This document discusses developing a Russian market entry strategy through ALT Research & Consulting Company. It outlines reasons to enter the Russian market such as growth opportunities. It provides examples of European companies like Ehrmann and Kingfisher that have successfully entered the Russian market. The document also discusses possible market entry strategies and the services ALT can provide to help clients develop and implement a Russian market entry strategy.
The document provides information about the Dutch-Macedonian Chamber of Commerce (NL Chamber), including that it was established in 2012 by 50 Macedonian companies, half of which have partial or full Dutch ownership, and that its objective is to promote and support successful business relations between Dutch and Macedonian companies. It also summarizes various events and activities involving NL Chamber members.
Web Internationalization: Russian Universities. Report No. 24/2016Russian Council
Here are the key points being made in this section:
- Internationalization of Russian universities is important for developing Russia's knowledge economy and improving its global image/soft power. However, Russian universities primarily serve the domestic market currently.
- Export of Russian education is still modest despite efforts by the Ministry of Education and Science and universities. Building a knowledge economy takes time.
- A cluster of several dozen universities now have sufficient resources to conduct serious international activities in terms of education export and projecting soft power.
- Key challenges now are international marketing/promotion of Russian universities abroad.
- The internet and social media have become essential channels for international communication. Universities need an adequate online presence to reach target audiences.
As corporations rely more and more on their supply chains to support product innovation and work efficiency and productivity, the role of procurement organizations has evolved from simply delivering cost savings to improving supplier performance, monitoring contracts, and proactively managing supply chain risk.
EDI: Workhorse of the Extended Supply ChainLora Cecere
This document summarizes a webinar on electronic data interchange (EDI) and business-to-business connectivity. It shows that while EDI is widely used for order management, there is still progress to be made in areas like supply chain visibility and performance. The webinar discusses the benefits of EDI, common challenges companies face, and the costs of not fully utilizing technologies like advanced shipment notices and radio frequency identification. It concludes that most companies only look at small cost savings rather than realizing the full benefits of integrated supply chain networks.
This document summarizes research adapting the Supply Chain Operations Reference (SCOR) model to the construction industry. The SCOR model was originally developed for manufacturing but lacks consideration of construction industry characteristics. Through case studies of construction projects over five years, the researchers identified necessary adaptations. They developed the Builder's SCOR (BSCOR) model which retains SCOR's structure but adds new processes and metrics to capture material delivery to sites, on-site procurement, construction, and planning activities. The BSCOR model allows mapping and measuring performance of construction supply chains from suppliers to project completion.
This document summarizes three waves of innovation in ceramics at Otis Art Institute. The first wave involved Peter Voulkos in the 1950s who taught innovative ceramic techniques to students who went on to influence the LA art scene. The second wave was led by Ralph Bacerra from 1983-1996 who taught large-scale ceramic works. The current third wave combines traditional ceramic techniques with cutting-edge 3D modeling and 3D printing, exemplified by the works of students who explore both functional and sculptural forms.
The document discusses advertising, sales promotion, and public relations. It defines each term and explains their roles in promotion. It outlines the major decisions involved in developing an advertising program, such as setting objectives, budgets, and strategies. It also describes how sales promotion campaigns are developed and implemented through tools targeted at consumers, trade partners, and salesforces. Finally, it discusses how companies use public relations to build relations with key audiences.
This document discusses developing a Russian market entry strategy through ALT Research & Consulting Company. It outlines reasons to enter the Russian market such as growth opportunities. It provides examples of European companies like Ehrmann and Kingfisher that have successfully entered the Russian market. The document also discusses possible market entry strategies and the services ALT can provide to help clients develop and implement a Russian market entry strategy.
The document provides information about the Dutch-Macedonian Chamber of Commerce (NL Chamber), including that it was established in 2012 by 50 Macedonian companies, half of which have partial or full Dutch ownership, and that its objective is to promote and support successful business relations between Dutch and Macedonian companies. It also summarizes various events and activities involving NL Chamber members.
Web Internationalization: Russian Universities. Report No. 24/2016Russian Council
Here are the key points being made in this section:
- Internationalization of Russian universities is important for developing Russia's knowledge economy and improving its global image/soft power. However, Russian universities primarily serve the domestic market currently.
- Export of Russian education is still modest despite efforts by the Ministry of Education and Science and universities. Building a knowledge economy takes time.
- A cluster of several dozen universities now have sufficient resources to conduct serious international activities in terms of education export and projecting soft power.
- Key challenges now are international marketing/promotion of Russian universities abroad.
- The internet and social media have become essential channels for international communication. Universities need an adequate online presence to reach target audiences.
As corporations rely more and more on their supply chains to support product innovation and work efficiency and productivity, the role of procurement organizations has evolved from simply delivering cost savings to improving supplier performance, monitoring contracts, and proactively managing supply chain risk.
EDI: Workhorse of the Extended Supply ChainLora Cecere
This document summarizes a webinar on electronic data interchange (EDI) and business-to-business connectivity. It shows that while EDI is widely used for order management, there is still progress to be made in areas like supply chain visibility and performance. The webinar discusses the benefits of EDI, common challenges companies face, and the costs of not fully utilizing technologies like advanced shipment notices and radio frequency identification. It concludes that most companies only look at small cost savings rather than realizing the full benefits of integrated supply chain networks.
This document summarizes research adapting the Supply Chain Operations Reference (SCOR) model to the construction industry. The SCOR model was originally developed for manufacturing but lacks consideration of construction industry characteristics. Through case studies of construction projects over five years, the researchers identified necessary adaptations. They developed the Builder's SCOR (BSCOR) model which retains SCOR's structure but adds new processes and metrics to capture material delivery to sites, on-site procurement, construction, and planning activities. The BSCOR model allows mapping and measuring performance of construction supply chains from suppliers to project completion.
This document summarizes three waves of innovation in ceramics at Otis Art Institute. The first wave involved Peter Voulkos in the 1950s who taught innovative ceramic techniques to students who went on to influence the LA art scene. The second wave was led by Ralph Bacerra from 1983-1996 who taught large-scale ceramic works. The current third wave combines traditional ceramic techniques with cutting-edge 3D modeling and 3D printing, exemplified by the works of students who explore both functional and sculptural forms.
The document discusses advertising, sales promotion, and public relations. It defines each term and explains their roles in promotion. It outlines the major decisions involved in developing an advertising program, such as setting objectives, budgets, and strategies. It also describes how sales promotion campaigns are developed and implemented through tools targeted at consumers, trade partners, and salesforces. Finally, it discusses how companies use public relations to build relations with key audiences.
This document discusses advertising, sales promotion, and public relations. It defines each area and explains major decisions involved in developing programs for advertising, sales promotion, and public relations. These include setting objectives and budgets, developing strategies, and evaluating effectiveness. Various tools used in advertising, sales promotion, and PR are also outlined.
The Project UT, 2008 Service OrganizationDoug Farmer
The document outlines a comprehensive public relations plan for a campus organization called "The Project". It includes steps to define goals, create a theme/logo, develop a web presence through websites and social media, and promote on campus. Specifically, it discusses brainstorming themes, creating websites, segmenting the student population, comparing costs of promotional items, and establishing a timeline.
This document provides information for planning an Oldcastle Precast concrete equipment shelter, including:
1. An overview of shelter types, components, and the planning process using a worksheet and diagram.
2. Details on structural options, architectural features, electrical systems, grounding/lightning protection, HVAC, cable management, and security options to consider for the shelter design.
3. Instructions on how to use the planner worksheet and diagram to select components, sketch a layout, and obtain a firm quote from Oldcastle Precast for the custom shelter.
Retailer originated sales promotion and public relationNiharika Sharma
This document discusses sales promotion and public relations. It defines sales promotion as measures to motivate customers to buy more and increase sales. Some examples of sales promotion tools are discounts, premium offers, and coupons. Public relations is defined as a planned effort to build mutual understanding between an organization and the public. The functions of public relations include promoting goodwill and the organization's image and products. Marketing, advertising, and public relations are related but have different goals, with public relations focusing on promoting the entire organization.
