The level of education is improving, but not significantly. JSC PATP №1 systematically improves technical and economic qualifications. Thus, we can say that the number of employees with extensive experience in the industry is increasing at the enterprise, which is of great importance in the context of organizational changes.

For increase creativity and creating conditions for the self-development of workers at the enterprise are regularly held sporting events- competitions in table tennis, billiards, hunting, fishing. Employees have the opportunity to use the pool free of charge, gym, sauna, use of vouchers to country holiday homes.

The management of the company takes care of improving the working and living conditions of employees. Rest rooms have been created for drivers and conductors on the territory of JSC PATP # 1, a canteen has been repaired, a first-aid post operates, and two mobile cafes have been equipped on the basis of LiAZ-677 buses. For repair workers, a workshop for washing and repairing work clothes was commissioned, there are warm and bright rooms for repair shops, ventilation systems and exhaust gas extraction from the repair area have been purchased.

The effectiveness of the personnel policy pursued, as well as an analysis of the staffing level of the organization and the qualitative composition of employees, is complemented by the study of the movement of personnel, which is characterized by the number of hired and dismissed employees during the reporting period with distribution for reasons of leaving. The main indicators characterizing the movement of labor at the enterprise include the turnover rate and the total turnover rate.

Personnel movement data is shown in table 4.

Table 4. Data on the movement of personnel of JSC PATP No. 1

Drivers:

route

household machines

Conductors

Repair workers

Auxiliary workers

Specialists

Workers on parental leave

Thus, during the period under study, the number of both hired and dismissed employees of OJSC PATP No. 1 tended to decrease. The absolute change in the indicator characterizing the number of dismissed workers is 117, while the absolute change in hired is 88 people. This suggests that the dismissal at JSC PATP # 1 is more intensive, which has led to a general reduction in the number of personnel.

The most unstable situation is observed among workers of the main production, where there is no definite tendency for the turnover rate to change, but over the entire study period it increased by 8%. For the rest of the categories of workers (drivers, specialists, workers in auxiliary production), there is relative stability - the turnover rate has a slight deviation over 4 years and does not exceed 25%. Figure 2 shows data on the change in the turnover rate for the last two years under study.

Figure 2. Change in the turnover rate for 2011-2012.

The change in the coefficient of the total turnover in the bus fleet is shown in Figure 3.

Figure 3 shows that the coefficient of total turnover does not have a definite trend, but in 2009-2012 it generally decreased, and in 2010, in general, it reached zero, since the number of people hired was equal to the number of those dismissed.

Figure 3. Coefficient of total turnover at JSC PATP No. 1 for 2009-2012

The reasons for layoffs can be different: subjective and objective, depending on the activities of the transport organization and not dependent.

The data in Table 5 show that in general for the enterprise, the main reason for dismissing personnel is their own desire. In turn, the reasons for this may be shortcomings in the organization of workers' work, an inconvenient working regime, the assignment of activities requiring lower qualifications, a low level of mechanization, violation of work and rest regimes, as well as threatening changes in the organization.

Table 5. Reasons for the dismissal of employees of JSC PATP No. 1

For a more complete analysis of the reasons for dismissal, it is necessary to identify the reasons for dismissal for each category of workers (Table 6).

Table 6. Reasons for dismissal of employees by category for 2011-2012

	Own		Violation of labor discipline	Reduction	Other reasons
Drivers:
Route
Household machines
Conductors
Main repair workers
Subsidiary repair workers
Specialists
Workers on parental leave

The data in Table 6 show that basically the following categories of workers are being dismissed (or fired) at JSC PATP # 1: drivers working on shuttle buses, conductors and repair workers out of their own accord.

The growth of staff turnover and a large number of layoffs is facilitated by the fact that the main source of personnel attraction at the enterprise is external sources. At the same time, there is practically no system of selection of candidates in JSC PATP №1, since due to the high level of turnover there are a large number of vacancies. For the same reason, the company is blocking career opportunities for employees of the organization.

Generalizing indicators in the analysis of the efficiency of the use of labor resources is the average annual output of one employee. Performance means the quantitative and intensive execution of a specific function, and efficiency means choice the right paths to achieve a common goal.

The initial data for the analysis of labor productivity are presented in table 7.

Table 7. Initial data for the analysis of labor productivity in JSC PATP No. 1

Index	JSC PATP No. 1	JSC PATP No. 2
		Deviation			Deviation
Income, thousand rubles, total
Including:
From route transport
From registered shipments
From other services
Implementation of a canteen, mobile cafe, shop
Number of personnel, people, total, including:
Drivers
Conductors
Main repair workers
Auxiliary workers
Employees
Part-timers
Passenger turnover, thousand passenger-km
Operating hours, thousand hours
Generation, rub.
Including:
Per driver
For one conductor
Per one repair worker
One auxiliary worker
Per employee
For one part-time worker

Thus, labor productivity at JSC PATP # 1 decreased by 0.71 rubles. mainly due to a decrease in the productivity of drivers, conductors and part-time workers. At the same time, at JSC PATP No. 2, the output per employee decreased by 5.7 rubles, due to the same categories of employees.

Table 7 also shows that the total passenger turnover has significantly decreased (by 13 767 thousand passenger-km), as well as the number of hours in operation, while at OJSC PATP No. 1 the value of this indicator exceeds the same value in OJSC PATP No. 2 almost doubled.

Impact of changes in income received from different types activities for the total amount of income and productivity is presented in table №8.

Table 8. Influence of changes in income from various types of activities on the total amount of income and productivity in JSC PATP No. 1

Kind of activity	Deviation,%	Income structure,%	Impact of changes in income from various types of activities,%
		For the total amount of income	On labor productivity
Route transportation
Customized transportation
Other services
Implementation of a canteen, mobile cafe, shop

The greatest positive impact on the growth of total income was made by the increase in income from other services and works, while this value almost doubled over the year (from 1.76 to 3.92). The increase in revenues from charter shipments also had a positive impact. The greatest negative impact was manifested from a decrease in revenues from route transportation and from the sale of a canteen, a mobile cafe and a store. Impact of income change certain types labor productivity (see table. 1.8) is similar.

The influence of changes in the number of personnel groups on labor productivity is presented in Table 9.

Table 9. Influence of changes in the number of personnel groups on labor productivity of JSC PATP No. 1

Group of workers	Structure of the number of employees in 2012,%	Aligned structure	The structure of the number of employees in 2011,%	Impact on labor productivity of changes in the number of groups
Drivers
Conductors
Main repair workers
Auxiliary workers
Employees
Part-timers

The reduction in the number of employees had a positive impact on labor productivity (6%), and this increase was mainly achieved due to auxiliary workers (by 1.67%), due to employees (by 1.5%) and due to drivers (by 0 , 34%).

During the period of organizational changes, issues related to planning labor productivity are most relevant, since this

the indicator is one of the most important performance indicators, characterizing the degree of rationality of the use of labor resources and used for the purposes of internal analysis and planning for further effective economic activities of the organization. When determining the significance of the factor of material incentives in increasing labor productivity, the ratio of the growth rates of labor productivity and wages is important. The multidirectional nature of the growth rates of labor productivity and wages testifies to the absence of a mechanism for ensuring the compliance of labor productivity with the level of its remuneration.

The analysis of the dynamics and ratio of the growth rates of labor productivity and wages for 2011-2012 is presented in table 10.

Table 10. Analysis of the dynamics and ratio of growth rates of labor productivity and wages for 2011-2012

Analysis of the rate of change in labor productivity and wages revealed that with a decrease in output per one repair worker by 3%, their average wages increased by 5%. That is, the management of the PATP, in the face of a shortage of repair workers, is trying to increase their productivity through material incentives, which in this case turns out to be ineffective. At the same time, the cost of transportation rises, which leads to an increase in losses.

Combining the material interests of employees with the goals of the organization allows the latter to attract and retain ...

In addition to taking measures to form a reserve, the management of JSC PATP No. 1 needs to develop a set of measures to improve the qualifications of workers, which may include improving the personnel selection system, improving the quality of work on managing personnel adaptation, organizing training directly at the enterprise, one of the options may be increased use of individual or team mentoring. The benefits of mentoring are the specific nature of the learning process and the reality of the workplace, but learning will depend on the personality of the mentor.

Figure 6. Matrix of SWOT-analysis of personnel management of JSC PATP No. 1

Possibilities: 1. Having a better strategy in the field of personnel and personnel policy in comparison with competitors. 2. Ability to attract a large number of candidates for vacant positions. 3. High quality services. 4. Favorable image of the organization among consumers. 5. Pleasant, friendly employees.	1. Unfavorable socio-economic policy in the country. 2. Weak positions in the field of personnel policy in comparison with competitors. 3. The release of jobs due to the upcoming organizational changes. 4. Improving the working conditions of competitors.
Strengths: 1. Advantages in the level of wages compared to competitors. 2. Availability of a social protection system. 3. High level of leadership competence. 4. A combination of both moral and material methods of stimulating labor.	Development of an effective motivational mechanism.	Improving the efficiency of personnel costs, including salaries, remuneration, training costs.
Weaknesses: 1. Lack of strategic attitudes in the field of personnel management. 2. Weak system of selection and recruitment of personnel. 3. Poor funding for personnel management activities. 4. Availability of vacancies. 5. Outdated job descriptions and requirements for employees. 6. Outdated system for assessing the results of workers' work. 7. Lack of a system of service promotion. 8. Low level of satisfaction with working conditions among employees. 9. Lack of innovative potential among employees.	Additional allocation of financial and other sources for personnel development. Adjustment job descriptions in accordance with the upcoming changes. Formation of a reserve of management personnel at the enterprise.	Finding overcoming weaknesses, simultaneously cutting fixed costs and stopping investments

At the same time, within the framework of improving the personnel selection system, it is necessary to tighten the personnel selection process, which should be carried out in the following stages:

• - preliminary selection interview;
• - filling out an application form and an autobiographical questionnaire;
• - conversation for hire;
• - tests for hire;
• - verification of recommendations and track record;
• - medical checkup;
• - decision-making.

At the same time, improving the qualifications of workers is aimed at ensuring growth professional excellence, which is an important factor in increasing labor productivity; improvement of the qualification category to increase wages.

To identify the reserves for increasing the efficiency of labor resources, the analysis of the financial indicators of the enterprise OJSC PATP No. 1 was carried out according to the data in Table No. 13.

