MAGAZINE  №6 (101) December 2020


CATEGORY  Analysis in logistics and SCM Industrial companies’ corporate logistics Supply chains reliability and sustainability Sourcing Supply chain management




The COVID-19 pandemic severely hit most industries and revealed a number of problems businesses were not prepared for. Manufacturing was one of the most vulnerable industries unlike companies involved in software development. Global lockdown and border closures broke the supply chain of materials and car parts. Car manufacturers and their suppliers were forced to find creative solutions to cope with the situation within a short period of time. The author of this article analyzes the effect of the pandemic on the U.S. vehicle manufacturing – members of the automotive supply chain from suppliers of raw materials to distributors and final consumers in particular. In addition, the author considers positive and negative effects of the government support. Finally, the author suggests several ideas that would make supply chains more flexible and adaptive to serious global issues in the future.

 Electronic version

 Keywords:  supply chain planning procurement suppliers supplier map purchasing power unemployment distribution maketoorder

MAGAZINE  №3 (98) June 2020


CATEGORY  Analysis in logistics and SCM Distribution logistics Retail companies’ corporate logistics Supply chain management



The article analyses the following current trends in the retail development: changing consumer behavioral models, evolution of strategies and policies of chain retail companies in the field of pricing and promotion, conflict-forming factors of interaction with suppliers and category management, the dynamics of basic elements of the goods costs, the role of digital technologies and the impact of COVID 2019 on retail organization. The current problems of logistics and marketing in retail chain companies in their relationship and interdependence were additionally identified and systemized. A list of indicators, methods of calculation and tools for their analysis and interpretation were developed basing on the determined trends and the study of scientific and business literature, reviews and research, classic works in logistics and marketing, the results of the conducted survey of managers in Russian Federal retail chains and FMCG companies. These indicators are recommended for the preparation of management decisions in marketing and logistics planning at cross-functional and cross-organizational levels.


 Electronic version

 Keywords: retail supply chain management FMCG marketing logistics performance indicators decision making planning logistics strategy policy

Published in Distribution logistics

MAGAZINE №6 (83) December 2017


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


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

 Electronic version


MAGAZINE №2 (73) April 2016


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


The article provides an overview of the current state of the steel industry in the world and in Russia in particular. It was noted that over the past decade the supply chain leading steelmakers have gone through a series of transformations that have radically changed the requirements for their management. A study of the evolution of supply chains of ferrous metallurgy companies are provided, analysis of the factors that demonstrate large-scale shift in the global steel markets is presented. The paper examines the structure of a typical supply chain of a ferrous metallurgy company. The generalized model of the supply chain, including mining and metallurgical complexes based on the upgraded SCOR notation is proposed.
Increase in attention to the creation and development of partnerships/strategic alliances between players of metallurgical market and the joint efforts of customers and producers to stimulate growth and innovation opportunities is highlighted. The main features of metallurgical production are analyzed in terms of their planning: the main bottleneck of production, production cycle, volatility of metallurgical processes, production campaigns. The analysis of the key challenges for the steel companies for the coming years are presented: the excess of supply over demand, a large amount of excess capacity. The following areas of improvement are proposed: cost minimization, differentiated service for customers, standardization and transparency of processes and operations in the supply chains, the development of new technological products, reducing emissions. The appropriate improvement tools are proposed: methodology change based on the principles and processes of Supply Chain Management as well as IT tools to support planning of supply chains of steelmakers – Advanced Planning and Scheduling systems for Metals. On the basis of practical experience estimates of planning processes organization impact in accordance with best practices and appropriate information support to key performance indicators of companies are provided.


Published in Supply chain planning

MAGAZINE  №3 (56) June 2013

AUTHOR  Shmatalyuk A.E., Petrunya N.

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


It is shown that in recent years the increasing number of the companies introduces in the production activity process of Sales and Operations Planning - S&OP. The purpose of this process – to balance demand with production and logistic operations, having synchronized thus operational and financial planning, and also to connect strategic planning with daily operating activities.

The example of realization of process of S&OP at the large metallurgical enterprise - "Aubert&Duval" is given.



MAGAZINE  №1 (54) February 2013

AUTHOR  Filatova T.A.

CATEGORY  Optimization and economic-mathematical modeling Sourcing Uncertainty and risk in the supply chain Logistics services Management Planning the supply chain 


 In article economic aspects of quality of work supply chains, optimizing and qualimetrical approach to an assessment of quality of work supply chains production are considered and versions of the plan of deliveries with use the various directions of modeling are calculated.


MAGAZINE №6 (67) December 2014


CATEGORY Reverse logistics Green Logistics& Supply Chain Logistics integration and coordination Planning the supply chain


Retun flows are becoming of larger interest to supply chain managers as “green logistics” awareness and opportunities for recycling and use of returned goods and materials grow. Reverse logistics definition fully corresponds with the definition of logistics as it is except that it refers to the material flow running from end consumers to suppliers. So, one might suggest that cooperation in return flows management would give the same benefits as cooperation in direct supply chain. And, above all, it must influence the volume of return flow, that is, ability to maximize or minimize it depending on the constituents of the flow and business goals. The article refers to the options allowing to include issues of the desired return volumes management into existing supply chain cooperation practices. It demonstrates that mostly cooperation helps to minimize probability of unplanned returns emerging, and proposes that it is most advisable to include return flows issues into the existing cooperation processes rather than start new cooperation basing on return flows.


MAGAZINE №1 (66) February 2015


EREMIN A.A. director for economics OJSC “Magnitogorsk Iron and Steel Works” (Magnitogorsk, Russia)

RUZANKIN V.K. head of production economy department of economy direction OJSC “Magnitogorsk Iron and Steel Works” (Magnitogorsk, Russia)


CATEGORY Corporate logistics industrial companies Planning the supply chain


The article analyzes practical aspects of master planning process organization with the usage of linear programming methods at one of the largest Russian metallurgical companies.

Planning process analysis before improvements is provided. Its key disadvantages are defined which are simplification of model, absence of scalability, and absence of optimization capabilities. The conclusion is done about necessity of formalization of planning process, development of economic-mathematical model of company’s supply chain in specialized tool with optimization capabilities.

It is highlighted that the new master planning process was based on own company’s experience and elements of Supply Chain Management concept from Global Supply Chain Forum (GSCF). Particularly elements and principles of the demand management process of GSCF were used.

The key stages of planning system implementation were analyzed. Qualitative and comprehensive items design is highlighted as very important and resource consuming task.

The technologies for master planning are defined and reasons for their usage are proved. It is highlighted that integrated approach to tactical planning with the usage of linear programming methods allows a company to form comprehensive understanding of key factors which influence the final result, find out potential appearance of undesired situations and define best alternatives in company’s business.

In conclusion the description of achieved results at the metallurgical company is provided, also economic reasons for improvement implementation is defined. 



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