Ralf Kahre & Patrick Gött, BASF – “End-to-End Business Process Management”Elemica
The document discusses BASF's use of the Vendor Interaction Portal (VIP) to manage procurement processes. VIP automates the purchase to pay process from purchase requisition to invoice between BASF and its suppliers. It aims to improve process quality, visibility, and collaboration between BASF and vendors. BASF rolled out VIP to around 4,100 suppliers over 3 years to digitize over 120,000 purchase orders and 145,000 invoices annually. The portal provides an end-to-end view of transactions and simplifies connectivity with external partners. BASF's strategic goals include further digitizing supply chain processes through initiatives like product traceability and an omni-channel approach.
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
3174 fm lecture 6 - working capital managementisaacsuiyu
Working capital refers to a company's short-term assets and liabilities related to day-to-day operations. It includes current assets like inventory, receivables, and cash, as well as current liabilities like payables. Managing working capital involves setting policies for maintaining optimal levels of current assets and financing them appropriately through short-term debt or long-term sources. The objective is to ensure sufficient liquidity while maximizing returns through efficient management of components like inventory, receivables, and payables.
A 4PL provider is a supply chain integrator that assembles resources from its own organization and complementary service providers to deliver comprehensive supply chain solutions. It takes a "best of breed" approach, leveraging capabilities from third party logistics providers, technology providers, and business process managers. The 4PL will integrate the client's supply chain activities and technologies across these service providers. This allows investment in technology to be minimized and spread across multiple clients. A 4PL solution leverages consulting and third party logistics to design and implement a leading technology plan tailored to client needs. The 4PL aims to improve shareholder value through increased revenue, reduced costs, working capital reductions, and fixed capital reductions.
This document provides an overview of 4PL logistics. It defines 4PL as an integrator that accumulates resources, capabilities and technologies to run complete supply chain solutions. The document outlines the key differences between 3PL and 4PL providers. It then describes two case studies where 4PL was used: one involving resource integration for an appliance manufacturer using ant colony optimization, and another involving logistics market scheduling in Wuhan using a genetic algorithm. Both cases showed 4PL approaches improved coordination, flexibility, and reduced costs and tardiness compared to traditional 3PL approaches.
Capability-as-a-Service: Investigating the Innovation Potential from a Busine...CaaS EU FP7 Project
Capability-as-a-Service: Investigating the Innovation Potential from a Business Model Perspective.
By Kurt Sandkuhl (Rostock University), Janis Stirna (Stockholm University)
DIFENSE workshop @ CAISE'2015 in Stockholm
Egypt is a major exporter of fresh fruits and vegetables, shipping over 15,000 reefer containers per year through main ports. 4P Logistics provides reefer logistics services across Egypt, managing the transport of empty and full containers from ports and loading points on the Cairo-Alexandria desert road to ports. Using 4P Logistics reduces the total time of the standard export reefer process from 40-103 hours to 19.5-40 hours by efficiently coordinating bookings, trucking, loading, customs clearance and container transport between locations. This optimized process provides benefits to all parties involved such as freight forwarders, shippers and ports through greater flexibility, reliability and utilization of assets.
Microsoft Power Point BAHWAN CYBERTEK Corporate Profileindiraniyazali
The document is a slide presentation from Bahwan Cybertek Ltd, an IT services company. It summarizes Bahwan Cybertek's products and services which address the needs of industries such as banking, government, oil and gas. It also outlines some of Bahwan Cybertek's major customers and joint ventures. One joint venture discussed is with DHL to provide fourth-party logistics management services to Petroleum Development Oman for $500 million over 5 years. The presentation also describes Bahwan Cybertek's data centers and outsourced call center operations.
This document provides samples and tips for writing a cover letter for a procurement officer position. It includes two sample cover letters that highlight the applicant's relevant experience in procurement, purchasing, negotiating, and managing vendors. The document also lists additional free resources for writing an effective cover letter, resume, and preparing for an interview, including cover letter tips, resume samples, common interview questions and answers, and interview thank you letter samples.
The document discusses personal selling and direct marketing. It covers the personal selling process which includes prospecting, qualifying, pre-approach, approach, presentation, handling objections, closing, and follow-up. It also discusses managing the sales force which includes recruiting, selecting, training, compensating, supervising, and evaluating salespeople. Direct marketing includes direct mail, catalogs, telephone marketing, television marketing, and online marketing. Setting up an online presence involves creating effective websites and placing various types of online advertisements and promotions.
The document discusses various marketing communication tools including advertising, sales promotion, public relations, personal selling, and direct marketing. It emphasizes the importance of integrating these different communication channels to deliver a clear and consistent message. It also covers topics like developing effective communication strategies, setting advertising objectives and budgets, and selecting appropriate advertising media and timing.
Big Data & Marketing Technology for Digital Transformation
How Digital changes Business and Disrupt Markets and what companies have to do now for clients
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
Logistics Plus Inc. provides freight transportation, warehousing, global logistics, and supply chain solutions through a worldwide network of talented and caring professionals. As part of your team, we can look up and down your supply chain, identify the weakest links and repair them. With our trademark 3 1/2PL™ approach to 4PL solutions, we work as an extension of your logistics team to identify greater opportunities for savings in both money and time. And we do it all without increasing (or decreasing, if that is a concern) your staffing. Let us take on your transportation headaches, while you focus on what you do best: producing and selling quality products!
The document provides an overview of Almaty Management University in Kazakhstan. In 3 sentences:
Almaty Management University is a leading business school in Kazakhstan, offering bachelor's, master's and PhD programs in both in-person and distance formats. It has over 2800 undergraduate students, 180 graduate students, and 600 MBA students studying across its 13 research laboratories and centers. The university aims to further develop new schools in public policy, engineering, arts and media management to strengthen its position as a premier university in Central Asia.
This document provides information about a Jean Monnet Modules project titled "Logistics and Supply Chain Management: dissemination of European experience" led by the Department of Marketing and Logistics at Lviv Polytechnic National University. The project aims to disseminate best European logistics practices through teaching, conferences, and other activities. Key objectives are sharing European logistics experience, providing knowledge on European supply chain management, and promoting European integration. The target audience includes students, businesses, and authorities. The department and participating faculty are introduced, and the planned activities from 2019-2022 are outlined.
S2B Group is an international software development company specializing in logistics and transportation software. They offer cloud-based transportation management systems (TMS) and related solutions to automate logistics processes for shippers, freight forwarders, and carriers. Their main product, LOGIST Pro, is a TMS that links supply chain participants online and helps reduce transportation costs through daily freight auctions. They also provide consulting services based on their logistics industry expertise. Case studies show that clients have achieved cost savings of 15-33% and improved carrier performance using S2B Group's logistics software solutions.
This document discusses advertising, sales promotion, and public relations. It defines each area and explains major decisions involved in developing programs for advertising, sales promotion, and public relations. These include setting objectives and budgets, developing strategies, and evaluating effectiveness. Various tools used in advertising, sales promotion, and PR are also outlined.
The Project UT, 2008 Service OrganizationDoug Farmer
The document outlines a comprehensive public relations plan for a campus organization called "The Project". It includes steps to define goals, create a theme/logo, develop a web presence through websites and social media, and promote on campus. Specifically, it discusses brainstorming themes, creating websites, segmenting the student population, comparing costs of promotional items, and establishing a timeline.
This document provides information for planning an Oldcastle Precast concrete equipment shelter, including:
1. An overview of shelter types, components, and the planning process using a worksheet and diagram.
2. Details on structural options, architectural features, electrical systems, grounding/lightning protection, HVAC, cable management, and security options to consider for the shelter design.
3. Instructions on how to use the planner worksheet and diagram to select components, sketch a layout, and obtain a firm quote from Oldcastle Precast for the custom shelter.
Retailer originated sales promotion and public relationNiharika Sharma
This document discusses sales promotion and public relations. It defines sales promotion as measures to motivate customers to buy more and increase sales. Some examples of sales promotion tools are discounts, premium offers, and coupons. Public relations is defined as a planned effort to build mutual understanding between an organization and the public. The functions of public relations include promoting goodwill and the organization's image and products. Marketing, advertising, and public relations are related but have different goals, with public relations focusing on promoting the entire organization.