Table 13. Financial indicators of the activity of JSC PATP No. 1 for 2011-2012, thousand rubles.

Indicator name	Fact 2011	Fact 2012	Ud. weight in s / s (2012),%	Deviation
Own income
Total cost of services
including:
Labor costs
Insurance premiums
Material costs utilities Maintenance tire costs	58256,0 38732,6 4700,2 12321,6 1601,6	63266,1 41982,8 4778,7 14601,5 1903,1		5010,1 3250,2 2279,9 301,5
Depreciation
other expenses of them on staff	12335,0 2876,5	10002,9 2169,3		-2332,1 -707,2
Canteen, mobile cafe, shop expenses
Administrative expenses of them on staff	2246,0 402,0	3005,0 686,0		759,0 284,0
Financing from the budget (three services, reduced fare)
Fin. result from the main activity
Financial result (including deferred tax assets, income tax, tax sanctions, etc.)

Thus, in 2011-2012, the company's income increased by 258.8 thousand rubles. At the same time, the prime cost of the services provided increased, mainly due to the growth of depreciation charges and material costs. At the same time, in the composition of material costs, the main item is the cost of fuels and lubricants, which, in turn, are in second place in the cost of goods (22.6%). Expenses for fuels and lubricants for the year increased by 8.4%, in addition, expenses for routine repairs increased by 18.5% and expenses for tires by 18.8%, while the number of buses decreased by 7 units. These figures indicate cost overruns for these items of expenditure, which in turn is a reserve for increasing the efficiency of the enterprise.

The main part of the cost of services is occupied by labor costs (39.4%), which during the period under review decreased by 4906.5 thousand rubles. by reducing the number of personnel. At the same time, this increase was due to an increase in the wages of basic workers, and the wages of drivers decreased by 14%. Thus, one of the ways to increase the efficiency of using the labor potential of the enterprise and thereby increase the efficiency of personnel management is to reduce costs under the item "Material costs" in order to direct the saved part Money in the article "Wages of drivers". This will motivate drivers to work productively.

The sum of all personnel costs in 2012 is RUB 99,972.8 thousand. whereas in 2011 - 83676.5 thousand rubles, that is, there was an increase of 16296.3 thousand rubles.

A significant increase in depreciation deductions indicates a deterioration in the technical condition of fixed assets. Table 14 shows the main technical and operational indicators of JSC PATP # 1.

Table 14. Main technical and operational indicators of JSC PATP No. 1

Indicator name	unit of measurement	Fact 2011			Deviation upon the fact
Average number of buses
Machine days on the farm of everything
In work
Under repair
In idle
Odds:
Updates
Disposals
Passengers transported in total incl. paid		41999,3 16701,4	40217,9 14954,2	40087,9 14789,6	-1781,4 -1747,2
Passenger turnover	Thousand pass. - km.
The number of buses with a service life of over 13 years
The share of buses with a service life of over 13 years in the total buses

Thus, it can be seen that the mileage for the year has decreased by 500.9 thousand km. and in 2005 the plan for this indicator was not fulfilled. The reasons for this were an increase in the time spent by vehicles in repair, as well as overfulfillment of the plan for bus downtime with a decrease in their average number. There is also a significant increase in the share of buses with a service life of over 13 years by 15.5%; in 2005, the share of such buses was more than half of the total rolling stock.

The above, as well as the appearance of private carriers on the market of transport services, were the reasons for the decrease in passenger turnover and the number of transported passengers by 1,781.4 thousand people. , at the same time, it should be noted that the number of transported paid passengers has mainly decreased by 1,747.2 thousand people.

From table 15 it can be seen that the company is unprofitable, since the funds received from the main activity and funds received from the budget are not enough to cover all expenses (taking into account deferred tax assets, income tax, tax sanctions and other tax payments).

One of the reasons for the current situation is the concealment of revenue by drivers and conductors working on route transportation. The wage fund in JSC PATP №1 does not take into account income and is a fixed amount, thus, drivers and conductors are not interested in bringing more revenue to the company.

Thus, in order to improve personnel management at JSC PATP # 1, it is necessary to carry out a number of measures aimed at changing the various functions of personnel management. The main directions include the development of a personnel management service, improving the motivational mechanism and rationalizing the structure and number of employees at the enterprise. Each of the directions can be divided into a set of activities that are closely interconnected.

The main directions of improving personnel management at JSC PATP # 1 are shown in Figure # 7.

IN modern conditions in JSC PATP # 1, the implementation of these measures is possible only when a new personnel management mechanism is formed, taking into account not only the goals of the enterprise, but also the goals of its employees, as well as aimed at overcoming the resistance to the ongoing changes on the part of the team members.

Figure 7. Directions for improving personnel management at JSC PATP No. 1 in the context of organizational changes

Ways to improve the efficiency of transport enterprises on the example of the State Unitary Enterprise MO ""

Introduction. 3

1 Theoretical part. five

1.1 Theoretical aspects of transport processes. five

1.2 Functional cycle of logistics of freight forwarding services. nine

2. Analytical part. 10

2.1 Technical and economic characteristics. 10

2.2 Analysis of the field of activity of the enterprise in accordance with the declared topic 15

3 Practical part. 18

3.1 Development of measures aimed at improving the activities of the enterprise. 18

3.2 Assessment of the parameters of the quality of the services offered. thirty

Conclusion. 43

List of used literature .. 44

Applications. 46

Introduction

The beginning of the birth of road transport in Russia as a branch of the economy is September 11, 1896, when the Ministry of Railways issued a decree "On the procedure and conditions for the transportation of heavy and passengers along the highway of the Ministry of Railways in self-propelled carriages." The first freight road transport organization was organized in 1901 and consisted of five trucks.

In market conditions, an important requirement of the consumer of transport services is timely and high-quality delivery of goods. The range of goods transported by road is quite wide from consumer goods to specific goods that require special approaches to the organization of transportation. Such cargo includes oversized and heavy cargo.

In recent years, there has been a tendency to an increase in the number of cargo transportation, which is caused by a construction boom, an increase in the efficiency of certain industries due to the use of fully factory-assembled equipment, the overall and weight parameters of which are very large, etc. term, with minimal cost and without the risk of damage to cargo, road and its artificial structures.

In addition, it is necessary to carry out the transportation of these goods in such a way as not to interfere with other traffic participants to transport goods and passengers. Factors such as weather conditions, time of year and time of day are also taken into account. One of critical milestones the organization of the transportation process is to obtain all the necessary permits.

The relevance of the research topic is due to the fact that in order to gain a stable position in the industry, organizations must apply effective organization of supply chains in order to reduce costs, reduce order processing time and achieve higher and more stable growth for this.

Research by supply chain management professionals confirms that improved order processing efficiency leads to increased competitiveness and performance. commercial activities companies. Thus, order fulfillment efficiency is closely related to the overall performance of the company, both in terms of cost containment and growth stability.

To improve the process of transporting dangerous goods, companies need to find ways to solve these problems, ensure complete control and automation of this process, and also gain access to the basic mechanisms to manage this process at all stages.

The purpose of the work is to develop a project to optimize the transportation of paints and varnishes.

The achievement of this goal is possible by solving the following tasks:

Conduct an analysis of the company in question;

Assess the existing work of transporting dangerous goods using the example of the company in question;

Propose a project aimed at optimizing the transportation of dangerous goods

Subject of study – transportation of paints and varnishes.

1 Theoretical part

1.1 Theoretical aspects of transport processes

Active development foreign trade, caused by socio-economic transformations in Russia, required the improvement of the organization of foreign trade transportation. The Russian market of transport and forwarding services is at the stage of formation and is currently not yet adequately represented by domestic transport and forwarding companies capable of providing a full range of transport and logistics services and successfully competing with foreign partners.

Table 1 shows the factors that determine the directions and conditions for the development of freight forwarding services for enterprises.

There are over 6,000 companies offering freight forwarding services on the Russian transport market today. However, according to experts, only about 2% of companies position themselves as complex. At the same time, companies that manage the entire supply and transportation chain with the combined use of the capabilities of all modes of transport are currently absent on the Russian market.

The modern system of servicing cargo owners, providing transport services of a fundamentally new quality and capable of competing with foreign companies, is being formed only in railway transport (here the first freight forwarding organizations arose in the 1880s). However, it mainly provides through an extensive network of branded transport service centers for the forwarding of goods transported by rail in direct traffic, usually in large volumes and over long distances.

Table 1 - Development of freight forwarding services for enterprises

	Characteristic
Geography, specialization, state and market requirements for transport services	Geographical position of the markets of transported products (cargo). Specialization of the cargo owner - the manufacturer of the goods, the volume of shipment and the size of concentration, segmentation, transport infrastructure, regional specialization, international division and cooperation of labor, location of the main and organization of auxiliary production, preferences of consumers, market segments, etc.
The state of transport services and competition	Type of service, quantity (range) and quality of services, the number of competitors and their capacity, concentration, methods of organizing transport and forwarding services, the complexity of transport and forwarding services, etc.
Intermediaries and partners	Types of services provided, their range, scale of activities, reliability, financial position, information openness for interaction and outsourcing, etc.
The state of the infrastructure of commodity circulation	Forms of ownership, quantity and quality of infrastructure (warehouses of cargo owners and transport, access roads and highways, infocommunication systems, customs and cargo terminals, etc.), cost of use, etc.
Scientific and technological progress and innovation	Means and methods of combined delivery of goods, information and communication technologies of end-to-end transport forwarding
Status and trends state regulation	Legislation on transportation and forwarding; norms of economic regulation (customs, tariff, tax, etc.)
Control system	Decentralized, centralized, corporate

When carrying out transport and forwarding activities, one should take into account Russian features, which do not always fit into the strict theory worked out in practice in regions with a high density of transport communications and infrastructure.

The phases and stages of the transportation of goods with the participation of the inland waterway transport of Russia, in principle, were formed earlier. However, some methodological provisions can be proposed for the fulfillment of the functions of the operator of end-to-end delivery of goods by a freight forwarding company.

When concluding a contract with a shipper for the organization of door-to-door or just-in-time cargo transportation in Siberia, a freight forwarder must represent the real process of cargo movement with all possible participants and time characteristics. One of the tendencies in the transportation of packaged goods is the terminal delivery method. Key stages of the door-to-door cargo transportation process are shown in Fig. one.

