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532 Modern European Researches No 5 / 2017 The materials of this article may be interesting for scientists, teachers, doctoral candidates, graduate students, undergraduates, students of philological faculties of higher educational institutions.
REFERENCES
Bagno, V. (2004). Literary translation in the modern world. In the book: Problems of modern comparative literature. Moscow: Academy of Sciences Institute of World Literature.
Chernets, L.V. (2003). Foreign critic - is a first representative of generation for writer. In: Comparative Literature: a theoretical and historical aspects. Moscow: Moscow State University Press.
Fischler, A. (1995). Let's read Abai! In: Abay. Heirs at a crossroads. Proceedings of Kazakhstan National Academy of Sciences international conference. Almaty.
Konstantinovic, Z. (1988). Vergleichende literaturwissenschaft. Bern. 110 p.
Madanova, M. (2003). Introduction to comparative literature. Study guide. Almaty. 252 p.
Mayor, F. (1997). Genius of modern times. In: Mukhtar Auezov: the great singer of national greatness. Proceedings of the international conference. Almaty.
Perer, J. and Perrot, M. (1995). Abay - existential thinker. In: Abay. Heirs at a crossroads. Proceedings of Kazakhstan National Academy of Sciences international conference. Almaty.
Utemisov, M. (2003). I'm armoise Rouge de La steppe. Paris: Caractères. 124 p.
Vissanti, S. (1995). Introduction. In: Abay Kounanbaiouly. La poesie est la reine des mots. Almaty: Eurasia.
INTEGRATION OF LOGISTICS COMPETENCES
Abstract
The article considers the key logistics competences and analyzes the methods of their integration from system interaction to synergetic organization of participants. The roles of strategic centers are considered. The economic component of the synergetic effect is shown in the transition from the competition of economic entities to system integration. The mechanism of interaction between producers, intermediaries and consumers in competitive and integrated environment is shown, sharp improvement in economic performance of their activities is justified.
Keywords
logistics competences, system integration, synergetic interaction, logistics centers
AUTHOR
Alexander L. Nosov
Doctor of Economic Sciences, Candidate of Engineering Sciences, Professor, Marketing and Strategic Planning Chair,
Vyatka State Agricultural Academy. 133, Oktyabrskiy Av., Kirov, 610017, Kirov, Russia E-mail: [email protected]
33 Modern European Researches No 5 / 2017
According to J. Bowersox (2001), it is customary to present logistics as the integration of five key competences (Figure 1 ):
- formation of logistic infrastructure;
- information exchange;
- transportation;
- inventory management;
- warehousing, cargo handling and packaging.
FIGURE 1. ELEMENTS OF INTEGRATED LOGISTICS
Under logistic infrastructure we understand the environment that provides logistics activities. In general, here you can include: enterprises of suppliers and consumers; warehouse complexes or logistics centers; acceptance and dispatch terminals; stores that sell goods; transport, ensuring movement of the commodity mass; information support and support of integrated logistics.
Formation of the logistic infrastructure is the main issue of ensuring efficient logistics. This requires careful analysis and monitoring of both current situation and long-term planning of cargo flows. Infrastructure is expensive, and its absence entails huge losses. The economic justification for infrastructure projects should take into account not only the financial inflows from the operating activities of infrastructure facilities, but also the reduction of total transportation costs, transaction losses, and time losses for economic entities. So, the cost of locating infrastructure can pay off by reducing transportation costs without taking into account operating income.
Taking into account geopolitical location of the region, the substantiation of the most important strategic projects for the development of the logistic
34 Modern European Researches No 5 / 2017 infrastructure is given. The location of the regional transport and distribution centers of logistics in the most strained transport hubs of the region is justified.
Based on the analysis of the proposed options, the main conceptual directions and projects of regional logistics development program are selected.
The indicators of financial, regional, social efficiency of projects included in the development strategy are introduced and determined to assess their investment solvency and the most effective projects are selected in the current conditions.
The development of regional infrastructure is a long and cost-intensive issue. Its solution is possible if the efforts of local and federal sources are combined with the participation of all interested parties. However, the strategic initiative should come from the government of the region, which forms a strategy for the development of the region, taking into account the requirements of logistics.