Ralf Kahre & Patrick Gött, BASF – “End-to-End Business Process Management”Elemica
The document discusses BASF's use of the Vendor Interaction Portal (VIP) to manage procurement processes. VIP automates the purchase to pay process from purchase requisition to invoice between BASF and its suppliers. It aims to improve process quality, visibility, and collaboration between BASF and vendors. BASF rolled out VIP to around 4,100 suppliers over 3 years to digitize over 120,000 purchase orders and 145,000 invoices annually. The portal provides an end-to-end view of transactions and simplifies connectivity with external partners. BASF's strategic goals include further digitizing supply chain processes through initiatives like product traceability and an omni-channel approach.
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
3174 fm lecture 6 - working capital managementisaacsuiyu
Working capital refers to a company's short-term assets and liabilities related to day-to-day operations. It includes current assets like inventory, receivables, and cash, as well as current liabilities like payables. Managing working capital involves setting policies for maintaining optimal levels of current assets and financing them appropriately through short-term debt or long-term sources. The objective is to ensure sufficient liquidity while maximizing returns through efficient management of components like inventory, receivables, and payables.
A 4PL provider is a supply chain integrator that assembles resources from its own organization and complementary service providers to deliver comprehensive supply chain solutions. It takes a "best of breed" approach, leveraging capabilities from third party logistics providers, technology providers, and business process managers. The 4PL will integrate the client's supply chain activities and technologies across these service providers. This allows investment in technology to be minimized and spread across multiple clients. A 4PL solution leverages consulting and third party logistics to design and implement a leading technology plan tailored to client needs. The 4PL aims to improve shareholder value through increased revenue, reduced costs, working capital reductions, and fixed capital reductions.
This document provides an overview of 4PL logistics. It defines 4PL as an integrator that accumulates resources, capabilities and technologies to run complete supply chain solutions. The document outlines the key differences between 3PL and 4PL providers. It then describes two case studies where 4PL was used: one involving resource integration for an appliance manufacturer using ant colony optimization, and another involving logistics market scheduling in Wuhan using a genetic algorithm. Both cases showed 4PL approaches improved coordination, flexibility, and reduced costs and tardiness compared to traditional 3PL approaches.
Capability-as-a-Service: Investigating the Innovation Potential from a Busine...CaaS EU FP7 Project
Capability-as-a-Service: Investigating the Innovation Potential from a Business Model Perspective.
By Kurt Sandkuhl (Rostock University), Janis Stirna (Stockholm University)
DIFENSE workshop @ CAISE'2015 in Stockholm
Egypt is a major exporter of fresh fruits and vegetables, shipping over 15,000 reefer containers per year through main ports. 4P Logistics provides reefer logistics services across Egypt, managing the transport of empty and full containers from ports and loading points on the Cairo-Alexandria desert road to ports. Using 4P Logistics reduces the total time of the standard export reefer process from 40-103 hours to 19.5-40 hours by efficiently coordinating bookings, trucking, loading, customs clearance and container transport between locations. This optimized process provides benefits to all parties involved such as freight forwarders, shippers and ports through greater flexibility, reliability and utilization of assets.
Microsoft Power Point BAHWAN CYBERTEK Corporate Profileindiraniyazali
The document is a slide presentation from Bahwan Cybertek Ltd, an IT services company. It summarizes Bahwan Cybertek's products and services which address the needs of industries such as banking, government, oil and gas. It also outlines some of Bahwan Cybertek's major customers and joint ventures. One joint venture discussed is with DHL to provide fourth-party logistics management services to Petroleum Development Oman for $500 million over 5 years. The presentation also describes Bahwan Cybertek's data centers and outsourced call center operations.
This document provides samples and tips for writing a cover letter for a procurement officer position. It includes two sample cover letters that highlight the applicant's relevant experience in procurement, purchasing, negotiating, and managing vendors. The document also lists additional free resources for writing an effective cover letter, resume, and preparing for an interview, including cover letter tips, resume samples, common interview questions and answers, and interview thank you letter samples.
The document discusses personal selling and direct marketing. It covers the personal selling process which includes prospecting, qualifying, pre-approach, approach, presentation, handling objections, closing, and follow-up. It also discusses managing the sales force which includes recruiting, selecting, training, compensating, supervising, and evaluating salespeople. Direct marketing includes direct mail, catalogs, telephone marketing, television marketing, and online marketing. Setting up an online presence involves creating effective websites and placing various types of online advertisements and promotions.
The document discusses various marketing communication tools including advertising, sales promotion, public relations, personal selling, and direct marketing. It emphasizes the importance of integrating these different communication channels to deliver a clear and consistent message. It also covers topics like developing effective communication strategies, setting advertising objectives and budgets, and selecting appropriate advertising media and timing.
Big Data & Marketing Technology for Digital Transformation
How Digital changes Business and Disrupt Markets and what companies have to do now for clients
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
Logistics Plus Inc. provides freight transportation, warehousing, global logistics, and supply chain solutions through a worldwide network of talented and caring professionals. As part of your team, we can look up and down your supply chain, identify the weakest links and repair them. With our trademark 3 1/2PL™ approach to 4PL solutions, we work as an extension of your logistics team to identify greater opportunities for savings in both money and time. And we do it all without increasing (or decreasing, if that is a concern) your staffing. Let us take on your transportation headaches, while you focus on what you do best: producing and selling quality products!
The document provides an overview of Almaty Management University in Kazakhstan. In 3 sentences:
Almaty Management University is a leading business school in Kazakhstan, offering bachelor's, master's and PhD programs in both in-person and distance formats. It has over 2800 undergraduate students, 180 graduate students, and 600 MBA students studying across its 13 research laboratories and centers. The university aims to further develop new schools in public policy, engineering, arts and media management to strengthen its position as a premier university in Central Asia.
This document provides information about a Jean Monnet Modules project titled "Logistics and Supply Chain Management: dissemination of European experience" led by the Department of Marketing and Logistics at Lviv Polytechnic National University. The project aims to disseminate best European logistics practices through teaching, conferences, and other activities. Key objectives are sharing European logistics experience, providing knowledge on European supply chain management, and promoting European integration. The target audience includes students, businesses, and authorities. The department and participating faculty are introduced, and the planned activities from 2019-2022 are outlined.
S2B Group is an international software development company specializing in logistics and transportation software. They offer cloud-based transportation management systems (TMS) and related solutions to automate logistics processes for shippers, freight forwarders, and carriers. Their main product, LOGIST Pro, is a TMS that links supply chain participants online and helps reduce transportation costs through daily freight auctions. They also provide consulting services based on their logistics industry expertise. Case studies show that clients have achieved cost savings of 15-33% and improved carrier performance using S2B Group's logistics software solutions.
Universal TransGroup is a leading transportation and freight forwarding company in Russia and CIS countries. It operates 8000 railcars across Russia, CIS and Baltic states. The company aims to consolidate transport assets and become one of the top 5 transportation companies in Russia by 2012. It provides reliable cargo delivery and transport services to major Russian and CIS industrial clients.
The document summarizes an intelligent support decision system for integrated transport management created by OOO "SITAP". It uses a hybrid model combining expert systems and knowledge bases to optimize freight forwarding planning and management. Key features include an innovative hybrid model and integrated tools. The target market is international freight and logistics companies. It provides details on the creators of the technology, their qualifications and contact information. It also outlines a need for partners, investors and sales agents, and offers conducting joint projects and creating joint ventures.
Arvato provides supply chain and logistics services in Russia. As part of the Bertelsmann Group, Arvato has solid financial backing and over 175 years of experience. The presentation discusses Arvato's mission in Russia, the Russian market opportunities, Arvato's facilities and services, industries served, solutions design, service models, retail business model, and IT platform.
AS Logistics is an international freight forwarding and logistics company based in Pakistan with a global network. The document provides details about the company's mission, services, partners, clients, and team. Key services include air/sea/truck freight forwarding, customs clearance, warehousing, and door-to-door shipping. The company aims to deliver excellent customer service and achieve growth through strong relationships with clients worldwide. Contact and location information is also included for AS Logistics.
Arvato provides supply chain and logistics services in Russia. It operates warehouses and distribution facilities in Yaroslavl, Russia and provides services like warehousing, distribution, value-added services, importation and customs clearance. Arvato has a global IT infrastructure and standardized processes to manage customers' supply chains across its international network. It aims to become the leading supply chain partner in Russia for global companies by offering scalable and synergistic solutions tailored to different industries.
