1.3.1 Решение задачи «Makе or Buy»В

1.3.1 Решение задачи «Makе or Buy»
В большинстве случаев при передаче логистических функций и операций на аутсорсинг доминируют мотивы сокращения логистических издержек, превращения постоянных издержек в переменные и сглаживания нагрузок в пики. Экономия на издержках при партнерстве с логистическим оператором достигается за счет возможности оператора минимизировать издержки на выполнение логистических функций и операций за счет роста масштаба деятельности и оптимизации загрузок транспорта — FTL-загрузки. Также у логистических операторов снижаются издержки за счет эффекта специализации, возникающего в силу концентрации подрядчика на ключевой сфере деятельности [31, c. 540].
Принятие решения «инсорсинг / аутсорсинг» в логистике является разновидностью стратегической задачи «делать или покупать», известной как MOB –«Makе or Buy» [31, c. 539]. Решение «инсорсинг / аутсорсинг» принимается по минимуму общих затрат – Total Cost of Ownеrship (ТСО), при этом должен быть проведен тщательный анализ и оценка всех составляющих ТСО для обоих вариантов (рисунок 1.2).


Рисунок 1.2– Схема принятий решения «Makе or Buy» в логистике

В состав ТСО при решении «покупать услуги» входят такие факторы, как тарифы на услуги логистических посредников, маркетинговые издержки, связанные с изучением и анализом рынка поставщиков логистических услуг, транзакционные издержки по поиску возможных логистических посредников и установлению с ними деловых контактов (командировки, телефонные переговоры, обработка печатной и электронной информации), затраты денежных и временных ресурсов на анализ качества логистического сервиса у разных поставщиков, затраты на заказы, планирование и контроллинг деятельности логистических посредников, а также управленческие расходы и др. В состав ТСО при решении «делать самому» входят затраты на формирование собственной логистической инфраструктуры, расходы на собственную операционную логистическую деятельность, управленческие и накладные расходы службы логистики и др.
Помимо анализа TCO можно использовать такой инструмент, как поле принятия решений “Makе or Buy” (рисунок 1.3).
Имеет смысл выбирать аутсорсинг, если достигается достаточно высокое соответствие стратегии и целям компании, выбранным целевым критериям (стоимость услуги, показатели качества и надежности выполнения услуги, гибкость логистического контрагента в оказании услуги и т. д.), а также имеется высокая вероятность сохранения ключевых компетенций предприятия при переходе на аутсорсинг. В обратном случае, т. е. при низком соответствии стратегии компании, целевым критериям и низкой вероятности сохранения
ключевых компетенций вследствие, например, утраты прав собственности на уникальные продукты или технологии, целесообразно выбрать инсорсинг [11].


Рисунок 1.3 – Поле принятия решений “Makе or Buy”
1.3.2 Преимущества и недостатки логистического аутсорсинга
Таким образом, предприятие решилось на аутсорсинг, что она получает? А оно имеет большой ряд преимуществ:
- поскольку организация-заказчик передает аутсорсеру часть функций, то он имеет возможность сконцентрировать все внимание на основной деятельности организации. Кроме того, ра¬нее задействованные ресурсы организации можно перераспределить и инвестировать в поддержку основного бизнеса;
- нередко услуги органнзации-аутсорсера обходятся дешевле, чем работы своими силами. В рыночных условиях успех обеспечен тем организациям, которые ведут свой бизнес наиболее эффективным способом, при этом снижая затраты и сохраняя высокое качество товаров и услуг;
- возможность сокращения штата организации;
- более качественное выполнение отдельных функций организации специализированными фирмами;
- надежность предоставляемых услуг аутсорсером за счет сочетания специализации и опыта уменьшает риски организации;
- получение доступа к технологиям более высокого уровня;
- при отсутствии собственных специалистов или ресурсов организация – потребитель аутсорсинга имеет возможность воспользоваться ресурсами специализированных фирм;
- возможность передачи ответственности за выполнение конкретных функций [33, с. 43].
Кроме того, например, представительствам иностранных фирм, например, нет необходимости нанимать дополнитель¬ный персонал и вникать в особенности ведения бухгалтерского учета по стандартам конкретной страны.
Как мы видим, логистический аутсорсинг имеет колоссальный ряд преимуществ. Однако, нельзя не упомянуть и о недостатках аутсорсинга:
- передача некоторых функций в аутсорсинг нецелесообраз¬на для крупных организаций, поскольку она может привести к по¬тере конфиденциальности информации, к снижению оперативно¬сти в предоставлении необходимых сведений для управления ор¬ганизацией. Утечка же конфиденциальной информации в свою очередь может привести к потере конкурентоспособности фирмы;