To the development of infrastructure, as the basis of economy and logistics, it is necessary to approach systematically from the position of deep analysis of the current situation and forecasting of future processes. Point solutions here are ineffective, although they are attractive in terms of investment. The problem lies not only in roads and logistics centers, but in the context of coordinated operation of the entire transport complex (Nosov, 2009), legislation, financial security, insurance, customs issues, the formation of logistics services, etc.
The main tasks in the field of infrastructure development are as follows:
- determination of the necessary number of infrastructure facilities that provide the required throughput rate;
- choice of location for each object;
- distribution of functional responsibilities between existing facilities, coordination of their actions;
- distribution of stocks in the logistics network at all stages of material flow movement, justification for their optimal quantity;
- establishment of places for the collection of consumers orders for the services of logistics system and its participants.
Logistic infrastructure requires constant coordination of its capabilities with the requirements of market participants. The process of reorganizing the infrastructure must be continuous and promising in accordance with the changes in economic situation, being one step ahead of it.
The second key competence of integrated logistics is information exchange. Information flows perform connecting roles between the participants of the logistics system. Their quality determines the effectiveness of joint efforts.
The function of information exchange is timely efficient collection of information from the participants of logistics activities, its processing, accumulation, transfer to other participants. The purpose of information exchange is to ensure the processes of making managerial decisions, coordinated planning, use of information technologies.
Information exchange is characterized by reflection of the happening reality, timeliness of information flow, amount of data transmitted, speed of exchange, security of information and other indicators. Information exchange requires modern and expensive means of software and hardware, communication, processing and storage of information, allocation and accumulation of knowledge. These funds are elements of the information infrastructure.
Information is a strategic resource for both a separate company and integrated logistics in general. It determines the economic effectiveness of interaction, allows you to predict the amount and type of work, manage orders, suppliers, consumers. Modern information technologies, such as "just-in-time" (JIT), quick response (QR), continuous
35 Modern European Researches No 5 / 2017 replenishment (CR), supply chain management (SCM) and others require perfect information exchange.
In integration processes, it is information exchange that is the means of establishing systemic links between the subjects of individual competences, transforming them into interacting elements of integrated logistics, considered as a macroeconomic system.
Transportation is the third key competence of integrated logistics. The bulk of the added value in regional logistics is due to the operation of the regional transport system. Analysis of transport using results on example of traffic volumes comparison on the basis of official statistics shows the level of development and direction of improving logistics infrastructure.
This competence is described by transport logistics and is characterized by the ability to physically move goods between objects of logistics infrastructure. The essence of transport logistics is based on the integration of transport, supply, production and marketing, in finding optimal solutions for the whole process of material flow in the sphere of circulation and production, using the criterion of minimum costs for transportation, supply, marketing, production.
In the field of transportation there is the largest reserve of efficiency. A large number of optimization methods can be found in transport logistics. It is important to emphasize that one cannot speak only of minimizing transportation costs, since this will lead to an inevitable increase in inventories and an increase in costs in areas adjacent to transportation. It is impossible to speak separately about minimization of transportation time, since the principle "just in time" assumes temporary synchronization of logistics processes and compliance with the speed of their planned implementation.
A characteristic feature of transportation is the fact that this competence is distributed among the largest number of its carriers and performers. This creates additional difficulties in the way of integrating transport competence into the overall logistics system. The difference between large transport companies and individual carriers is very high.
Inventory management is the fourth core competence of integrated logistics. The task of this area is to determine and maintain optimum levels of reserves in different elements of the logistics system that provide a given level of service.
In this area, there are the greatest contradictions between the concept of minimizing stocks throughout the supply chain (KANBAN) and the concept of instant customer satisfaction (QR), regardless of their location.
Warehousing, cargo handling and packaging are the competences of logistics centers, which are called to be strategic nodes of the logistics system, forming logistic infrastructure, providing information exchange, realizing inventory management and consolidating transportation.
In fact, this competence is auxiliary in integrated logistics, but it organizes supply chains, creates conditions for the movement of material flow, implements existing information technologies in the necessary place. Great and ubiquitous interest in the construction of large logistics centers confirms its exceptional importance.
The importance of logistics centers is due to their additional logistics competence, called system integration. This competence appears only in the process of purposeful activity in the direction of 4PL operator forming.
Key competencies in market economy are assigned to different operators with strategic capabilities in their fields. Their interaction generates a huge number of transactions, duplication of actions, counteractions, absorbing significant resources (Nosov, 2009). The release of these resources is the goal of integration.