Richard Di Bona has over 20 years of experience in transport planning and modeling. He has extensive experience managing and developing transport models using software like EMME, Cube, TransCAD, and VISUM for over 25 cities. He has advised on projects for developers, governments, and agencies worldwide on feasibility, risk analysis, and performance enhancement. He is fluent in English with good Italian and has worked on projects in over 30 countries.
The document summarizes the services of the Public-Private Partnership Communications Agency. The agency (1) organizes large industry events, (2) provides comprehensive informational support through monitoring, research, and media relations, and (3) facilitates cooperation between state authorities and businesses on public-private partnership projects in Russia.
Artak Manukyan has over 12 years of experience as a consultant focusing on public procurement, environmental economics, and tourism projects. He has worked for international organizations such as the World Bank, Asian Development Bank, and United Nations Development Programme. Manukyan has a PhD in Economics and has authored over 40 academic publications. He has extensive experience in public procurement consulting, tourism consulting and lecturing, and other areas such as anti-corruption, private sector research, and project management.
Richard Di Bona has over 24 years of experience as a transport consultant working in over 30 countries. He has expertise in demand forecasting, economic analysis, transport modelling, project management, and advising governments, developers and lenders. He has managed projects across various transport modes including rail, air, water, bus, and road. He is fluent in English with basic proficiency in other languages and has lived and worked extensively in Asia, Europe, the Middle East, and Africa.
Consultrans is a consulting firm specialized in infrastructure, transportation (passenger and freight), and logistics services. It was founded in 1985 and has extensive experience advising public and private sector clients. Consultrans has experts across many fields including engineering, law, economics, and provides strategic consulting, technical studies, feasibility analyses, and more. It has particular expertise in various modes of transportation including rail, road, air and maritime as well as sectors like logistics and tourism.
Gennady Polonsky has over 30 years of experience working on regional development projects in Europe and Central Asia. He has led over 18 EU-funded projects as team leader with budgets over €100 million. Polonsky has extensive experience advising governments and organizations on issues like regional policy, municipal administration, SME development, and public administration reform. He specialized in capacity building, training, and strategic planning to support socioeconomic development and EU integration.
Devotion Forwarding & Logistics (DFL) is a registered international logistics company headquartered in Shenzhen, China specializing in shipping, forwarding, and integrated logistics services. DFL has a global network of offices and agents and provides ocean freight, air freight, land freight, multimodal transport, and supply chain management services. The company is led by Managing Director Grand Liu, who has over 22 years of experience in logistics, and other managers with extensive experience in shipping and logistics.
Maxim Perevezentsev is a Russian/CIS/CEE market entry expert with over 18 years of experience helping foreign companies enter the Russian and CIS markets. He has led over 50 market entry projects for organizations from various countries and industries. Perevezentsev provides consulting services on market research, identifying distributors and partners, developing marketing strategies, and facilitating business deals. He maintains a large professional network and database of over 5,000 B2B contacts in Russia and CIS.
My name is Maxim Perevezentsev and I am Russian/CIS/CEE markets entry expert. Please find below some useful information about my experience, knowledge, and skills:
- LinkedIn "evangelist" in Russia and CIS. I develop business of LinkedIn Marketing Solutions in Russia and CIS as LinkedIn Account Director, train companies (Top-100, exporters) and advertizing agencies, participate in events as speaker and in on-line seminars as teacher.
- Strong team leading and management experience in CEE and CIS markets.
- 50+ Russia/CIS market entry projects since 1998. I did projects for both government and commercial organizations from Russia, USA, European Union, Japan, Qatar, Israel, etc.
- My data base of B2B contacts consists of 5000+ contacts in Russia and CIS (Top and middle level in commercial and government organizations) and 50,000+ contacts all over the world (including Fortune 500).
- I was approved as being a qualified Russian market expert by USAID (after a 1-year program for Russian market entry of Albanian garment industry).
- Chairman of the Committee for Cooperation with the Italian Republic of RUSSIAN TRADE AND ECONOMIC DEVELOPMENT COUNCIL www.rtedc.org
YA Corporation is a full-service PR, advertising and promotions agency based in Moscow, Russia established in 1992. It has 45 employees and annual fee income up to £1.5 million. The agency has extensive experience working with clients across Russia and internationally, and provides a wide range of communication services including reputation management, government relations, and event planning. It prides itself on its team of experienced professionals and creative solutions tailored to each client's needs.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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2. Content
1
2
Our approach
3
LFA solutions for operational effectiveness
4
2
About LFA
List of accomplished projects in Russia and the CIS
Confidential
Do not use without LFA Rus permission
3. About LFA
LFA (Logistics Field Audit™) was the first consulting company in the territory of the former USSR that
specialized in procurement, logistics and supply chain management
Logistics Field Audit™ was the first consulting company (among both international and local companies) in
the territory of the former USSR that specialized in procurement, logistics and supply chain management.
For more than 17 years we provide companies within different industries in Russia, CIS and the Baltic States
with unique supply chain solutions based on International and Russian Best Practices.
All LFA experts are former successful logistics and supply chain
practitioners and managers. LFA strives to deliver its customers
implementable solutions fit for Russian and the CIS market. We offer
World Best Practices and know how to adapt them in local legislation
and business environment. LFA experts have carried out more than
1000 projects for 300 clients in 14 countries. In Russia and the CIS LFA
has successfully delivered over 100 solutions for 50 companies in
various industries.
Supplement to own employees LFA engages the best independent consulting experts and firms with wide
industry experience to its projects. Members of the consulting team are discussed and approved with the
client for each project.
3
Confidential
Do not use without LFA Rus permission
4. Our team
Andrey Khlous
Irina Cordier
LFA Executive Partner
LFA Business
development Director
Andrey Khlous experience includes more than 17 years of practice in
the field of logistics and supply chain management. Andrey
graduated with honors from Moscow State University and has a PhD
degree. In 1989-1990 he had a traineeship at Stanford University
(Mathematical methods in the social sciences, artificial intelligence).
Andrey Khlous has publications in logistics and supply chain
magazines; he has participated as a speaker and organizer in various
logistics and real estate conferences.
Mr. Khlous is the head of the SCOR Committee in the National
Supply Chain Council, a Jury member of the Commercial Real Estate
Award (Industry Committee) and a lecturer at the Moscow School of
Business.
Andrey Khlous is an expert in SCM in various industries (retail, food
and consumer goods, oil and gas, metallurgy, etc.).
Irina Cordier has over 14 years of experience in logistics and supply
chain management. Irina has graduated from Moscow State
University and holds a PhD in Civil Law.
As LFA’s Business development Director in the CIS region Irina has
led numerous projects in logistics audit, optimization of warehouse
logistics, logistics engineering of warehouses and logistics and
industrial parks, supply chain management.
Irina Cordier took part as a speaker and moderator in many
conferences on logistics and industrial real estate.
Irina managed projects for major International and Russian
companies such as Nestle, Unilever, SUN Interbrew, Lebedyansky,
Moroz-Product (Belarus), VS Energy (Ukraine), MTI (Ukraine),
Forester (Kyrgyz Republic), RTL-Rublevsky (Belarus) and others
List of Andrey’s clients include major international and Russian
companies such as Pepsi, Nestle, Unilever, Procter & Gamble, Avon,
Lebedyansky, United Confectioners, El Dorado, Mvideo, Monetka,
Gazprom, Gazprom Neft, Bashkirenergo, Integra, Russian Post,
Russian Railways, etc.
4
Confidential
Do not use without LFA Rus permission
5. Our team
Sarunas Shaltis
Partner
Olga Khruscheva
Partner
Olga Khruscheva has 17 years of experience, including 12 years with
AVON. Olga has a degree of State University of Management in IT
Management.
She holds APICS CSCP qualification certificate and is Russia's sole
certified APICS trainer.
As a Project Manager Olga carried out projects within various
industries for sales and operations planning, inventory control and
logistics optimization.
In addition to consulting practice Olga Khrushcheva devotes a lot of
her time to teaching at the Center of International Logistics in
Higher School of Economics, conducts training and seminars on her
own APICS programs.
Apart from working in AVON Olga’s experience includes managing
positions in Danone, IBS and UNITECH
5
Sarunas Shaltis is a procurement expert with 18 years of practical
experience on managing positions in international companies
Sarunas has graduated from Vilnius University with a degree in
International Law, is a Member of Chartered Institute of Purchasing
and Supply (MCIPS), holds BBA degree of Vilnius International
Business School.