Figure 1- Key points of the end-to-end transport expedition

Having an understanding of the stages of end-to-end delivery of goods, freight forwarding companies can influence the indicators on which the final result of freight forwarding services to cargo owners depends.

When organizing the carriage of goods through a river terminal (performing the functions of a carriage operator), a freight forwarder must possess methods for assessing transportation schemes, developed taking into account, first of all, various requirements of cargo owners, regulatory documents of the state, including in the field of ecology and safety of transportation (transportation, transshipment , storage), as well as the possibilities of their implementation on the part of transport, forwarding and agency enterprises participating in the technological process of cargo transportation.

Freight forwarding services are considered as an integrated delivery system, including the transportation of goods from the manufacturer to the consumer and the performance of related loading and unloading operations, packaging, warehousing, storage, insurance, settlements, etc.

In countries with developed market economies, the forwarder plays the role of the main link between the cargo owner, carrier and consignee. In the last fifteen years, there have been significant changes in the structure and proportions of capital in the transport business - there is an increase in the share of capital of transport and forwarding companies, an increase in the share of forwarding services in the total cost of cargo transportation. There have been major changes in the technology of cargo transportation, which manifested itself, in particular, in the use of container transportation of cargo mass and the transition to multimodal and intermodal transportation technologies, in an increase in the share of door-to-door delivery.

1.2 Functional cycle of logistics of freight forwarding services

The main production task of road transport is the transportation of goods, i.e. carrying out transport work to move goods from one place to another with the help of automobile rolling stock.

The development of road freight transportation shows that the most effective form of organization of the transport process is centralized transportation of goods carried out by road transport according to a previously developed and planned schedule.

Automobile transport, carrying out direct contact with customers at the initial and final stages of the transportation process, acquires preferential opportunities to release cargo owners from the unusual operation of organizing transportation and accompanying forwarding operations.

The implementation of a complex of forwarding operations and services for centralized transportation of goods through road or railway terminals is aimed at organizing the delivery of goods from the sender's warehouse to the recipient's warehouse without participating in the transport process of customers. It is worth considering that such an organization of cargo delivery should provide for the possibility of monitoring the progress of cargo movement along the entire route of transportation. Therefore, the development and improvement of transport and forwarding services must be considered as the most important tool in coordinating the work of both one and the interacting modes of transport.

2. Analytical part

2.1 Technical and economic characteristics

GUP MO "" - the largest road carrier of the St. Petersburg region - carries out passenger and cargo transportation both in the Leningrad region and in Russia and other countries. The route network of GUP MO "" covers the entire Leningrad region, as well as neighboring regions of Russia. The company provides transport services to organizations and individuals, offers repair and maintenance services for vehicles, carries out tourism activities.

One of the main clients of GUP MO "" is the KREPS Corporation.

KREPS produces:

Paints and varnishes;

Polyurethane foam;

Cladding adhesives;

Compounds for leveling walls and ceilings, including for machine application;

Floor levelers, including for machine application;

Compositions for masonry and installation;

Special formulations;

Liquid products of construction chemicals;

Thermal insulation systems for wet facades TERMOKREPS, technical certificate TS-07-17-1706-07, TS-07-1705-07.

The geography of distribution covers the whole of Russia and the countries of the Near Abroad.

The KREPS plant is located in St. Petersburg. In terms of technical equipment with equipment for the production of dry building mixtures, the KREPS plant ranks second in Russia. A HAVER & BOECKER technological line (Germany) is installed at the plant.

The products of KREPS Corporation LLC in St. Petersburg are delivered hired transport GUP MO "".

The company's paints are sold through a network of construction and hardware stores in St. Petersburg and the Leningrad region. (Table 2)

Table 2 - Major customers of KREPS Corporation LLC

The name of the chain of stores	Quantity retail outlets
STD "Petrovich"
Maxidom
TF Saturn
Other Stores

Let us present a route diagram, including distances to retail outlets located within the city limits in Fig. 3

In order to meet delivery times, it does not always work out so that it is possible to make the most of the cargo capacity or carrying capacity of the vehicle. Therefore, there are so-called "complex dispatches", in which the transportation route may include arrivals at two or more associated branches to collect the cargo. The use of such a delivery method contributes to an increase in the utilization rates of carrying capacity and cargo capacity, increases the profitability of transportation and does not make consignees wait.

The reliability and quality of the transport process when transporting goods depends on many factors, the main of which are the transport characteristics of goods and the operating conditions of road transport. Based on the properties of goods and operating conditions, the choice of vehicles for the transport of goods is made according to their design and operational parameters. The operating conditions of vehicles are classified into four groups: transport, road, climatic and organizational and technical.

Transport conditions operations are determined by the consignor, who, in the presence of a contract for the carriage of goods, submits an application to the carrier, and in the absence of a contract, makes a one-time order. In this case, the carrier may be legal entity or individual entrepreneur, which has both its own and those at its disposal or operational management of public freight vehicles, carrying out the transportation of goods on a commercial basis. The declared documents of the consignor (customer) indicate the name of the cargo, the type of packaging, the number of pieces, the weight of the cargo (net, gross), the total volume of transportation, the address and distance of transportation, the conditions and method of loading and unloading, the type of transportation, the procedure for payment and additional conditions.

Road conditions Operations are characterized by standardized parameters of road elements, road plan, longitudinal profile and the presence of artificial structures. A road plan is a projection of an alignment onto a horizontal plane. The track is the position of the geometric axis of the road in space. Each change in alignment direction is determined by the angle of rotation associated with the circular curve.

The main characteristic of a horizontal circular curve is the turning radius. Highway with complicated plan outside cities and suburban areas has an average of 1 km of track more than five curves with a radius of less than 40 m.

The longitudinal profile of a road characterizes the relief, the steepness of individual sections of the road, measured by the longitudinal slope, the location of its carriageway relative to the earth's surface. The type of road relief is determined by the height above sea level connected to the ocean: P) - flat (up to 200 m); Р 3 - slightly hilly (from 201 to 300 m); Р 3 - hilly (lower mountains) (from 301 to 800 m); Р 4 - mountainous (middle mountains) (from 801 to 2000 m); Р 5, - mountainous (highlands) (above 2001 m). A motor road with difficult terrain has ascents steeper than 30 ... 4095.

The main indicators of the enterprise are presented in table 3.

Table 3 - Basic economic indicators GUP MO ""

Indicators			Deviations
Total amount of property, thousand rubles
Capital and reserves (average value), thousand rubles
long term duties, thousand roubles.
Proceeds from the sale of goods, works, services, thousand rubles
Cost price
Profit from sales, thousand rubles
Profit of the reporting period, thousand rubles
Return on assets (net income / assets)
Return on sales (profit before tax to revenues)

Thus, it can be noted that the economic condition of the enterprise is stable, sales revenue is increasing. So in 2012, revenue increased by 40% compared to 2011. However, the costs of the services provided also increased, as evidenced by the decrease in the profitability of sales by 8.4. The company's net profit also increased by 17,310 thousand rubles, which is associated with an increase in profit from the sale of the company's services.

2.2 Analysis of the field of activity of the enterprise in accordance with the declared topic

The specificity of the transported cargo imposes certain requirements on the rolling stock.

Paints and varnishes are transported by all types of transport in covered vehicles in accordance with the rules for the carriage of goods in force for this type of transport. Paints and varnishes are allowed packed in metal cans for retail and packed in container equipment in accordance with GOST 24831-81 or other regulatory and technical documentation, transported on open specialized machines. It is allowed to transport paints and varnishes in soft containers in open vehicles. Flexible containers on open rail transport are fastened in accordance with technical conditions loading and securing cargo, approved by the Ministry of Railways.

Transportation of glass containers with a capacity of more than 1 dm3 and polyethylene barrels in universal containers is not allowed.

During transportation, group packaging and transport containers with paints and varnishes must be formed into transport packages according to regulatory and technical documentation.

When fastening containers on a pallet, strapping means or frames are used, attached to the pallet and made according to the normative and technical documentation.

Requirements for the transportation of materials in packages - in accordance with GOST 21650-76, GOST 24597-81 and other regulatory and technical documentation.

Transportation of paints and varnishes is allowed without forming into transport packages in the following cases:

When transporting by road;

When transporting by rail on wagon shipments in barrels with a capacity of more than 100 dm 3;

When transporting in universal containers, except for large-capacity containers.

When transporting materials in a transport metal container, wooden spacers are installed between the tiers of the container.

When storing, containers with paint and varnish material are installed with corks and lids facing up.

Transport characteristics of the cargo. Transport characteristics cargo - This is a set of properties of cargo in combination with the parameters of packaging and packaging, which determines the transportability of the cargo, the conditions for its storage, loading, transportation, and unloading. Transportability of cargo - this is the property of the cargo to maintain qualitative and quantitative parameters during transportation under specified conditions, i.e. suitability of cargo for transportation.

The transport characteristics of the cargo include the physical and chemical properties of the cargo, the interaction of the cargo with environment, hazard, environmental friendliness, cargo compatibility, volumetric characteristics, as well as the type of packaging.

Flammability (fire hazard ) - the ability of a substance or material to progressively burn in the event of a fire source. Substances or materials that, by their properties, contribute to the occurrence or development of a fire are called fire hazardous. Fire-hazardous cargoes, according to their ability to burn in air, are divided into flammable, hardly flammable and non-flammable.

Management of the transportation chain of paints and varnishes means managing the global flow of materials, goods, services, while the following provisions are characteristic:

The supply chain documents all processes from the receipt of raw materials to service end consumer;

The subject of research in the supply chain of transportation of paints and varnishes is the processes of product development, procurement, production and distribution;

The supply chain exceeds organizational boundaries;

Coordination is carried out using a continuous information system available to all participating enterprises;

The main purpose of the supply chain is to create value for customers;

The individual goals of the participating partners are achieved through the operability of the entire chain;

The supply chain management concept considers intra-organizational and inter-organizational processes, i.e. all activities along the entire chain are coordinated and integrated into a customer-oriented process.

3 Practical part

3.1 Development of measures aimed at improving the activities of the enterprise

Cars for the transport of dangerous goods must meet a number of requirements, including: the presence of wheel chocks corresponding to the weight and dimensions of the vehicle, at least one; at least two illuminated warning signs with independent support; bright colored special uniform and pocket lights for the crew.