36 Modern European Researches No 5 / 2017 There are different types of integration of economic entities, but all of them imply three basic conditions: common strategic goals; information exchange; coordination of actions (Figure 2).
Common goals
• Adequate policy • Agreed planning
Effective knowledge sharing
• Information Support • Business Relationship Management
Current coordination of work
• Eliminate duplication
• Resource allocation
FIGURE 2. PRINCIPLES OF SYSTEM INTEGRATION
Since competencies in the economic space are unevenly distributed across all subjects of logistic activity, there is a need for their interaction (Vdovina, 2016). The simplest way of interaction is outsourcing, or contract logistics, in which the subject (the client) transfers some of the necessary functions to perform for another company (agent), chosen on the principle of an external resource purchasing ("make or buy" task -decision is "buy").
The next level of interaction is logistic integration. Integration presupposes the existence of an organizational and information association of subjects on the basis of joint planning and management of similar costs, accompanied by post-production stages of the product life cycle with the aim of increasing efficiency and minimizing overall costs.
The most perfect mechanism for integration is synergistic interaction. It is possible to define synergetic interaction as system integration of strategically relevant subjects, generating a nonlinear multiplicative effect.
The mechanism of synergy was investigated in the middle of the 20th century independently by Herman Haken (Hacken, 1985), Nikolis and Ilya Prigozhin (Nikolis, 1979) on the example of qualitative development of systems. As the number of elements of the system increases in the course of its evolution, the probability of nonlinear micro fluctuations associated with the individual freedom of choice of each element increases. While the system is in a state of equilibrium, the behavior of its elements is independent. As a result of external influence, the coordinated behavior of the elements appears, leading to the self-organization of the structure and the appearance of a new property that is absent in the elements.
The effect of synergetic interaction between economic agents is explained by multiple mechanisms, of which the following can be noted:
1) Addition of coherent actions when executing a business process. Nonlinearity arises because of the availability of unique resources and key competencies.
2) Selection of the best alternative. The subject with the best competitiveness and competences is most likely to become a co-executor.
3) Cumulative effect. Accumulation of the interaction results at each intermediate stage, enhanced by positive feedback.
37 Modern European Researches No 5 / 2017 4) Economic resonance. Nonlinear system's main economic parameters amplitude growth with the cyclical nature of the integrated business structure elements functioning.
Synergetic interaction of subjects releases efforts aimed at counteraction to competitors, turning them into an additive component of the result. Arithmetically, one can imagine that negative terms change their sign to positive. Ec = x1 + (-x1k) + x2 + (-x2k) + ... Es = X1 + x1k + x2 + x2k + ...,
where x1, x2, ... are the efforts of the subjects aimed at the direct result, х1к, х2к, ... - efforts of the subjects aimed at counteraction to competitors, Ec - general effective efforts of subjects in conditions of competition, Es - general productive efforts of subjects in conditions of synergetic interaction. From this it is clear that Es = Ec + 2 (x1k + x2k + ...), i.e. the overall effective efforts of the subjects in the conditions of synergetic interaction increase by a doubled sum of efforts previously aimed at counteraction to competitors.
Thus, the greater opposition of other agents you have to overcome in competitive environment, the greater synergistic effect can be obtained through interaction.
Synergetic interaction can take place in different forms and scale. You can distinguish marketing, operational, financial and management interaction (Table 1).
TABLE 1. FORMS OF SYNERGETIC INTERACTION
Form Content
Marketing The economies of sales scale, unified channels, sales promotion.
Operational Production economies of scale firmwide reduction of fixed costs, the multifunctional use of resources.
Financial Improving the conditions for attracting capital, a single financing system, price reduction for attracting capital, implementation of complementary projects.
Managerial Coordination, minimization of management costs, combining key competences.
Interacting entities form relationships that establish inter-firm networks of various configurations that coordinate the work of firms. In the inter-company network there is a distribution of roles between its participants. This raises the task of a strategic center forming. The roles of a strategic center were revealed in the works of J. Lorenzoni and C. Baden-Fuller (Lorenzoni, 1995), the main ones are shown in Fig. 3.