As a head of Procurement Consulting Department at KPMG Sarunas
supervised projects of reengineering procurement systems in
companies within various industries: energy, banking,
telecommunications, etc.
Industries: manufacturing and automotive, banking, energy, mining,
IT and communications, construction, real estate, utilities, logistics,
metallurgy.
Supply categories: consulting, transportation, human resources,
legal services, mail and courier service, office software,
telecommunications, business travel, IT, management of fixed assets
(capital investments and infrastructure management), sales and
marketing.
Sarunas Shaltis has an outstanding list of completed projects of reengineering procurement systems for international companies such
as Alcoa, DHL and INTEL.
Confidential
Do not use without LFA Rus permission
6. Our team
Tagir Bektimirov
Yevgeniya Polyakova
Partner
Logistics expert
Tagir Bektimirov has 19 years of experience in Logistics and Supply
Chain Management, mostly in international companies.
Tagir graduated with honors from Moscow State University with a
degree in Economics.
In addition to practical experience in logistics and SCM Tagir has
excellent management skills, knowledge of international trade,
ability to work in stressful situations.
Tagir’s experience in production area includes alcohol, tobacco,
health care goods and transportation.
Tagir Bektimirov headed logistics and supply chain management
departments in the following companies: Philip Morris, BritishAmerican Tobacco, Benckiser AG, Seagram, Sanna group, Transgroup
Logistics, ICS, Denview ltd
6
Yevgeniya Polyakova has over 15 years of experience in the field of
logistics. She has worked as Regional Director for the Eastern region
in LLC Russian Logistic Service, as Director of Logistics department in
"ASB Rating" and "TS Regent Art" she managed launch of storage
facilities and the introduction of advanced WMS.
Among the most important projects - organization of importation of
industrial equipment for Pepsi, organization of delivery of Nestle and
Unilever products in regional distribution networks in Russia.
Yevgeniya is the author of seminars on warehouse logistics, foreign
trade, and effective time management.
As an LFA expert Yevgeniya managed consulting projects in
warehouse optimization (stationery company Pragmatik), logistics
audit of distribution network (AVON) and others.
Confidential
Do not use without LFA Rus permission
7. Our team
Ekaterina Naumova
Expert on food supply chains
Rostislav Ryabko
Supply Chain & Logistics Consultant
Ekaterina’s competencies include development and management of
projects in catering (public and corporate).
Rostislav is a Consultant for Supply Chain and Logistics optimization
projects.
Education: graduated with honors from the State University of
Management in 2008.
Education: M.Sc. Supply Chain Management in Higher School of
Economics 2012; B.A. International Economic Relations in Moscow
State University of International Relations
Skills: marketing, strategic planning and supply chain management,
design and development of catering facilities, financial modeling.
Catherine’s experience includes concept development of catering
systems on transportation, catering legislation and standard
development, agricultural supply chain management.
Catherine has experience of interaction and negotiation with public
authorities at the federal and regional level, local and international
catering companies, operators of food companies, manufacturers of
the finished food.
Catherine is a member of the Working Group of the State Duma on
implementation of state policy in the field of public catering system.
Skills: Supply Chain and Logistics , Supply Chain Modelling &
Network Design, SCOR, Inventory Analysis
Experience:
2013: JSC Apatit – Production Logistics Audit, Network Design
2013: JSC UKPF – Supply Chain Strategy development, Inventory
Analysis, SCOR-modelling
2012: JSC PhosAgro - Production Logistics Audit
2012: AgroIndustrial Park “Stavropolye” – Logistics Concept
Development
2011: Ministry of Transport and Communication of Kazakhstan –
National Logistics Network Development strategy
7
Confidential
Do not use without LFA Rus permission
8. Why choose us?
LFA is among few consulting companies in Russia that specializes in Logistics and SCM and is the most
experienced one
LFA Competencies
Advantages
Practical knowledge of Logistics and SCM,
team of professional consulters.
Our team comprises of experienced supply chain and logistics
managers. Using our knowledge we can integrate SCM with
company’s financial system
Fast and efficient approach
We have access to internationally acknowledged best practices
and can provide our own innovative solutions. Each day we
improve logistics and supply chains of various companies and
we are ready to share this experience.
Continuous efficiency improvement
Our relationships with the client last after the project is
finished. We can regularly monitor costs and benefits of the
client’s supply chain and continuously improve it even after the
project is done
Fast and efficient
implementation
Russian and International
Best Practices
Understanding of
industry specifics
Realistic planning
and project
management
Rapid solution
implementation
Knowledge of regulatory
requirements
Awareness of common
errors
IT support for complex
business processes
Independence from IT-companies
We help to make objective managerial decisions in logistics and
supply chain management as we don’t sell or produce any
software or hardware
8
Visible and measurable
results of completed
projects
Risk management
Our team has extensive experience in risk management in
logistics and supply chain management
Results
Confidential
Do not use without LFA Rus permission
Low risks
Use of best
practices
Expertise
development
within our company
9. Content
1
2
Our approach
3
LFA solutions for operational effectiveness
4
9
About LFA
List of accomplished projects in Russia and the CIS
Confidential
Do not use without LFA Rus permission
10. Our approach
Supply chain management is a new concept of business management and is the result of the changes that
have occurred in various managerial and technological disciplines over the past few decades
Supply
Chain
Management
encompasses the planning and
management of all activities involved
in
sourcing
and
procurement,
conversion,
and
all
logistics
management activities. Importantly, it
also includes coordination and
collaboration with channel partners,
which can be suppliers, intermediaries,
third party service providers, and
customers. In essence, supply chain
management integrates supply and
demand management within and
across companies.
Logistics management is that part of
supply chain management that plans,
implements, and controls the efficient,
effective forward and reverses flow
and storage of goods, services and
related information between the point
of origin and the point of consumption
in order to meet customers'
requirements.
10
Defi nition by
Counci l of Supply Chain
Ma na gement Professionals
Cost reduction (50-85%)
and cash flow (≥ 20%)
Profit
Finance,
cash flow
Management,
Administration
businessprocesses
Company
Operations,
material flow
Supply chain management system returns the
business the “tangibility” of the material flow
Confidential
Do not use without LFA Rus permission
Sales & Marketing
Distribution logistics
Inventory
of finished goods
Production
Inventory
of raw materials
Procurement logistics
Procurement
Operating costs
Looking at business from a “material
flow” point of view
Operating revenues
Supply chain management (SCM)
and Logistics
11. Holistic approach
Building of business’ efficient operational model involves the “top down” construction of a supply chain,
starting with the definition of supply chain management strategies
Designing and reorganization of efficient supply chains should be made “top down” as strategic-level
decisions determine the key performance indicators (KPI) of efficient supply chain and its key business
processes. At the operational level (which defines the operational limitations of the system) the supply chain
should be built “bottom up”. These approaches are implemented continuously until the equilibrium between
strategic and operational needs is reached.
Strategic
level
Tactical
level
Operational
level
11
Defining Supply Chain Management strategy
Strategic design of supply chain topology (spatial location of production facilities, distribution centers and
retail outlets)
Distribution of company goods between production sites
Distribution planning (by region, by sales channel and product line matrix)
Production planning, requirements and limitation definition
Procurement and shipment planning, search and contracting of suppliers
Inventory policies and inventory optimization
Matching supply plan with the tactical restocking plan
Defining transportation strategy
Operational planning: creating schedules for production, restocking, shipment and resource planning
Time, tariff, service level quotas
Operational management of purchase orders
Operational management of orders for supply of raw materials in production
Operational management of orders for shipment (on every level of networks topology)
Operational management of orders for transportation and warehouse logistics services
Confidential
Do not use without LFA Rus permission
12. LFA Solution Matrix
FMCG
Audit of Purchasing and
supply systems
Purchasing strategies
Outsourcing procurement
and joint supply centers
Operational model of supply
system
Digital procurement / auction
systems
Category management
Supplier Relationship
Management
Purchase-to-pay process
optimization
Procurement efficiency
management
Audit of Supply Chain
Management system
Supply Chain Management
Strategies
Supply Chain strategic
planning
Operational model of Supply
Chain Management
Product Lifecycle
management
Operational planning
Inventory management
Asset management and
repairs
Supply Chain Operations Reference (SCOR®) model
Simulation Modeling
SCM IT – Automated SCM Systems
12
Confidential
Do not use without LFA Rus permission
Optimization of logistics costs
throughout the supply chain
Simulation of logistics
networks
Production optimization
(Simulation, Lean, Six Sigma)
Optimization of warehouse
and transportation logistics
Outsourcing of logistics
Design of industrial, logistics
and agro-industrial parks and
clusters
Specialist training
and certification
Logistics and
Infrastructure
Professional
training
Public sector,
transportation
and agriculture
Supply Chain
Management
Procurement
Corporate
seminars
Logistics and Supply chain solutions
Staff
certification
Mining and
engineering
Industry-specific
solutions
LFA Solutions are grouped by main Supply chain problems and industries. LFA also provides training and
certification programs for specialists
13. SCOR® model
LFA solutions are based on significantly enriched SCOR®-model (Supply Chain Operations Reference
Model)
SCOR-model provides a structured set of standard patterns of business organization, designed for specific
industries, based on implementation experience in various companies around the world and include
proven procedures and methods of control.