The braking system of cars with a total weight of up to 16 tons must be wear-resistant, with an emergency analogue, and for cars with a total weight of over 16 tons, an anti-lock braking system is required.

The rated voltage of the electrical equipment of a vehicle carrying dangerous goods of 1, 2, 3, 4, 5 classes should not be more than 24 Volts; electrical wiring wires must be protected by a seamless sheath that does not corrode; electrical circuits must be fitted with fuses, limiters or switches; the vehicle must be equipped with a device designed to disconnect the battery from the driver's cab.

Fuel tanks of vehicles for the transport of dangerous goods must be equipped with shock protection, if the tanks are damaged, the fuel must flow directly to the ground, without hitting the transported cargo. The fuel tank must be located at a distance from the battery or separated from it by a blank partition, the same conditions must be observed for the location of the tank to the engine, electrical wires and the exhaust pipe. The exhaust system must be designed in such a way as to prevent damage and overheating of the cargo.

In vehicles for the transport of dangerous goods, the following tools and equipment are required: hand tools for repairing the vehicle in the event of a breakdown; fire extinguishers, shovels and the necessary supply of sand for extinguishing a fire; two self-powered lanterns with orange flashing (or constant) lights; first-aid kits and means of neutralization of transported hazardous substances.

If a road train is required for the transport of dangerous goods, then it can consist of only one trailer (semitrailer). In the case of transporting dangerous goods using a tank, the vehicle must be equipped with a special bumper that protects against rear impact (the distance from the extreme point of the tank to the bumper is at least 10 cm).

To choose the purchase of rolling stock, consider three types of cars:

1. Ford Cargo 2526HR;

2. SCANIA P340LA HNA;

3. IVECO Trakker AD / AT380T38WH.

A vehicle for the transport of dangerous goods on the Ford Cargo 2526HR chassis. The car meets the requirements of the "Regulations for the Carriage of Dangerous Goods by Road (POGAT)" and the requirements of the "European Agreement on the International Carriage of Dangerous Goods on Public Roads by EX / III Class Vehicles (according to the classification of ADR and UNECE Regulation No. 105).

Completion of the vehicle for the transport of dangerous goods Ford Cargo 2526HR with modifications:

Installation of a tachograph;

Folding paddle - 2 pcs.;

Fire extinguisher OP-5 - 3 pcs.;

Sand box on the vehicle frame;

Towing cable - 1 pc .;

Installation of an alarm on the back door - 1 pc .;

Relocation of the muffler according to GOST 19433-88 - 1 with the installation of a spark arrestor;

Table 4 - Specifications Ford Cargo 2526HR

	Ford Cargo 2526HR
Carrying capacity, kg
Van dimensions, mm	7,200 x 2,550 x 2,400
	with sleeping bag, autonomous heater

A vehicle for the transportation of dangerous goods on the SCANIA P340LA HNA chassis (4x2). The car meets the requirements of the "Regulations for the Carriage of Dangerous Goods by Road (POGAT)" and the requirements of the "European Agreement on the International Carriage of Dangerous Goods on Public Roads by EX / III Class Vehicles (according to the classification of ADR and UNECE Regulation No. 105).

A van body designed for the transport of explosives - increased strength. The outer skin of the van is made of clad metal, the inner one is of 10 mm plywood. The floor of the van is wooden, sheathed with corrugated aluminum 2 mm thick with flanges. Body without insulation. The rear doors are hinged. The fuel tank is closed at the front and rear with a perforated sheet, and its bottom is closed with a steel mesh with cells.

Complete set of vehicle for transportation of dangerous goods SCANIA P340LA:

Installation of a tachograph;

Folding paddle - 2 pcs.;

Fire extinguisher OP-5 - 3 pcs.;

Towing cable - 1 pc .;

Sand box on the vehicle frame;

No entry sign - 2 pcs .;

Car first aid kit - 1 piece;

Rear safety bar - 1 piece;

Wheel chocks - set;

Snow chain set;

Installation of protective screens - 2 pcs.;

Orange flashing beacon - 1 pc .;

A set of tools for minor repairs - 1 pc .;

Installation of an alarm on the back door - 1 pc .;

Installation of a speed limiter up to 90 km / h - 1 piece;

Documents for staging a car in the traffic police;

Holographic hazard signs according to GOST 19433-88;

Emergency stop sign - 2 pcs.; emergency stop signal - 2 pcs.;

Metal ground chain + ground loop (20 m);

Relocation of the muffler in accordance with GOST 19433-88 with the installation of a spark arrestor;

Installation of a toolbox on the vehicle frame - 1 pc .;

Interior lighting plafond with electrical wiring insulation in aluminum casings - 2 pcs.;

Fire extinguishing system "Doping-2" with autonomous power supply from a standard battery, switched on from the driver's cab - 8 pcs.;

Installation of a switch for opening the electrical circuit near the battery and in the driver's cab (degree of protection IP54) - 2 pcs.

Table 5 - Technical characteristics of SCANIA P340LA HNA

	SCANIA P340LA HNA
Wheel formula
Engine power, h.p.
Carrying capacity, kg
Van dimensions, mm	7 200 x 2 500 x 2 300
	with sleeping bag

IVECO Trakker AD / AT380T38WH car for the transportation of dangerous goods of all subclasses and compatibility groups, in accordance with the requirements of the "Safety Rules for the Transport of Dangerous Goods in Road Transport, as well as the temporary storage of dangerous goods. Meets the requirements of the" Rules for the Carriage of Dangerous Goods by Road (POGAT) "and the requirements" of the European Agreement concerning the International Carriage of Dangerous Goods on Public Roads by EX / III Class Vehicles (according to the ADR classification) and UNECE Regulation No. 105.

The vehicle for the transport of dangerous goods is assembled using components and assemblies of IVECO vehicles of the TRACKER range supplied from factories in Italy, Spain, Germany and France (engine, bridges, gearbox, transfer case, etc.), which ensures its reliability and quality. The car is equipped with a diesel engine "CURSOR-13" (EURO-3) with a capacity of 420 hp; a cab of the AT series with improved thermal insulation, increased comfort and high ergonomics; anti-lock braking system ABS with electronic brake force limiter EBL.

A car for the transport of dangerous goods - a container ship is made to work in difficult road and climatic conditions (up to - 45 degrees Celsius).

Completion of the vehicle for the transport of dangerous goods:

Jack;

External socket;

Spare wheel;

Tool kit;

Working hours counter;

Protective headlights;

Rear light protection;

Bridge sensors protection;

Northern execution of fuels and lubricants;

Engine insulation cover;

Radiator insulation cover;

Sealed tachograph;

Wheel chocks - 2 pcs.;

Speed ​​limiter 85 km / h;

Mechanical disconnect switch;

Fog lights with protection;

CD player with acoustic system;

External sun visor;

Rechargeable batteries for 190 A / h;

Heated rear-view mirrors;

Tire inflation hose, length (15 m);

Vertically located muffler;

Heated brake desiccant;

Additional protection of the engine crankcase;

Horizontal suspension bracket at the rear overhang of the frame;

Additional front towing eyes;

Tool box on the car frame;

Rear towing device Rockinger RO * 500;

Sound-absorbing casing of the cabin for 80 dB;

Bottom step of the cable-suspended footboard;

Horizontal metal air filter;

Fuel filter - separator Iveco with el. heated;

Fire extinguisher, first aid kit, emergency stop sign;

Eberspächer Airtronic D2 independent cabin air heater (power 2 kW);

Eberspächer Gydronic D10 cab and motor compartment liquid heater (power 10 kW).

Table 6 - Technical characteristics of Iveco Trakker AD / AT380T38WH

Base chassis	Iveco Trakker AD / AT380T38WH
Wheel formula
Engine model	IVECO F3B (Cursor 13), liquid-cooled, turbocharged, in-line, 6 cylinder, EURO-3
Rated power h.p.
Maximum torque at 1000-1500 rpm, Nm
Carrying capacity, kg
Wheelbase, mm
	Above the engine, a long series "AT", 2-seater, with one berth. The driver's seat on air suspension is adjustable, with a headrest, with a seat belt; the passenger seat is adjustable, with a seat belt.
Transmission	ZF16S2220TO, number of gears 16 + 2, synchronized
Transfer case	ТС 2200, 2-stage, control drive - pneumatic.
Clutch	Single disc dry, disc diameter 17 ", with power steering
Steering	Power assisted, steering column adjustable, with steering shaft lock
Suspension	Front - multi-leaf spring and telescopic hydraulic shock absorbers. Front axle anti-roll bar. Rear - multi-leaf spring.
	Dual-circuit pneumatic brake system; ABS with electronic brake force limiter EBL
Fuel tank	591 l. fuel intake with el. heated
Container platform	For transportation of a 20-foot container 1C, 1СС. 4 JOST locks for container fastening

According to the technical characteristics, the SCANIA P340LA HNA car is the most convenient and profitable for the transportation of paints and varnishes.

The transport sector is solving various, multifaceted tasks, which should be classified into a number of areas, namely: organizational, economic, transportation, service.

The organizational direction includes:

Dispatching transportation for a number of basic operations (commercial inspection of goods, inspection of vehicles, forwarding of goods, transshipment of goods);

Development regulatory framework(calculation of vehicle loading rates, differentiation of standards for some categories of cargo);

Carrying out preparatory procedures (preparation of the necessary shipping documentation, marking of goods, carrying out loading and unloading operations, determining the timing of delivery of goods, forming goods into an appropriate transport package, drawing up a cargo plan for various types of transport).

The economic direction includes: analysis and assessment of the use of terminal traffic in international traffic, in major seaports and transport hubs; analysis and evaluation variable costs related to the carriage of goods (costs of fuel, lubricants, electricity, Maintenance and current repairs); analysis and assessment of fixed costs associated with the transportation of goods; analysis and assessment of the logistics components of costs; assessment of the ratio of the cost of transportation of goods and circulating assets invested in goods (cost of cargo weight) in the process of transportation; determination of the amount of released working capital when accelerating the delivery of goods; optimization of costs for transport operations (initial and final operations, movement of goods, additional operations); minimization of the means of technical equipment of the loading and unloading front according to the cost criterion.