38 Modern European Researches No 5 I 1017
f ^ Value maker for partners * roles distribution between partners in overall value production chain; * partners' key skills and competences development; * new technologies borrowing and creation; * network building on the basis of competition.
r 1 Leader, rules maker l J • prospects vision providing; • brand control, integration system development; • creation of an atmosphere of trust and mutual responsibility; • establishment of a mechanism for attracting and selecting partners.
> 1
Strategy and structure designer • establishment of a new strategic position from partners' combined resources; ■ building of a structure, providing fast capture and holding of this position.
FIGURE 3. ROLES OF A STRATEGIC CENTER
It is possible to consider various options for establishing a strategic center based on the existing 4PL logistics operator in the region, or on the basis of the regional information and analytical logistics center (RIAC) formation (Nosov, 2006).
The most important condition for synergetic interaction is the coordination of processes. In any variant of establishing a strategic center, it is necessary to choose the most effective inter-firm coordination mechanism in existing economic relations. In our opinion, possible coordination mechanisms can be reduced to four groups: hierarchical, market, interactive, virtual (see Table 2). For each mechanism, the methods of interaction, the type of marketing and the corresponding logistics concept are presented.
TABLE 2. COORDINATION MECHANISMS
Coordination Interaction Marketing Logistics
Hierarchical Directive Corporate Planning (ERP)
Market Contract Transactional, competitive Functional (3PL)
Interactive Partnership Supply Supply chain (SCM)
Virtual Network Demand Demand chain (DCM)
For a better understanding of the mechanism for coordinating the processes of managing the company's relations with partners, it is advisable to turn to the real practice of industrial companies and consider the model of coordinated planning, forecasting and ordering - Collaborative Planning, Forecasting and Replenishment (CPFR) (VICS, 2000) developed by the Voluntary Association for Interindustry Commerce Standards (Voluntary Interindustry Commerce Standards (VICS)). The CPFR model was developed as an algorithm-guide for coordinating intercompany interactions with the aim of increasing their efficiency and includes three subsystems: planning, forecasting and order generation, each of which is a set of measures (Table 3).
39 Modern European Researches No 5 / 2017 In the process of application in practice, the CPFR model is being improved and adapted to the real needs of companies.
TABLE 3. MODEL OF INTERCOMPANY INTERACTIONS CPFR
Subsystems Activities
Planning Cooperation agreement development
Joint business plan development
Forecasting Sales forecast development
Sales forecast deviations detection
Sales forecast deviations elimination
Orders forecast development
Orders forecast deviations detection
Orders forecast deviations elimination
Order generation Transfer of procurement plan in generated order
The introduction of logistics is impossible without strategic planning. The strategic logistics plan should include the following competence modules (Stock, 2005): 1) customer service; 2) designing of supply chains; 3) the formation of a transport and logistics network; 4) designing of distribution centers, warehouses and their operations; 5) transportation management; 6) material management; 7) information technologies; 8) management of the organization and changes.
For each of the eight specified modules included in the logistics strategy, one must obtain answers to questions related to these areas.
1. What are the requirements for servicing each consumer segment, service level, types of material flows?
2. How is it possible to achieve integration of various participants of supply chains at the operational level?
3. In what structure of transport supply chains are the costs minimal (taking into account the provision of a competitive level of service)?
4. What technologies of cargo handling and storage of goods help to achieve better objectives of customer service, while providing an optimal level of investment in storage facilities and equipment?
5. Is it possible to reduce the cost of transportation both in the short term and in the long term?
6. Can the current procedures of supply management ensure the meeting of more stringent requirements for customer service?
7. What information technologies are required to maximize the efficiency of logistics operations?
8. How should resources be organized to achieve the best service and operational goals?
Answers to these questions, obtained in sequence, become the basis for the development of an integrated logistics plan.
You can consider various options for establishing a strategic center on the basis of the existing infrastructure, or on the basis of a regional information and analysis
40 Modern European Researches No 5 / 2017 center formation. You can consider the option of multiple strategic centers with the formation of synergetic coordination network structure.
As an example of system integration and synergetic effect, let us consider the interaction of regional economic entities in the existing conditions of competition and in the context of their economic integration. Fig. 4 presents three groups of participants in economic activity:
- S - suppliers of products, manufacturing firms, are marked with rectangles;
- W - logistics centers, wholesalers with their warehouses, are marked by circles;
- C - consumers of products, retailers, are marked by triangles.