The largest companies in the world within various industries use the SCOR-model to build a corporate
supply chain management system.
Strategic
level
Strategy, model and management system of supply chain
Alignment of supply chain management strategies with business strategies
Product Lifecycle Management
Management regulations , structure and parameters of the Product Guide
Tactical
level
PLAN
Matching needs and constraints throughout the supply chain
SOURCE
Choosing and contracting
suppliers, procurement
management
MAKE
Processing, assembling,
repacking
DELIVER
Management of orders
for delivery
RETURN
Management of supply
chain return flows
Operational
level
Infrastructure and Logistics
Management of transportation, warehouse, production and logistics assets
13
Confidential
Do not use without LFA Rus permission
14. Simulation
In large and complex projects simulation helps to analyze various development scenarios and make
better decisions prior to implementation
Simulation includes mapping of a real problem in simulated environment,
analysis and optimization of a model, finding and adapting solution in a real
world
Simulation is used when experiments with real objects/systems are impossible
or too expensive: in finance (exchange activity), production (production process)
and logistics (transportation and warehouse networks).
Simulation allows to make better decisions on complex projects prior to their
implementation, which can significantly reduce the risks and identify key
problem areas.
Optimization
Scenario
analysis
Experiment
Levels and objects of simulation
Macro-level
Strategic level
Meso-level,
Tactical level
Supply chains, logistics terminal network,
energy, pipeline and telecommunication
networks, health network, catering systems
Micro-level,
Operational level
14
Market and competition, health economics,
value chains, international transport corridors
Production, warehouses, city roundabouts,
pedestrian traffic, computer systems
Confidential
Do not use without LFA Rus permission
15. Automated management systems
LFA approach allows to implement Decision Support Systems (DSS) “top down” forming requirements for
transactional systems
ERP and other transactional systems are essential to control company's operations, but their functionality is insufficient for
the tasks of tactical and strategic management that require the use of analytical approaches and techniques.
LFA IT-solutions include design and application of analytical systems (simulation) for all levels of planning and decision
making - strategic, tactical and operational.
DSS
Strategic planning
Tactic
Planning &
Optimization
Operational
Traceability
Confidential
Do not use without LFA Rus permission
Strategic
simulation
CPFR, planning
and forecasting
on site,
Inventory
management
Management
systems (WMS,
TMS)
Operational planning
& management
Transactional
15
Decision Support
Systems
The basis of this pyramid are the ERP
and other systems of operational
management. As we move from the
base of the pyramid to its apex
(analytical applications) the output
information gradually transforms from
detailed operational data to aggregate
data that is easy enough to make
economically sound management
decisions.
Strategic
IT-systems
Data
collection &
storage
All together transactional and analytical
systems form a so-called analytical
pyramid.
IT-system integration
Analytical systems
Decision level
Transactional systems
ERP, ERP-II, MRP
16. Content
1
2
Our approach
3
LFA solutions for operational effectiveness
4
16
About LFA
List of accomplished projects in Russia and the CIS
Confidential
Do not use without LFA Rus permission
17. LFA Quick Scan
Rapid diagnosis of supply chain management
LFA Quick Scan rapid diagnosis technology reveals the sources of excess costs and develops a plan to improve operational
efficiency by improving the integration and close cooperation within the supply chain. LFA Quick Scan results are presented in
terms and forms familiar to CFOs and Senior Executives.
Data collection and analysis, Interview
Study and Analysis design
Analysis of business and SCM strategies
Analysis of organizational and functional structures
of SC and logistics departments
Commodity analysis based on logistics classifier
Analysis of material flow management
business processes
Inventory management system analysis
Operational logistics analysis
Analysis of SCM process automation
Analysis of Performance Management
Benchmarking and peer review
Productivity and efficiency evaluation
SCM Processes & KPI
Plan
Source
Make
Deliver
Analysis
Logistics Processes & KPI
Assessment
Warehouse
Production
Recommendations
Transportation
International trade
Recommendations for improving the SCM system and operational logistics are represented as a task matrix where
they are distributed by decision levels (strategic, tactical and operational) and control objects (organizational,
financial, technological, infrastructural)
SCM Improvement Plan
17
Confidential
Do not use without LFA Rus permission
18. Development of Target Supply Chain Operating Model
LFA methodology allows to transfer strategic tasks into a realistic target operating model
The operating model (operational architecture) defines a system of interaction within basic elements of the corporate
architecture that is focused both on improving the operational efficiency and achieving strategic targets.
The target operating model is a vision of the operational architecture that allows to compare the operational capabilities
with the strategic objectives and provides a comprehensive review of the main company activities, the supply network
topology, the organizational and functional structures, key business processes, IT and controlling systems of the company.
Target operating model
defines the “material”
(production and
distribution) part
of the business
SCM
strategy
Efficient Operating model is a
key to proper Financial model
Operating model content
LFA methodology
1
Operational model
8
SCM Processes
KPI system,
matrix of the
main risks &
controls
SCM IT-system
architecture
Tools & technologies
Make
Deliver
Return
Logistics
system
Plan / Control / Implement
18
Organizational
structure
SCM
Operating
model
Product line
management
requirements
matrix
7
Plan
Business plan
2
3
SCM functions
Source
SCM strategy
Supply
network
topology
Implementation plan
Confidential
Do not use without LFA Rus permission
6
Inventory
management
model
SC processes
model
5
4
19. Strategic Supply Chain Simulation
The LFA methodology for the target operating model includes an optimized model of supply chain
topology
Strategic supply chain modeling using LFA approach involves design of a simulation model. Structure of the simulated system is appropriately
displayed and its functioning processes are simulated in the completed model.
LFA uses a “top down” approach for building simulation models, starting from the most abstract level (macro-level) and gradually descending
to more detailed levels. Macro-level simulation abstracts from specific discrete units (products, vehicles, etc.), quantitative data is used to
simulate processes in the supply chain nodes.
The model has fixed parameters (such as the supply chain topology, operations and processes at the network nodes, traffic routes, etc.) and
variables (incoming / outgoing material flows, resources, operational efficiency and operational costs, etc .) that allow to analyze the data,
taking into account changes in these parameters. Analysis of simulated data can substantiate the operational plan, forecast the financial
results of the project (the balance sheet, income statement, statement of cash flows) and help conduct scenario analysis.
Based on LFA Quick scan data (or on the basis of agreed assumptions to create a new supply chain) AS-IS model is developed. After AS-IS
model is successfully tested we develop an alternative TO-BE model (with altered fixed parameters) . The new model is used to conduct
experiments to determine the optimal values of control parameters.
Strategic level
Tactical level
Topology of main functions
and processes, supply
chains, key process metrics
Discrete units are modeled
quantitatively
The level of discrete
purchase / shipping orders,
sales units (or logistics
packages), transport units,
human resources
Example: Supply chain
topology
Examples:
Simulation of inventory levels
in supply chain. Logistics
network model
19
Operational level
The level of physical
interaction between the
simulated objects
Examples:
The production process,
warehouse, pedestrian
traffic, computer network
Confidential
Do not use without LFA Rus permission
20. Sales & Operations Planning
Common Sales & Operations Planning (S&OP) methodology allows to overcome gaps between strategic
and financial plans and operating results
Sales and Operations Planning is a mid-term integrated business management process through which executive team
continually achieves focus, alignment and synchronization among all functions of the organization.