The transportation direction consists of: choice optimal options transportation of goods (selection of a mode of transportation or a system of delivery of goods, selection of a type or several modes of transport, selection or an optimal combination of a transportation method, an optimal combination of participants in the transportation process); drawing up rational routes for the movement of vehicles (calculation of schedules for the movement of vehicles on various routes, the use of various types of transport, the development of flexible routing schemes for transportation; rational use transport vehicles in terms of carrying capacity (implementation of combined transport, the possibility of using additional equipment during transportation, the development of optimal schemes for stowing cargo into a vehicle); Transportation of goods (delivery of goods to consignees in deadlines, the implementation of the delivery of small-batch cargo to the destination, the resolution of disputes arising in the process of transportation).

The service direction has the following components: return of reusable containers (pallets, containers) with the organization of its delivery; selection of logistics intermediaries from the standpoint of optimizing the criteria set by the customer (costs, reliability and delivery time, cargo safety); tracking cargo (export-import) when passing the borders of neighboring states; providing information about the transport company for servicing the participants in the logistics chain; obtaining documents for export-import cargo; fulfillment of customs formalities and control of payment customs duties, fees and other costs associated with transportation; storage warehousing, sorting, cargo picking; information services, insurance and cargo security.

Transport, depending on the scale of its use, is divided into two independent groups - mainline and industrial. Mainline transport (public transport) is used to designate communication routes connecting large cities, industrial centers and economic regions. Mainline transport can be grouped as follows: universal (rail, water, road, air) and special (pipeline); internal (carries out transportation within the country) and external (carries out international transportation); year-round (rail, road) and seasonal (inland waterways). Departmental transport of enterprises and organizations is usually called industrial transport.

Let us consider briefly the characteristics of modes of transport and their importance for the production and economic activities of business entities - participants in the macrologistic chain.

Rail transport is one of the most important types of modern transport. Currently, railway transport has embodied the results of a long process of development of the railway network and the constant improvement of their individual elements - rail tracks, station buildings, traction means, carriages, communications, signaling and security. The features and advantages of rail transport are as follows:

Firstly, the lower cost of transportation of goods in comparison with other modes of transport and the possibility of regular transportation regardless of meteorological conditions and time of the year;

Secondly, the possibility of constructing railway tracks practically on any land territory and organizing mass transportation with a high carrying capacity, as well as at a significant speed;

Third, the possibility of creating a direct connection between large industrial enterprises using the access railway lines and ensuring the delivery of goods without expensive transshipments;

Fourthly, railway transport is distinguished by the versatility of rolling stock, designed for the transportation of a whole range of various goods - oil and oil products, coal, timber and building materials.

Railway transport has a number of specific features of an economic and organizational nature that distinguish it from other modes of transport, which are as follows:

High capital intensity of railway construction and relatively slow return on advanced capital. At the same time, the recoupment of capital costs in railway construction largely depends on the capacity of the mastered freight traffic on new lines;

The technical equipment of railway transport includes various and numerous structures and devices - railways with artificial structures, stations with appropriate facilities, rolling stock, power supply devices, special means regulation and traffic safety;

The predominance in the structure of railway transport funds of the cost of permanent, stationary devices. Therefore, recessions in the volume of cargo transportation entail a decrease in income revenues, which negatively affects financial condition railway transport;

The existence of a fairly large industry that serves the main activity of the railways, which is subdivided into enterprises that carry out routine repairs and maintenance of rolling stock - locomotive and carriage depots, and repair enterprises that carry out overhaul and modernization of rolling stock, as well as producing spare parts for maintenance.

3.2 Assessment of quality parameters of offered services

Let us determine the shortest distances for delivery of paints and varnishes to shops in St. Petersburg by the method of potentials.

min ( u 13 (p), u 24 (p), u 38 (p), u 39 (p)) = u 24 (p) = 6.

Potential u 24 (p) is assigned to the corresponding endpoint ( v 24 = u 24 (p) = 6), and the p – 24 link is marked with an arrow (see Figure 5).

For links, starting points i assigned potential v i, and for the end points j potentials are not assigned: p-13, p-38, p-39 and 24-21, the values ​​of the potentials of the end points are calculated j:

u 13 (p) = v p + l p-13 = 0 +13 = 13;

u 38 (p) = v p + l p-38 = 0 +14 = 14;

u 39 (p) = v p + l p -39 = 0 +11 = 11; +

u 21(24) = v 24 + l 24-21 = 6 +9 = 15.

Of the considered potentials at this stage, the minimum

min ( u 13 (p), u 38 (p), u 39 (p), u 21(24) } = u 39 (p) = 11.

Potential u 39 (p) is assigned to the corresponding endpoint ( v 39 = u 39 (p) = 11), and the p – 39 link is marked with an arrow (see Figure 5):

u 13 (p) = v p + l p-13 = 0 +13 = 13; +

u 38 (p) = v p + l p-38 = 0 +14 = 14;

u 21(24) = v 24 + l 24-21 = 6 +9 = 15;

u 21(39) = v 39 + l 39-21 = 11 +2 = 13; +

u 20(39) = v 39 + l 39-20 = 11 +7 = 18;

u 40(39) = v 39 + l 39-40 = 11 +7 = 18;

u 36(39) = v 39 + l 39-36 = 11 +22 = 33;

u 37(39) = v 39 + l 39-37 = 11 +10 = 21.

Thus, min ( u 13 (p), u 38 (p), u 21(24) , u 21(39), u 20(39) , u 40(39), u 36(39) , u 37(39) } = = u 13 (p) = u 21(39) = 13;

u 38 (p) = v p + l p -38 = 0 +14 = 14; +

u 21(24) = v 24 + l 24-21 = 6 +9 = 15;

u 20(39) = v 39 + l 39-20 = 11 +7 = 18;

u 40(39) = v 39 + l 39-40 = 11 +7 = 18;

u 36(39) = v 39 + l 39-36 = 11 +22 = 33;

u 37(39) = v 39 + l 39-37 = 11 +10 = 21;

u 12(13) = v 13 + l 13-12 = 13 +9 = 22;

u 43(21) = v 21 + l 21-43 = 13 +6 = 19;

min ( u 38 (p), u 21(24) , u 20(39) , u 40(39), u 36(39) , u 37(39) u 12(13) , u 43(21), } = u 38 (p) = 14;

u 20(39) = v 39 +l 39-20 = 11 +7 = 18; +

u 40(39) = v 39 + l 39-40 = 11 +7 = 18; +

u 36(39) = v 39 + l 39-36 = 11 +22 = 33;

u 37(39) = v 39 + l 39-37 = 11 +10 = 21;

u 12(13) = v 13 + l 13-12 = 13 +9 = 22;

u 43(21) = v 21 + l 21-43 = 13 +6 = 19;

u 26(38) = v 38 + l 38-26 = 14 +9 = 23;

u 27(38) = v 38 + l 38-27 = 14 +9 = 23;

min ( u 20(39) , u 40(39), u 36(39) , u 37(39) u 12(13) , u 43(21), u 26(38), u 27(38) } = u 20(39) = u 40(39) = 18.

Performing such calculations, we will form the final decision. The magnitude of the potentials at the vertices shows the shortest distances from the selected starting point "Warehouse" to each vertex, and the links with arrows entering each other form the shortest paths from the "Warehouse" to all the others.

After compiling the matrix of the shortest distances, it is necessary to calculate the rational routes of the road rolling stock using the Clark-Wright method. To solve this problem, the following initial data are required: the number of vehicles of different carrying capacity (initial data); the number of intermediate points from which the cargo is collected (determined by the transport network), the amount of cargo Q pi, subject to removal at intermediate points (initial data), taking into account the utilization of the carrying capacity; the distance of milk transportation between points of the transport network, including the source and intermediate points (matrix of the shortest distances); restrictions on the number of vehicles of different carrying capacity (initial data).

Let's give an example of calculation. It is assumed that it is necessary to pick up the cargo at the cargo-forming points and deliver it to the “R” cargo-absorbing point (see Figure 6.1). Initial data: the number of vehicles of different carrying capacity k= 4: 3; 3.7; 7.75; 11.5 tons, the number of intermediate points from which the cargo is collected, m= 32.

We are building a system of pendulum routes, on each of which one point is served.

The calculation of the payoff for all possible options for pairwise combining of routes will be performed by the formula:

D with ij = with Ai + with Aj - with ij,

where Dс ij is the amount of vehicle mileage reduction when combining routes A – B i –A and A – B j –A;

with Ai, with Aj - the cost of moving from the starting point A, respectively, to points B i and B j;

with ij - distance between points B i and B j, units.

An example of calculating the winnings is given for point 1:

Dс 1 2 = 63.5 + 55.5 - 12 = 107 km;

Dс 1 3 = 63.5 + 49 - 26 = 86.5 km;

Dс 1 4 = 63.5 + 56.5 - 19 = 101 km;

Dс 1 5 = 63.5 + 53.5 - 25 = 92 km;

Dс 1 6 = 63.5 + 39 - 36 = 66.5 km;

Dс 1 7 = 63.5 + 56 - 77 = 42.5 km;

Dс 1 8 = 63.5 + 52.5 - 73.5 = 42.5 km;

Dс 1 9 = 63.5 + 44.5 - 65.5 = 42.5 km;

Dс 1 10 = 63.5 + 28 - 91.5 = 0 km;

Dс 1 11 = 63.5 + 29 - 92.5 = 0 km;

Dс 1 12 = 63.5 + 22 - 85.5 = 0 km;

Dс 1 13 = 63.5 + 13 - 76.5 = 0 km;

Dс 1 14 = 63.5 + 57 - 34 = 86.5 km.

Table 7 - System of pendulum routes

Route cipher i	R- i-R	cargo Q i, t	Number of waypoints n i	Vehicle capacity q i, t

The rest of the calculations of the winnings are carried out in the same way, the results are summarized in the table in Appendix A.

After calculating the payoffs when combining pendulum routes, we perform sequential route combining. Table 7 determines the maximum gain from a possible pairing of the original routes and, accordingly, the points along which the combination of routes can be considered. These are items 1 and 2 ( r= 1 and s= 2) with the gain in the union equal to 107 (the gain Dc ij = 107 is nonzero). Then the possibility of combining routes is assessed, taking into account the availability of vehicles of the required carrying capacity. The total volume of transported cargo amounted to 0.643 tons ( Q t = Q r + Q s, = Q 1 + Q 2 = 0.287 + 0.356 = 0.643), the number of check-in points on the combined route n t = n r + n s = n 1 + n 2 = 1 + 1 = 2. Since such a combination of routes is possible, a new combined route Р – 1–2 – Р with the found maximum payoff is formed. We assume that the value of the coefficient is 0.99. The value of the utilization factor of the carrying capacity is taken from the price list 13.01.03 for the transported cargo. After calculating the payoffs when combining pendulum routes, we perform sequential route combining. Table 7 determines the maximum gain from a possible pairing of the original routes and, accordingly, the points along which the combination of routes can be considered. These are items 1 and 2 ( r= 1 and s= 2) with the gain in the union equal to 107 (the gain Dc ij = 107 is nonzero).