In the conditions of simple competition, each wholesaler W considers the possibilities of forming links with all suppliers S and all consumers C. The total number of such links Nk is the product of the number of wholesalers | W | on the number of suppliers | S | and consumers | C |.
Nk = | W | x (| S | + | C |).
FIGURE 4. DIRECTIONS OF MATERIAL FLOWS IN THE ENVIRONMENT OF SUPPLIERS S, LOGISTICS CENTERS W, CONSUMERS C
For the given in Fig. 4 example, the number of such connections is 3 x (3 + 3) = 18. With an increase in the number of agents, the number of links grows exponentially. So, with an increase of participants group by one, we get 4 x (4 + 4) = 32, and 5 x (5 + 5) = 50 for 5 participants.
All material links for a given number of participants in the business environment are shown by the arrows on the left half of Fig. 4. It should be noted that each link requires organizational and financial costs for its operation.
The right half of Figure 4 shows the case of the mutual integration of logistics centers into an integrated logistics system (ILS), in which each logistics center (LC) works with the nearest supplier and the nearest customer. In case of the wholesalers transformation into logistics centers united in the integrated system, interaction of the subjects is simplified, communications with suppliers and consumers are established on a territorial basis, taking into account the minimum distances. Between the logistics centers, mutual supplies of the necessary resources
41 Modern European Researches No 5 / 2017 are established (marked by two-way arrows). The total number of links is sharply reduced and equal to the number of agents, which makes it possible to reduce transaction costs and focus on the formation of own client base, while increasing income.
Ni = | W | + | S | + | C |.
In this case, 3 + 3 + 3 = 9. With an increase in the number of agents, the number of links grows additively, for groups of 4 participants the number of links is 12, for groups of 5 participants the number of connections is 15.
The synergetic effect is further enhanced by a sharp reduction in transaction costs.
Next, let us consider the change in the economic result in case of logistic integration of entities. Table 4 gives an example of operational activity indices for independent participants LC1, LC2 and LC3 in case of independent work under conditions of mutual competition. The total income is 260 million rubles, the total cost is 200 million rubles, the total profit is 60 million rubles, the profitability of costs is 30%.
We assume that the integration of their activities in the ILS will lead to increase in income by 15% and 10% decrease in costs. Then the total profit will increase from 60 million rubles up to 120 million rubles, so the profit growth will make 200%, and profitability of costs will increase in 2,2 times!
TABLE 4. OPERATING RESULTS
Agent Income, mln. rubles Costs, mln. rubles Profit, mln. rubles Costs profitability, %
Competition strategy
LC 1 120 90 30 33
LC 2 85 70 15 22
LC 3 55 40 15 37
Total 260 200 60 30
Integration strategy
ILS 300 180 120 67
Synergetic effect, growth %
ILS + 15 -10 +200 +220
This example, for all its conventionality, shows the sources and mechanism of synergetic effect in economy and refutes the conventional wisdom that in synergetics two plus two equals five. Synergetics does not violate the rules of arithmetic, but it gives us a powerful tool for improving our activities.
Integration in logistics is an urgent necessity in accordance with the very concept of the term "logistics". For this, a system of strategic centers is needed at both regional and federal levels. One of the approaches to integration is the formation of regional logistics centers (RLCs) that are provided with delegated to them by participants of logistic activity the authority to assess and coordinate the processes of regional logistics infrastructure formation.
The RLC network should not be formed spontaneously. The state policy is needed in this area. Unified requirements to the RLCs, standards of their services should be
42 Modern European Researches No 5 / 2017 worked out. It is necessary to design the spatial structure of RLC network within the state. For this work it is necessary to attract specialists, scientists, government, business. The RLC should not be turned into wholesale-trading bases. It is necessary to assign them largely information-analytical functions. It is important to ensure the availability of RLC services not only for large buyers, but also for individual retail consumers.
It is convenient to organize Internet commerce of goods through the RLC in the regions, using the capabilities of the RLC for their rapid delivery and provision of after-sales service. The increase in the number of consumers gives the RLC additional opportunities in the field of increasing activities efficiency at the expense of scale.