Transportation
planning
Inventory
Planning
Sales & Operation
Planning
Preliminary Sales &
Operations Plan
Delivery
Demand
Dema nd
pl a n
Knowl edge
Demand planning
Product launch
and withdrawal
Sales
planning
Promotion
management
Forecasting
Client interaction
Production
planning
Stra tegic
ta rgets
Dema nd plan
Amendments
Materials
planning
Ca pa city
pl a nning
Procurement & Production
Planning
Procurement
pl a nning
Supplier interaction
Strategic planning
Budget
Amendments
Budget
Financial planning
Procurement & Production Planning
20
Demand planning
Integration of controlling, mid- and long-term planning
Integration of various planning areas (demand, distribution, production and
sales)
Reorganization aimed at creating an integrated process -oriented
management approach in the company
Demand planning based on statistical forecast models
Demand planning integrity: forecasting, product launch and withdrawal, sales
planning by distribution channels and key customers, special event planning
Continuous analysis of the forecast accuracy based on KPIs
Real-time optimization (tuning) of forecast model
Confidential
Do not use without LFA Rus permission
21. Inventory management
Inventory management radar provides high visibility of inventory levels and allows to determine priority
areas for improvement
1
Example of Inventory management radar
Revision of the SCM strategy taking into account the demand
variability in order to avoid deficit and secure low stock levels
Analysis and refinement of order placement process in terms
of the optimal order frequency, the time of delivery after
order placement, economic order quantity (EOQ)
Revision of the supplier base, the linkage of suppliers
The demand-oriented model of sales (from warehouse to
customer)
Analysis of the warehouse organization
Control of assortment with a focus on key customers and the
profitability of sales in the sales region
Accurate assortment policy
Forecasting
Accuracy
Inventory, September 2009
Identification and analysis of areas that are significant sources
of forecast deviations to improve the accuracy of forecasting
Choice between Make-to-Stock or Make-to-Order strategies
Establishing a minimum lot size in order to avoid the
unclaimed balances
5000
1
Excess stock
4000
2
Order
Placement
Process
2
5
Low turnover
3000
3
Distribution
and
warehouse
High turnover
2000
4
3
1000
4
0
21
Assortment of
goods
200
5
Deficit stock
400
600
Monthl y demand
800
1.000
Product
strategy
Confidential
Do not use without LFA Rus permission
22. Improving Procurement
LFA approach involves the analysis and improvement of the procurement system as an essential part of
the value chain management
Planning, Inventory
management
Procurement functions
Positioning of procurement
planning and inventory
management as an integral
part of an integrated
operational planning system
Developing procurement and
inventory management
models range
The calculation of regulatory
and insurance stocks
Forming procurement plans
(strategic, tactical,
operational)
Requirements
Management
Procurement
Commercial
function
Logistics
Procurement
Execution
Conformity
Management
Warehouse logistics
Requirements
Management
Expenditure analysis
(meeting budget)
Aggregating and optimizing
needs
Managing technical
specifications
Stock disposal (the decision
on the movement, sale of
illiquid assets, disposal, etc.)
Developing principles of
management accounting of
material flow
Execution
Validity check of the needs
Commercial function
Development of
procurement strategies for
categories of goods and
services
Contracting
Forming, authorizing and
placing of purchase orders
Control of the use of
appropriate procurement
procedures
Control of receipt
Expenditure control
Authorization of payments
Handling complaints
Preparation and
participation in tenders
Market analysis and
sourcing
Approval and authorization
of contract terms
Transportation logistics
Supplier Relationship Management (SRM)
Contract Management
22
Managing procurement regulations
Managing reporting system (metric processes, KPIs)
Confidential
Do not use without LFA Rus permission
Planning of optimal routes and
transport resources
Managing contracts with transport
and forwarding companies
transportation Order Management
Tracking execution of
transportation
Authorization of payment for
transport and freight forwarding
services
Handling complaints
Logistics support for foreign
trade operations
Conformity Management
Planning and optimization of
warehouse resources
Managing owned or rented
warehouses
Managing machinery and
equipment
Managing staff
Managing operations
Managing Contract escrow with
warehouse operators
Authorization of payment for
custody services
Organization of customs clearance
on the basis of plans for foreign
trade
Managing relations with customs
authorities and customs agents
Certification and relationship
management of certification
bodies (for imports)
Authorization of customs duties
and fees of customs agents
23. Asset management
The cost of asset ownership can be reduced by finding balance between the costs of maintenance and
repair and investment in the renewal of assets
Asset cost of ownership optimization over its lifecycle
Determining the optimal cost of asset ownership over
its lifecycle
The accumulated
life cycle costs
Timely investment in
assets
State of asset and its
maintenance
Availability and price of spare
parts and consumables
The framework and
contractual conditions
Optimization of inventory
matrix
The quality of materials
Optimization of the
inventory cycle
The optimum ratio of
maintenance costs and
investment
Asset age
Asset Maintenance
Asset quality
Proper design
Proper use of the asset (the
period of industrial load)
2010-2011
2012-2015
Efficiency
Cost of
materials
23
Cost of asset over
its lifecycle
Investments
in asset
Investment in
assets
Confirmation of
assets
KPI registration of
production equipment
Capital Expenditure
(CAPEX)
Project Expenditure
Costs
2021-2022
Confidential
Do not use without LFA Rus permission
Repair and
maintenance
Modernization of
assets
Preventive
maintenance
Repair and
maintenance
OEE
Meantime-to-Repair
Meantime-between-Failure
Direct costs
Cost of materials
Cost of services
Time
Start of
operations
Optimization
of assets
2016-2020
Power consumption
Modernization
Expenditure
24. Lean production
LFA methodology assumes convergence of Lean, Six Sigma and SCOR
Convergence of Lean, Six Sigma and SCOR
Synergetic approach involves the use of SCOR-model to develop a business
plan initiatives to improve supply chain management in accordance with
corporate goals and strategies and then implement Lean and Six Sigma for
priority projects. Application of SCOR-model before the introduction of Lean
and Six Sigma provides additional benefits:
Improvement of the entire supply chain rather than a separate
organization or unit
In-depth analysis of the entire supply chain
Selection of priority projects to achieve strategic business objectives.
24
Map of the value stream
Reduction of costs and inventory by identifying and eliminating losses
across the value chain
Synchronization of all production processes from raw materials to
finished goods
Synchronization of processes with customers and suppliers
Searching the right balance of equipment performance
Optimization of targets and monitoring systems
Optimization of shifts and staff management
Confidential
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25. Optimization of warehouse logistics
The performance of a warehouse is defined as the best ratio of three KPIs: operations rate, efficient use
of space, cost efficiency
Evaluation
Positioning of warehouse logistics
in the management system of
commodity flows
Positioning of warehousing in the
company's organizational structure
Distribution of logistics functionality,
warehouse logistics collaboration with
relevant business units
Diagnostics
Analysis of the WMS and
warehouse business processes
Analysis of the WMS
Study area of the warehouse
Study functional areas of the
warehouse
Study warehouse equipment and
machinery
Study of warehouse processes
Receipt
placement
internal transportation
Selection and packaging
shipment
Returns
Analysis of documents warehouse
Analysis of the IT system
Analysis of inventories
Topology of supply chain,
topology of warehouse
Topology of supply chains and
positioning of warehouse
Functions of warehouse in the supply
chain
Warehouse location, warehouse
scheme
Design
Implementation
control
Implementation
The development of technological
warehouse model
Consulting support of
transformation
Technological zoning
Topology of technological zones
Decisions on the type and design of zones /
storage sites and handling goods
Choice of warehouse material handling
equipment
Selecting a location for loading and
unloading zone
Selecting warehouse security system
Training and seminars for staff
members
Participation in WMS implementation
/ improvement team
Evaluation of results and
continuous improvement
Assessing the implementation
Training and seminars for staff
members
Business processes, documents, KPI
Develop and agree on the structure of
references
A diagram and detailed description of
business processes
Description of warehouse documents
The formal scheme of business processes
Metrics of business processes (KPI)
WMS requirements
Requirements to functionality of automated
WMS
Recommended WMS options
Development of Terms of Reference for IT of
equipment
Analysis of data sample timing
Analysis of the logistic
parameters of the nomenclature
matrix
25
Structure of the nomenclature matrix
Analysis of nomenclature categories
Analysis of the completeness of
logistic parameters
Standards
Process metrics (KPI)
Warehousing costs
Performance
Calculation of the operating regulations of
the warehouse (performance standards)
Calculation of staffing requirements.