Then the possibility of combining routes is assessed, taking into account the availability of vehicles of the required carrying capacity. The total volume of transported milk in the amount amounted to 0.643 tons ( Q t = Q r + Q s, = Q 1 + Q 2 = = 0.287 + 0.356 = 0.643), the number of arrival points on the combined route n t = n r + n s = n 1 + n 2 = 1 + 1 = 2. Since such a combination of routes is possible, a new combined route Р – 1–2 – Р with the found maximum payoff is formed. We assume that the value of the coefficient is 0.99.

In the process of adjusting the current values ​​of the parameters in connection with the combination of routes, we find that routes 1 and 2 included in the generated one are canceled ( Q 1 = 0; Q 2 = 0) and a new route cipher (1–2) is generated, determined by the numbers of the end points. The volume of traffic is assigned Q 1(2) = Q t = 0.643 tons, the number of intermediate points of arrival n 1(2) = n m = 2, as well as a vehicle satisfying the condition ... The gain between the final points of the route is replaced by a negative one (table 8). Further, according to a similar algorithm, a cargo delivery route is drawn up:

Maximum winnings of 101 for r= 2 and s= 4;

Q t = Q 1(2) + Q 4 = 0.643 + 0.619 = 1.262 t;

Number of check-in points n t = n 1(2) + n 4 = 2 + 1 = 3;

- Q 1(2) = 0, Q 4 = 0;

- Q 1(4) = Q t = 1.262 t;

- n 1(4) = n t = 3;

- ; g st = 0.42

The winnings between points 2 and 4 are replaced with a negative one;

We got a new combined route Р – 1–2–4 – Р.

Maximum win of 104 for r= 4 and s= 5;

Q t = Q 1(4) + Q 5 = 1.262 + 0.572 = 1.834 t;

Number of check-in points n t = n 1(4) + n 5 = 3 + 1 = 4;

- Q 1(4) = 0, Q 5 = 0;

- Q 1(5) = Q t = 1.834 t;

- n 1(5) = n t = 4;

-; g st = 0.61

The winnings between points 4 and 5 are replaced with a negative one;

We got a new unified route R-1-2-4-5-R.

Maximum win of 86.5 for r= 1 and s= 3;

Total volume of transported milk Q t = Q 1(5) +Q 3 = 1.834 + 0.32 = 2.154 t;

Number of check-in points n t = n 1(5) + n 3 = 4 + 1 = 5;

- Q 1(5) = 0, Q 3 = 0;

- Q 3(5) = Q t = 2.154 t;

- n 3(5) = n t = 5;

- ; g st = 0.72

The winnings between points 1 and 3 are replaced with a negative one;

We got a new combined route Р – 3–1–2–4–5 – Р.

Maximum win of 98 for r= 3 and s= 14;

Total volume of transported cargo Q t = Q 3(5) +Q 14 = 2.154 + 3.23 = 5.384 t;

Number of check-in points n t = n 3(5) + n 14 = 5 + 1 = 6;

- Q 3(5) = 0, Q 14 = 0;

- Q 14(5) = Q t = 5.384 t;

- n 14(5) = n t = 6;

-; g st = 0.69

The winnings between points 3 and 14 are replaced with a negative one;

We got a new combined route R-14-3-1-2-4-5-R.

Maximum win of 78 for r= 6 and s= 14;

Total volume of transported milk Q t= Q 14(5) + Q 6 = 5.384 + 3.487 = 8.871 t;

Number of check-in points n t = n 14(5) + n 6 = 6 + 1 = 7;

- Q 14(5) = 0, Q 6 = 0;

- Q 6(5) = Q t = 8.871 t;

- n 6(5) = n t = 7;

-; g st = 0.77

The winnings between points 6 and 14 are replaced with a negative one;

Received a new combined route P-6-14-3-1-2-4-5-P.

Maximum win of 63 for r= 5 and s= 29;

Total volume of transported cargo Q t = Q 6(5) + Q 29 = 8.871 + 1.328 = 10.199 t;

Number of check-in points n t = n 6(5) + n 29 = 7 + 1 = 8;

- Q 6(5) = 0, Q 29 = 0;

- Q 6(29) = Q t = 10.199 t;

- n 6(29) = n t = 8;

-; g st = 0.89

The winnings between points 5 and 29 are replaced with a negative one;

Received a new combined route R-6-14-3-1-2-4-5-29-R.

Maximum win of 60.5 for r= 29 and s= 30;

Total volume of transported cargo Q t = Q 6(29) + Q 30 = 10.199 + 0.964 = 11.163 t;

Number of check-in points n t = n 6(29) + n 30 = 8 + 1 = 9;

- Q 6(29) = 0, Q 30 = 0;

- Q 6(30) = Q t = 11.163 t;

- n 6(30) = n t = 9;

-; g st = 0.97

The winnings between points 29 and 30 are replaced with a negative one;

We got a new combined route R-6-14-3-1-2-4-5-29-30-R.

Maximum win of 58 for r= 28 and s= 30;

Total volume of transported cargo Q t = Q 6(30) + Q 28 = 11.163 + 0.745 = 11.908 t;

Number of check-in points n t = n 6(30) + n 28 = 9 + 1 = 10;

- Q 6(30) = 0, Q 28 = 0;

- Q 6(28) = Q t = 11.908 t;

- n 6(28) = n t = 10;

- – condition not performed.

At this, the creation of a united route is terminated, since the maximum carrying capacity of the vehicle is less than the total volume transported (11.5 Q t = 11.163 t, and the length of the resulting route is equal to the sum of the shortest distances between points of the transport network included in the resulting route:

L total = l p-6 + l 6-14 + l 14-3 + l 3-1 + l 1-2 + l 2-4 + l 4-5 + l 5-29 + l 29-30 + l 30-p =

39 + 18 + 8 + 26 + 12 + 11 + 6 + 22 + 3 + 32 = 177 km.

Loading and unloading operations are constituent element the transport process, significantly affecting its organization. The time spent on loading and unloading operations significantly affects the productivity of the rolling stock.

Loading and unloading operations include preliminary preparation of cargo (loosening, weighing, recalculation, packing, marking, etc.), installation of rolling stock for loading, transfer of cargo from its storage site to rolling stock, stowage of cargo into the body, shelter and lashing of cargo , paperwork.

Cargo unloading operations include: installation of rolling stock for unloading, untie cargo and removal of shelter, removal of cargo from rolling stock, reloading or recounting and carrying it to the place of storage, stowage and paperwork (the content and sequence of work vary depending on the type of cargo and the organization of loading and unloading operations).

Directly loading and unloading operations (grabbing cargo, lifting it, moving it, etc.) are related to the main operations. Additional operations are: opening or closing the sides or doors of the car body, weighing or recounting loads, reinforcing the tarpaulin, tying loads, hanging a seal, lifting and carrying tank hoses, screwing on and unscrewing them, etc.

Loading and unloading operations during the carriage of goods by road can be performed both by shippers and consignees, and by specialized enterprises (mechanization bases) designed to carry out loading and unloading operations using various mobile mechanisms, or by road transport companies.

Loading and unloading operations performed by vehicles of transport companies in their warehouses are mandatory for them.

In warehouses that are not under the jurisdiction of trucking companies, loading and unloading operations are carried out by means of consignors and consignees at their own expense, unless otherwise specified in contracts, transportation orders.

If the loading of goods is carried out at the places of their extraction or production, and unloading at the warehouses of consignees or in places of consumption, and at the same time the volume of loading and unloading operations and warehouse operations by consignors and consignees is significant (good use of mechanization means is ensured), then it is more expedient to carry out these works to the consignor and consignee by themselves and by their own means. This is especially beneficial when the loading or unloading of rolling stock and warehouse processes can be carried out by machines used in other types of work.

A trucking company can undertake, under an agreement with shippers or consignees, the loading or unloading of goods in warehouses, open areas and in storage facilities belonging to the organization sending or receiving the goods. These works are optional for them.

Motor transport and specialized loading and unloading enterprises perform loading and unloading operations while ensuring by the customer that the loading and unloading platforms and their entrances are kept in good condition, as well as the protection of mechanisms on their territory during non-working hours.

At railway stations, ports (quays) and airports, loading of goods onto a car (road train) and unloading them from a car (road train) is carried out by forces and means of the railway, port (pier) and airport, with the exception of loading and unloading dangerous and liquid cargo at stations of railways and dangerous goods in ports (wharves) and airports, loading and unloading of which is carried out by the forces and means of consignors and consignees.

Conclusion

The purpose of this work was to analyze and improve the organization of transportation services and the safety of the transport process.

In accordance with the goal, the following work tasks were set, which were implemented:

Explored theoretical aspects transport logistics;

The analysis of the market of motor transport services is carried out and the tasks of the enterprise are considered;

The analysis of the activities of the transport company GUP MO "";

In the course of the analysis, it was revealed that, in general, the activities of the SUE MO "" are organized quite effectively. But the transport and logistics system needs to be optimized.

The ways of rationalizing the route of delivery of products of one of the main clients of the State Unitary Enterprise MO “”, LLC “Corporation“ KREPS ”are proposed.

The implementation of the research results into practice will help to improve the efficiency and competitiveness of domestic road transport companies in the international market. freight transport.

List of used literature

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• What is the danger of a sharp reduction in costs.
• How to improve the work within the transport company.
• How it can benefit leaders transport companies centrozavoz.
• What KPIs affect the efficiency of Asstra Transport.
• How the system was created operational management in the company "Sovtransavtoexpedition".

It is much more difficult to introduce any changes in the logistics divisions of trading and manufacturing companies than in the framework of transport companies. In the latter, decisions are made faster, and the savings can be used, say, for repairing garages or improving social conditions workers. At the same time, the approaches to optimization of transportation are similar for all companies, so the advice given in this article may be useful to the heads of both transport companies and logistics services of industrial enterprises.