However, it should be taken into account that there are many obstacles to the wide use of the RLCs:
1. There is no governmental body that would deal with this problem;
2. Large business in regions sees a potential competitor in the RLCs and a threat to its own well-being;
3. Network companies have their own logistics chains, which they do not want to outsource;
4. Transport companies are not interested in reducing the distance of goods delivery;
5. The establishment of the RLC requires a significant amount of funding not only for the construction of facilities, but also for the research of regional features;
6. Potentially interesting places for construction, as a rule, are either bought up or do not have the necessary infrastructure;
7. The bottleneck for the new RLCs is the inconsistency of transport accessibility, road capacity, and their quality to the freight flows necessary to perform the functions of the RLC;
8. The lack of a suitable qualified workforce that meets the requirements of the RLC, the lack of trained managers in the field of logistics.
The list of problematic issues could be continued. However, they must be solved. On this path, a clear policy of the state in the field of logistics is important.
An important element of competences integration in logistics is the inclusion of logistics methodology in the professional education system (Nosov, 2013), which allows launching integration processes already at the stage of specialists training.
REFERENCES
Bowersox, Donald J. & Closs, David J. (2001). Logistics: integrated supply chain. Publishing House of PLC Olimp-Business, Moscow.
Hacken, G. (1985). Synergetics. Hierarchy of instabilities in self-organizing systems and devices. Publishing House "Mir", Moscow.
Lorenzoni, G. & Baden-Fuller, Ch. (1995). Creating a Strategic Center to Manage a Web of Partners. California Management Review, 37 (3), 146-161.
Nikolis, G. & Prigogine, I. (1979). Self-organization in nonequilibrium systems: From dissipative structures to ordering through fluctuations. Publishing House "Mir", Moscow.
Nosov, A.L. (2006). The basic directions of regional logistics development. Logistics today, 4, 216-218.
Nosov, A.L. (2009). Approaches to the study of commodity circulation channels in regional logistics. Logistics today, 1, 16-21.
Nosov, A.L. (2013). The place of logistics in the environment of professional education. Scientific and methodical electronic journal Concept, 11, 56-63. http://e-koncept.ru/2013/13045.htm.
43 Modern European Researches No 5 / 2017 Stock, J.R. & Lambert, D.M. (2005). Strategic management of logistics. Publishing House INFRA-M, Moscow.
Vdovina, O.A., Vertakova, Yu.V., Gontareva, I.V., Kondratiev, E.V., Konovalov, Yu.V., Lankina, M.Yu., Lizneva, A.Yu., Nizhegorodtsev, R.M., Nosov, A.L., Reznik, S.D., Sazykina, O.A., Simchenko, N.A., Tsokhla, S.Y., Chemezov, I.S. & Chernitsov, A.E. & Shesternina, O.I. (2016). Competence management: structure, institutions, mechanisms. Moscow.
VICS. (2000). CPFR Guidelines. Voluntary Inter-industry Commerce Standards, available at http://www.cpfr.org.
THE METHOD OF ECOLOGICAL KNOWLEDGE IMPARTATION TO SENIOR PRESCHOOLERS ON THE BASIS OF MODELING
Abstract
The relevance of the investigated problem is due to the fact that fundamental principles of ecological thinking, perception, ecological culture are formed in the period of preschool childhood. The method of modeling is of key importance in the formation of ecological knowledge and ideas. The author proves experimentally: the use of modeling in ecological education of children, keeping to certain pedagogical conditions, contributes to effective assimilation, specification and systematization of ecological knowledge and perceptions among children. The article material may be used in the practical work of pre-school educational institutions, as well as in further training of preschool education specialists.
Keywords
ecological education, a child of preschool age, model, modeling, modeling activities, ecological knowledge and perception
AUTHOR
Bela H. Panesh
Candidate of Pedagogical Sciences, Associate Professor, Head of Natural and Mathematical Sciences and Teaching Methods in Pre-school and Primary Education System Chair, Adyghe State University.
208, Pervomayskaya st, Maikop, 385000, Russia E-mail: [email protected]
1 .Introduction.
1.1. Problem relevance
Federal State Educational Standard of Pre-school Education (FSES) suggests an active approach to the contents and organization of educational process for pre-school children. The Standard defines as a goal "possible achievements of a child" - not mandatory, but desirable achievements in intellectual personal development.
It is proven by psychologists, that the first seven years of life are characterized by visual-active and visual-creative thinking. This makes us to organize educational