Результаты (английский) 1:

1.3.1. The task of the "Make or Buy"In most cases, the transfer of logistic functions and operations to outsourcing logistic costs reduction motives dominated, turning fixed costs into variables and smoothing loads in spades. Cost savings in partnership with logistics operator is achieved due to possible operator and minimize costs to perform logistics functions and operations due to the increase of scale and optimize weekly transport-FTL-download. Logistic operators also have reduced costs by specialization effect arising by virtue of the concentration on the key area of contractor activities [31, c. 540].The decision "insourcing/outsourcing in logistics is a variation of the strategic objective" make or buy ", known as the MOB-" Make or Buy "[31, c. 539]. Insourcing/outsourcing solution "was adopted on minimum total cost-Total Cost of Ownership (TCO), should be a thorough analysis and evaluation of all components of TCO for both options (Figure 1.2). Figure 1.2-scheme commitments "Make or Buy" in logistics The composition of TCO when solving "buying services" includes factors such as tariffs for services of logistics intermediaries, marketing costs associated with research and analysis of the market of logistics providers, transaction costs for finding possible logistics intermediaries and establishing business contacts with them (travel, telephone calls, processing of printed and electronic media), costs time and money resources on the analysis of the quality of the logistics service from different providers , cost orders, planning and controlling activities of logistics intermediaries, as well as management costs, etc. The composition of TCO when "do" includes the cost of formation of own logistics infrastructure, the costs of its own operating logistic activities, management and logistics services Misc. charges, etc.In addition to the analysis of TCO, you can use a tool such as the field of decision making "Make or Buy" (Figure 1.3).It makes sense to choose outsourcing, if high enough compliance strategy and objectives of the company, the selected target criteria (cost of service, quality and reliability performance of the service, the flexibility of the logistics service counterparty, etc.), as well as a high probability of preserving key competences of enterprise in the transition to outsourcing. In the reverse case, i.e. a low line of the company's strategy, the target criteria and the low probability of savingkey competences through, for example, the loss of property rights on unique products or technology, it is advisable to choose insourcing [11].Figure 1.3-Field decision-making "Make or Buy"1.3.2. The advantages and disadvantages of logistics outsourcingThus, the company decided to outsource that it gets? And it has a great number of advantages:because the contracting authority transfers the Outsourcer part functions, he has the opportunity to focus all attention on the substantive activities of the organization. In addition, RA ¬ it organization can reallocate resources and invest in support of core business;often services organnzacii-outsourcers are cheaper than their own work. In a market environment success provided to organizations that conduct their business in the most efficient manner, while reducing costs and maintaining a high quality of goods and services;-the possibility of downsizing the Organization;-better implementation of separate functions of the Organization of specialized firms;-reliability of services outsourcing company by combining specialization and expertise reduces the risks of the Organization;-gain access to technology at a higher level.-in the absence of in-house expertise or resources, the consumer has the ability to use resources outsourcing specialized firms;-the possibility of transferring the responsibility for specific functions [33, s. 43].In addition, for example, representations of foreign firms, for example, there is no need to employ additional ¬ s ' staff and delve into the specifics of doing accounting for country-specific standards. As we can see, the logistics outsourcing has a tremendous number of benefits. However, we cannot fail to mention the disadvantages of outsourcing:-transfer of certain functions to outsourcing necelesoobraz ¬ for large organizations, because it can cause of Tere confidentiality, to decrease rapidly ¬ in providing the necessary information to control the RR ¬ organization. The same confidential information leak, in turn, can lead to the loss of competitiveness of the company;

Результаты (английский) 2:

1.3.1 Solution of the "Make or Buy»
In most cases, the transfer of logistics functions and operations outsourcing motives dominate reduce logistics costs, the conversion of fixed costs into variable loads and smoothing the peaks. Cost savings in partnership with the logistics operator is achieved by allowing the operator to minimize costs to perform logistics functions and operations of scale operations and optimization Downloads transport - FTL-load. Also, the logistics operators reduced costs through economies of specialization, which occurs due to the concentration of the contractor on the key area of activity [31, c. 540].
The decision "insourcing / outsourcing" logistics is a kind of strategic objective to "make or buy", known as the MOB - «Make or Buy» [31, c. 539]. The decision "insourcing / outsourcing" was adopted by a minimum of total costs - Total Cost of Ownership (TCO), while should be a thorough analysis and evaluation of all components of the TCO for both options (Figure 1.2). Figure 1.2- Decision Tree "Make or Buy "logistics in the composition of the TSO at the decision" to buy services "includes such factors as the tariffs for the services of logistics intermediaries, marketing costs associated with the study and analysis of the market of logistics service providers, the transaction costs of the search for possible logistics intermediaries and to establish business contacts with them ( travel, phone calls, handling print and electronic media), the cost of money and time resources on the analysis of the quality of logistics services from different suppliers, the cost of bookings, scheduling and controlling the activities of logistics intermediaries, as well as administrative expenses and others. The TCO for solving " do yourself "includes costs for the formation of its own logistics infrastructure, the cost of its own operating logistics activities, administrative and overhead logistics services and other. In addition to TCO analysis, you can use a tool such as a field of decision-making" Make or Buy "(Figure 1.3). Has sense to choose outsourcing, if achieved a fairly high compliance with the strategy and objectives of the companies selected targeting criteria (cost of service, quality and reliability of service performance, flexibility, logistics contractor in the delivery of services, and so on. d.), and there is a high probability of keeping core competencies of the enterprise the transition to outsourcing. In the opposite case, that is. E. Low under the company's strategy, targeting criteria and the low likelihood of preservation of key competencies as a result of, for example, the loss of property rights to a unique product or technology, it is advisable to choose the insourcing [11]. Figure 1.3 - The field of decision-making "Make Buy or "1.3.2 Advantages and disadvantages of logistics outsourcing Thus, the company decided to outsource, it gets? And it has a large number of advantages: - because the contracting authority sends the outsourcer of the features, it has the ability to focus all attention on the core business of the organization. In addition, the resources involved ra¬nee organization can redistribute and invest in support of core business; - often organnzatsii-service outsourcing is less expensive than working on their own. In market conditions the success is provided to organizations that conduct their business in the most efficient manner, while reducing costs and maintaining a high quality of goods and services; - the possibility of downsizing the organization; - better performance of certain functions of the specialized companies; - reliable services outsourcer for through a combination of expertise and experience to reduce the risks of the organization; - to have access to higher levels of technology; - in the absence of in-house expertise or resources of the organization - the consumer has the opportunity to take advantage of outsourcing resources specialized firms; - the possibility of transferring responsibility for the execution of specific functions [33, p. 43]. In addition, for example, representatives of foreign firms, for example, there is no need to hire staff and dopolnitel¬ny delve into the features of the accounting standards for each country. As we can see, logistics outsourcing has a huge number of advantages. However, it is impossible not to mention the disadvantages of outsourcing: - the transfer of some functions to outsourcing netselesoobraz¬na for large organizations because it can lead to po¬tere confidentiality of information, reduce operativno¬sti in providing the necessary information to manage or¬ganizatsiey. Leakage of confidential information is, in turn, can lead to a loss of competitiveness of the company;

Результаты (английский) 3:

the task of "Makе or Buy»
in most cases in the transfer of logistics functions and operations outsourcing dominate motives reduce logistics costs.of fixed costs to variable and reduce loads in spades.savings in costs, in partnership with the logistics operator is achieved through the ability to minimize the cost of the logistics operator functions and operations by the growth of scaleand the optimization of transport FTL downloads - download.also the logistics operators are reduced costs through economies of specialization, resulting in effective concentrations of the contractor at key field [31, c. 540).action of "in sourcing / аутсорсинг» logistics is a strategic task of" make or buy, known as the mob - Makе or Buy» [31 (. 539).solution: in sourcing / аутсорсинг» was adopted to minimize the total cost is the total cost of Ownеrship (use), it should be carried out a thorough analysis and evaluation of all aspects of the use of both options (figure 1.2).


(see figure 1).2– scheme decision decision "Makе or Buy» logistics

the use the" buy "includes such factors as the tariffs for the services of logistics intermediaries, marketing costsassociated with the research and analysis of the market suppliers of logistics services, transaction costs for potential logistics intermediaries and establish business contacts (travel with them.phone calls, handling of printed and electronic media), the cost of money and time resources for analysis of logistics service quality from different suppliers, the cost of orders.planning and control of logistics intermediaries, as well as management costs and so on.the use in the decision "to самому» includes costs of building their own operating costs in the logistics infrastructure, logistics activitiesmanagement and overhead service of logistics and others. in addition to the analysis of TCO can use a tool like the decision-making Makе or buy (figure 1.3).
sense to choose outsourcing,