There is an opinion that it is possible to increase the efficiency of a transport company only by reducing costs. I have come across a situation more than once when a transport company has been tightening the screws in an administrative manner for many years, but it got worse.

For example, foreign owners of a transport company located in the central region of Russia set the goal of increasing business profitability by 10%. The management decided to cut costs by cutting employees' salaries by 10% and the budgets of various services by 20%. As a result, the company received short-term benefits and achieved the required cost reductions in the coming quarter.

But literally three months later, it turned into a disaster: all more or less normal drivers and repairmen quit, the downtime of their own transport increased significantly, traffic disruptions began, and there was an outflow of customers. The company incurred losses (more than 20 million rubles in six months), and in the future it had a lot of work to regain its former reputation and traffic volumes.

The conclusion suggests itself: by increasing the efficiency of a transport company only by reducing costs, we run the risk of getting a short-term and deceptive effect, which in the future can lead to large financial losses... Further - recommendations on how to avoid this.

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Improving the efficiency of the transport company

The key place in increasing the efficiency of road transport is the quality and efficiency of the services provided. This is the main mechanism for attracting new customers and increasing the company's turnover. Imagine that the income of a transport company from one kilometer or car-hour is 100 rubles, and the costs are 80 rubles. So, our goal is not only to reduce costs to 70 rubles, increasing the profit from a unit of transport work to 30 rubles, but also to increase the volume of traffic itself. How can I do that?

Separate the responsibilities of logistics and operations

In any shipping company, there should be a separation of duties. There is a logistics service that sets the rules for the transportation process, and there is an operational and repair service that solves the tasks. A common mistake is the subordination of these services to one manager, for example, the head of the operation service (in a transport company) or the head of the trucking department (in the enterprise).

The logistics service receives requests, plans efficient routes, agrees delivery times and submits clear and unambiguous tasks to the operational service, then monitors the quality of these tasks during transportation. Also, this service is looking for transport on the side in case of lack of its own. It is possible to subordinate the logistics department even to a commercial service (which, however, has its drawbacks and is a topic for a separate conversation).

The task of the maintenance service is to carry out transportation on time on a serviceable transport with a given level of operating costs, as well as to guarantee the safety of the cargo, timely submit the car for loading and unloading, to ensure the neatness of the drivers and correct communication with the client.

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Establish reliable primary accounting

In the absence of a normal accounting system, it is pointless to talk about any changes: you simply will not be able to see and evaluate the fruits of your labors. There are now many information systems on the market that allow you to write and process waybills, keep track of costs by car, calculate operational indicators and much more. Often I am faced with the fact that when trying to implement an accounting information system, a lot of questions arise: how to properly keep track of tires and batteries? how to correctly attribute the costs of fuels and lubricants to the machine when using the boiler write-off method? how to track the fact of the installation of spare parts? what documents should accompany the internal activities of the services? In one large trucking company, it took us six months to set up accounting processes - that was how it was started. People just didn't want to work in a new way. In practice, we are constantly faced with the fact that dispatchers, drivers, repairmen and suppliers do not want to keep reliable records, since this not only increases the requirements for the quality of their work, but also reduces the possibility of abuse. So, in one transport company in Kazakhstan (the total fleet of this company was more than 3000 units of transport) in a regional division on 800 cars (out of 1000) speedometers were broken. And this applies not only to trucks, but also to cars. There have been cases of speedometers failing (or rather failing) on ​​new cars that cost $ 80,000. Therefore, the introduction of an information system for accounting for vehicles should be the logical completion of a large amount of work on setting up primary accounting, and not its beginning.

Keeping track of income and expenses by car is also important if you need to make a decision about the timely updating of equipment. Think, for example, whether it makes sense to keep a truck tractor in the fleet, the repair costs of which consume all the profits received from this car, and their sum over three years of operation is equal to the cost of a new car? Helpful ideas for managing the logistics department will help you find.

Don't 100% trust GPS sensor information

For more reliable accounting, GPS sensors are now widely used. They allow you to see the real route of each car, track the dynamics of fuel consumption, speed and much more. It would seem that this is the solution to all problems! However, these devices, like speedometers, are very easily damaged. More importantly, the indicators taken from GPS sensors are not a basis for changing some of the primary data specified in waybills, and for the subsequent punishment of drivers. There is a known case when a group of activist drivers in a transport company, caught using the readings of GPS sensors to drain fuel and assigning mileage in waybills (in collusion with the dispatch service), won a lawsuit. Here is an example of a phrase from the conclusion on such court proceedings: “The prosecutor's inspection established that the navigators purchased by the company can be used to monitor the condition of vehicles and their location. However, they are not an unconditional basis for calculating the exact mileage of cars, determining the actual cost of fuel and, accordingly, for attracting drivers to material responsibility for its cost overruns. The indications of navigators can be taken into account in each specific case only in conjunction with other evidence. "

Pay attention to the rates of consumption of fuels and lubricants and the reference book of distances

There is often a windfall here in terms of cost savings. Almost any transport company can reduce costs by 15% only by updating the standards for fuels and lubricants and distances and starting to control them.

Regulate the activities of the company

In addition to standards, any operation service must have a set of operating procedures and comply with them. Since this service is an executive structure, the share of amateur performance in it must be minimized, and 95% of actions must be carried out strictly in accordance with the regulations.

Develop a system of key performance indicators

The KPI system must be multi-tiered. For example, the uppermost level (we call it traffic light) is intended for the director of the company and may include such indicators as profit for specific directions of transportation, the proportion of idle vehicles, the number of completed applications on time. These are indicators that allow you to assess the activities of the transport company as a whole and provide information for adoption. management decisions... At the operational level, metrics should be applied that directly influence traffic light metrics and provide insight into the causes of problems. This can be, for example, indicators of profitability for each transport unit, the percentage of vehicle load, the coefficient of technical readiness. In total, there are more than 30 indicators that allow us to assess the efficiency of transport, and it is important to choose the right seven to ten of them that will be used in the work of a transport company and objectively reflect the situation.

• Enterprise financial strategy: a cheat sheet for a non-financial manager

Why is the level of transport service so important?

No one needs a transport company that has reduced costs to a minimum, makes good profits, but constantly disrupts transportation times due to vehicle breakdowns or other force majeure situations. The work of the logistics service no less, and probably even more, affects the company's profit. The main tools here are the correct routing and dispatching of traffic. These tools allow you to:

• use the car as efficiently as possible, organizing the transportation of associated and return cargo, increasing the KPI "vehicle load" and "reduction of idle runs";
• to provide transportation just in time with the required quality.

Frequently, road transportation is just one of the links in any multimodal transportation, and failure to meet the deadlines can lead not only to the loss of customers, but also to high operating costs. Suppose your car was delayed on the way for 24 hours, and all this time the railway car was waiting. What expenses will you incur? Now imagine what the payment will be if it is not a carriage but a ship in the port that awaits. Very often, the head of a transport company learns about such situations two to three weeks after transportation, when the company receives bills for downtime. Considering all that has been said, I recommend that you do not try to save money on the personnel of the logistics service and on automation tools. The invested funds, if used correctly, will pay off many times.

A good example of competent dispatching can be cited if we turn to the work of the motor transport department of an enterprise (ATC) or a logistics unit within a production or trading company. Probably, many have heard such a word as centrozavoz. This is the organization of transportation in such a way that one vehicle provides several customer requests at once. It is the centrozavoz that is the main tool of the logistics service, which makes it possible to increase the efficiency of transportation.

The picture shows the basic principle of the centrozavoz of one of our customers (large pipe plant). Before the changes, each workshop could order any number of vehicles without justifying its need. Naturally, the production workers did not bother with planning the need for this transport and the ordered machines could stand idle for six to seven hours without work, and if they were used, then at 5-10% of the maximum load. When the scheme of work was changed, the role of the logistics service was taken over by the central dispatching office. Now the request received by the dispatcher did not contain the number of required units of transport, but the type and volume of transport work. The workshops began to report what they needed to bring and at what time, and the dispatch service was already determining the type of transport for transportation and the route. It was from the dispatching office that the transportation assignments were sent to the trucking department, whose employees only had to complete the assigned assignments. As a result of the introduction of centrozavoz, it was possible to free up 50% of vehicles and organize the fulfillment of third-party orders, since the need for transportation in the region was very high. The additional income made it possible to cover 70% of the company's transportation costs. If we apply equally effective measures for the centralized use of transport within the framework of the transport company, then the same principles will allow serving a larger number of customers, and therefore, increase income per unit of transport, which is the goal of increasing the efficiency of transportation.

This is the CEO speaking

Leonid Shlyapnikov, General Director of the company "Sovtransavtoexpedition", Moscow

One of the main issues that we had to solve in recent times, - formation modern system operational management of vehicles. It often boils down to simple dispatching and routing. But, in my opinion, this is a much more difficult question.

The main business of our company is international transportation by road, but the share of domestic transportation, transportation to neighboring countries and intracity deliveries is a significant part. We set two goals: to obtain the maximum operating profit per unit of time per vehicle and to ensure stability through the distribution of market risks in different directions. For this, a whole range of measures was taken.

1. Revised marketing and sales strategy. The emphasis was placed on stable contracts with large volumes.
2. Held organizational changes... We reorganized the commercial, forwarding services, and the repair area to be able to introduce new processes for managing the fleet.
3. Changed functional business processes. We identified functional business processes in accordance with the directions of transportation and individual large projects. We refused to duplicate operations and clearly divided responsibilities within the services. This allowed each category of staff to focus on their responsibilities and distribute responsibilities between services. For example, to improve the efficiency of repair work and the intensity of the work of drivers, we have introduced a fleet and convoy management program. All services of the enterprise interact with the convoy and the auto repair shop to speed up the repair cycle, reduce downtime, and optimize routes.

We have implemented a comprehensive automated system transportation management, which provides both operational reporting and full information on the economics of transportation on the basis of. In addition, we developed new system motivation. All changes are tied to personal KPIs and to KPIs of individual services. A set of instructions and rules of practice was developed for each category of employees.

As a result

We achieved an increase in income and margins, stabilized relations with regular large customers, reduced the share of one-time and spot traffic, and also abandoned unprofitable directions. For example, they stopped working in the Baltic direction, where the idle time of transport in line at border crossings this year reached 11-12 days. They also abandoned the directions in which significant dumping was practiced by the Belarusian, Baltic and Polish carriers (this mainly concerned France and Italy).

And most importantly, we have achieved that the new KPIs and the reporting system now allow us to understand in detail all the many factors based on the assessment of detailed accounting data and financial statements... The operational system for the analysis of indicators and reports on the operation of transport is built on the basis of data from various sources. The corporate information system, integrated with satellite navigation, allows you to receive information about the movement of your own transport both in Russia and abroad online, and they are collected and processed automatically, without human intervention.

Thus, the traditional analysis of the ratio of planned and actual values, the accounting of operational indicators are now based on the most realistic information, and the data can be analyzed for any period of time - a month, a week, a day.

The corporate model we have built allows us to receive information in two sections: to quickly analyze physical indicators and management reporting with any detail (a separate road train, direction of transportation), then retrospectively take into account all many factors based on accounting data. These two approaches make it possible to make informed organizational decisions regarding the directions of transportation and the intensity of the transport operation, and thus directly influence the efficiency and profitability of the transport enterprise as a whole.

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There are 2 main directions of studying the efficiency of using automatic telephone exchanges.

Vehicle efficiency- implementation of the transport process for the carriage of goods or passengers with minimal costs for its implementation.

Performance indicator ts is expressed by the ratio of the beneficial effect, i.e. the work performed to the cost of achieving the final result. Most often, as a generalized indicator of the efficiency of using a / m, the cost of transporting goods or passengers is considered (i.e., the cost of transportation is the ratio of costs to the performed transport work), design perfection, the level of organization of the transport process, technical. conditions and other factors.

First direction.

The efficiency of using cars depends on the design features. The solution of national economic problems is carried out by choosing a rational type of PS in relation to the type of transportation, choosing a car or road train for putting into production.

To assess the economic efficiency of the compared options, the minimum of the reduced costs per unit of transport products is used.

Second direction.

The efficiency of using cars depends on the organization of maintenance of the fleet (rational organization of maintenance and repair of the substation) and the organization of the transportation process (the number of working days per week, vehicle downtime due to the fault of the transportation organization service, the duration of the substation's operation on the line during the day, technical speed, distance transportation, the optimality of the selected routes of movement, the level of mechanization of loading and unloading operations).

Productivity and prime cost are taken as the final indicators for assessing the effectiveness of the use of PS.

2. Methodology for improving the efficiency of transportation and reducing labor, material and fuel and energy costs

The methodology for increasing the efficiency of transportation and reducing the cost of labor, material and fuel and energy resources provides seven main ways to improve efficiency.

1. Management of the operation of vehicles is carried out through the relevant norms (standards). The more objective the norms, the more optimal management, the higher the efficiency of transportation and the lower the cost of labor, material and fuel and energy resources. Parameters at in some cases, they represent the standards of vehicle operation: fuel consumption rates, frequency THEN, labor intensity of maintenance and repair, consumption of spare parts, service life of cars and assemblies, revolving fund, etc. 6, depending on the duration and operating conditions, the norms are adjusted. This takes into account the level of reliability and adaptability of the vehicle. As a rule, cars of different brands and models have different levels of reliability and adaptability, which requires different values ​​of the correction factors.

The value of the correction factor for these operating conditions is determined by the formula

K = U / U b , (1)

where Have- the value of the parameter in the given operating conditions;

Y b is the base value of the parameter (the value of the parameter in the most typical interval of operating conditions, for which K = 1).

The formulas for determining the norms in each specific case are different, but, in general, have the following form:

Y =(Have n ; L, N; NS, A), (2)

where the designations of the quantities included in this formula are indicated in the previous sections.

Indicator values ​​set on the basis of certain provisions at can express the requirements for the industry for the quality of cars, taking into account the duration and conditions of their operation. In addition, on the basis of formula (2), it is possible to obtain dependencies that significantly improve the accuracy of predicting the technical condition of vehicles.

With regard to the problem of vehicle fitness, the path under consideration provides for an increase in efficiency by improving the system for differentiated adjustment of norms and standards, planning, monitoring, evaluating and predicting vehicle activity indicators, taking into account variables, various operating conditions and the level of adaptability of vehicles of different models to these conditions.

2. Implemented indicators Y can be improved by improving their nominal values y n... In this case, with the negative influence of the duration and the operating condition, which reduces the level of indicators, the realized values ​​can remain at a still sufficiently high level. In other words, when operating cars in difficult conditions, for example, at low air temperatures, it is possible to use cars with a sufficiently high efficiency, for which the rating of quality indicators is so high that after their decline they remain at a sufficiently high level.

Determination of the required nominal value y n to ensure the necessary efficiency of the transport process under specified operating conditions, taking into account the adaptability of the rolling stock to these conditions, the duration of its operation and reliability, it is carried out according to the equation, which has the following general form:

(3)

By the value of the indicator Have affects not only its nominal value y n but also closeness y n to the optimal value y O . The difference between these values ​​depends on the consideration in the design and operation of the vehicle for its standard and real conditions of use.

3. As the duration of the operation of cars increases L transport efficiency tends to decrease. One of the ways to eliminate this negative impact is to exclude from operation in these harsh conditions those vehicles that have a long service life. The operation of such vehicles can be continued in other, less severe conditions with the aim of rational use of resources while ensuring the required level of operational reliability of vehicles and traffic safety on the line.

At a given level of nominal and realizable indicators of efficiency, operational reliability and adaptability in certain operating conditions of the car, the operating time of the car corresponding to these values ​​is determined by the formula

L = f s (Do n , Y;N; X, A). (4)

Typically, the duration of operation is chosen such that the specific total costs of manufacturing and operating a car under these conditions are minimal.

4. The next way to improve the efficiency of transportation is to improve the reliability of vehicles. N. Much has been done in this direction in recent years. However, with high structural reliability, there may be low operational reliability due to difficult road and climatic conditions, lack of the necessary material and technical support (for example, lack of necessary spare parts), weak production and technical base and the negative influence of other factors of operating conditions. Therefore, the most important condition for increasing the efficiency of transportation is to ensure a high level of operational reliability of vehicles, which can be determined by the equation

. (5)

It should be emphasized that reliability can be increased both during the creation of the vehicle and during its operation. Usually, increasing the reliability when creating a car due to design and technological measures is much cheaper for the national economy than during operation.

5. Operating conditions have a great impact on the realized performance indicators. This influence is especially noticeable when operating conditions differ significantly from standard ones and when vehicles, methods and means of their use are poorly adapted to these conditions. Low air temperatures, difficult road conditions, scarcity of spare parts and other resources can significantly reduce the realizable performance indicators. Therefore, in a number of cases, it is possible to increase the efficiency of transportation by optimizing the methods and means of inter-shift storage of vehicles at low air temperatures, improving road conditions, improving the supply of spare parts and other resources.

It is necessary to determine the operating conditions in which the efficiency of cars of specific brands and models with a certain level of adaptability to these conditions, a certain duration of operation and reliability will meet the requirements for the efficiency of transportation:

. (6)

Formula (6) allows you to establish the conditions in which the use of a particular car is most rational.

6. A significant reserve for increasing efficiency is improving the adaptability of the design of vehicles, methods and means of their use to operating conditions. As in the case of reliability, it is usually more profitable to increase the cost of manufacturing cars to improve their adaptability, which pays off in operation by reducing labor, material costs and fuel and energy resources. In this case, realizable fitness indicators are also considered, which can be improved both through constructive and through operational measures. Operational measures include, for example, the use of heated garages, electric heating, starting fluids, which improve the adaptability of vehicles to low air temperatures. It is necessary to select vehicles with such a level of adaptability to these specific conditions, which will provide the required efficiency of transportation.

To determine the level of fitness, the formula is used

(7)

Both in the creation and in the use of the vehicle, adaptability must be managed in such a way as to ensure optimum performance under the given specific operating conditions. It should be borne in mind that according to the Institute of Economics of the Academy of Sciences of the USSR, each ruble invested in the production of regionally optimized equipment gives 5 ... 8 rubles. savings on operating costs. The required level of fitness is determined by the formula (7) based on the known nominal performance indicators of vehicles, the specified operating conditions and the values ​​of the implemented performance indicators in these conditions.

7. The most important independent direction of increasing the efficiency of road transport, taking into account the variable nature of the external environment of a particular object (a car, a set of cars, a car in combination with loading and unloading devices, etc.) is a systematic approach. On the basis of this approach, the capabilities of each of the previous six paths are significantly expanded due to the use of characteristic functional dependencies between the fitness of its elements.

The considered ways of increasing the efficiency of cars are used both in the operation of cars and in their creation. Each of the paths can be used separately and in various combinations with other paths.

Obviously, in each specific case, an optimization criterion must be established and its best value must be found, taking into account the existing constraints and the level of control. So, in the North, it is usually more profitable to operate more expensive cars, but with increased reliability and increased adaptability, than to build under these conditions large workshops for repairs, parking for inter-shift storage, to ensure the delivery of a significant amount of spare parts, repair workers, etc.

For a reasonable choice of one or another path or their combinations and finding the optimal solution, it is necessary to apply the appropriate laws and quantitative characteristics, which is a necessary condition for the purposeful management of the implemented performance indicators.

The most important element of such management is the standardization of indicators of reliability and fitness, the reflection of these indicators in the normative, technical and design documentation. Reliability indicators are now used, but fitness indicators are not sufficiently taken into account. The adaptability of the design, in particular to low air temperatures, in terms of such important efficiency indicators as fuel consumption, durability of engines and other main units, often remains outside the interests of manufacturers, which entails large losses of resources when operating vehicles in a cold climatic zone. Therefore, a necessary element of increasing the efficiency of vehicles, taking into account the variable nature of environmental conditions, is, first of all, the inclusion of indicators of their adaptability to the most characteristic conditions of different regions in the normative, technical and design documentation. In this regard, for example, to assess the fuel efficiency of cars, along with the control fuel consumption, other indicators began to be used (GOST 20306-90): fuel consumption in the main cycle on the road, fuel consumption in the urban cycle on the road and at the stand, fuel characteristic steady motion and fuel-speed characteristics on the main-hilly road. These indicators characterize the change in fuel efficiency depending on one factor of operating conditions - the speed of movement of vehicles. However, the number of factors affecting fuel consumption is very large.