Calculation of the shifts. Recommended
staffing table. Duty regulations for
warehouse employees
The system of warehouse employee
motivation
Plan of optimization of
warehouse logistics
Confidential
Do not use without LFA Rus permission
All LFA experts are former successful logistics and supply chain
practitioners and managers.
Close cooperation with experts from other countries provides
selection of optimal solutions
26. Improving transportation
Rising transportation costs that is associated with increased price of fuel and inefficient routing on busy
highways requires the use of modern technology
Tasks of improving the transportation system
LFA Solutions
Strategic planning of transportation and logistics
networks
Development of a network of automated sorting centers of FSUE
Russian Post in view of intermodal transportation;
Development of a network of terminals and logistics centers for Russian
Railways;
Development of a network of grain elevators in Ukraine in view of
reducing transport costs
Development of simulation models of transportation
and logistics network to substantiate effectiveness of
investments based on key performance indicators of the
transport system
Micro simulation of transport systems for optimizing
movement of vehicles and pedestrians, the
optimization of traffic light control
Development and implementation of intelligent
transportation systems (including satellite navigation
and routing)
Establishment / improvement of the transport company
/ department
Analysis and development of transportation logistics
outsourcing strategy
Optimization of routing
Reduction of transportation costs through the development of
optimized routes, including intermodal transportation
Development of optimized routes for passenger transports, taking into
account different types of public transport.
Development of optimization or simulation models of
transportation networks that allow to find streamlined
solution for the topology of transport and logistics
network
Optimization of urban transport system
Lack of road network capacity and its inconsistency with modern
requirements;
Low level of traffic management (poor traffic light regulation, parking
on narrow streets, etc.);
The low level of maintenance of urban roads (low quality cleaning of
roads from snow and ice, discordant schedule of road construction
works and late arrival of traffic police on the scene of an accident)
Improving the efficiency of the transport company
Outsourcing the transport logistics
26
Confidential
Do not use without LFA Rus permission
27. Logistics outsourcing 3PL/4PL providers
In case of successful overcoming of a number of bottlenecks a substantial cost reduction can be achieved
through outsourcing a number of logistics functions
3PL/4PL providers can be a source of
substantial economic effect*…
Inability to
determine the
correct
outsource
frame
12.3%
Reduction of fixed logistics asset
23.4%
Reduction of inventory costs
8.6%
Reduction of order lifecycle
9.8 da ys
10.2 da ys
Increase in level of service
The source of potential savings
A cl ear
s tra tegy for
conducting
operations
on the basis
of
outs ourcing
A cl ear
understandi
ng of the
rea son
outs ourcing
i s used
Incorrect
assessment of
current costs
Conduct a
deta iled
a nalysis of
current
expenditures
A cl ear
understandi
ng of wha t
ha ppens
(wha t
expenses
wi l l
di sappear)
when using
outs ourcing
Poor vendor
choice
Devel opmen
t of cl ear
cri teri a for
s upplier
s election
The
exa mination
of the
s elected
vendor
Identificatio
n of ri s ks
a nd work
pl a n to
control them
Poor
outsourcing
contract
As s ess
ca pa city
l evel and
fi nancial
cons traints
Poor quality
of control of
outsourcing
86.0%
92.7%
Increase of order fulfillment accuracy
90.4%
95.3%
Potential loss
*Source: 2009 Fourteenth Annual 3PL Study», September 2009
27
Confidential
Do not use without LFA Rus permission
A s trong
process of
i dentifying
a nd
moni toring
s a vi ngs
(benefits)
An effective
process to
i dentify a nd
res olve
probl ems
Impl ement a
ba lanced
s corecard to
eva l uate the
effectiveness
Ineffective
change of
service
provider
Agreement
on fa vorable
terms for
fi nishing
contra ctual
rel a tions
Choos ing
fa vora ble
terms
Des igning
effective
vendor
cha nge
processes
Approximately 60% of
savings can be lost
Mio. €
Reduction of logistics costs
Real Savings
… if bottlenecks are successfully avoided
28. Agroindustrial park
LFA approach in Agroindustry involves concentration of production facilities in a special zone to provide
complex logistics services
Agroindustrial park (AIP) is an area zoned and planned for
the purpose of development of agricultural industries. AIP
provides facilities for the full-cycle production from raw
material to finished goods minimizing logistics costs and
maximizing the efficiency of small and middle sized farms in
the region. AIP is an operative mechanism of governmental
regulation in the region as it provides stable demand and
distribution of agricultural goods.
State AIP Network
AIP is a key regional distributor of agricultural goods and
the only alternative to retail at the moment
Full-cycle production at AIP
Regional AIP Network
28
Confidential
Do not use without LFA Rus permission
29. Collective catering
LFA approach in collective catering involves creation of food value chains
Building a system requires an integrated approach
Producti on
Production model
Distribution model
Economic planning
Agroindustrial park
Agri cul tural
Producer
Ca teri ng
compa nies
Bus iness
Federal and
regi onal
i ns titutions
Consumption model
Cons umption
Di s tribution
Agroindustrial park –
key element in the integrated approach
Logi stics
Agri cul tural
ra w
ma terials
Food
processing
Industrial
food
production
Proces ses
Ca teri ng
compa nies
Functi ons
Cons umers
Collective catering is a complex system that includes
procurement and supply of agricultural products for
regional production, the full cycle of processing,
centralized production of semifinished food products and
ready meals, their storage, transportation, and
distribution (serving) to the end consumer – employees
and visitors of social institutions and private companies
(social and corporate catering)
Economic model
Fi nancial planning
Financial model
Cooperation with
s ta te i nstitutions
Cooperation model
Logi stics
Tra ns port
Food
processing
pl a nts
As s ociate
production
Industrial
food
producer
Logi stics
Sta te:
29
Гос.соц.
Publ ic social
iинституты
ns titutions
Regulatory s upport
Each step of forming the system requires a thorough analysis and
conduction of the necessary adjustments
Conditions for
system
development
Logi stics
•Sta te order
•Sta te
wa rra nty
•s ubsidies
•fa ci lities
Regulatory model
►
►
►
System design
legal aspects
Organizational aspects
financial and economic aspects
Confidential
Do not use without LFA Rus permission
►
►
►
System launch
technological aspects
engineering aspects
sanitary aspects
30. Logistics design of warehouses, industrial-logistics parks and
logistics clusters
Сonceptual
definition
Basic planning
solution
Logistics model
Conceptual determination of
industrial and logistics park is
based on analysis of the regional
logistic and assessment of
development area::
Basic planning solution allows
you to select the optimal layout
of industrial and warehouse
facilities, operational areas,
office, engineering and other
buildings and structures within
a nalysis of supply a nd demand for the complex, determine the
ma nufacturing and logistics
s ervi ces, existing market prices for optimal traffic scheme in the
territory, and review the
termi nal l ogistics servi ces, the
dyna mics of changes in prices a nd required power utilities:
ma rket forecast
Consultant develops basic
planning solutions, including:
eva l uation of the construction
zone of logistics park: the existing
bui ldings and facilities, tra nsport
i nfrastructure, utilities,
muni cipalities and labor,
cons truction restrictions
i ma ge of the ta rget clients, the
rol e of industrial and logistics park
i n the supply chain (commodity
fl ow s ystems) of the l ead clients
ca tegories of goods, the levels of
pa ckaging and related
requi rements for operations,
s tora ge ca pacity, operating
pa ra meters a nd of receiving and
s hi pments, additional services for
ca rgo handling
30
Financial model
Optional
Simulation model of inbound and
Key financial indicators can
outbound traffic flows
justified the recommended
concept of territory development
topol ogy of the technological
the mos t accurate method to
a reas: size, nominal constructions, and form of the operational
ca l culate the tra ffic load on the
business
pl a cement of i nternal
Logistics model of industrial and
logistics complex includes::
l oca tion a nd size of industrial a nd
wa rehouse buildings / terminals
(exi sting and new) a nd operating
a reas (container platform, crossdocki ng site - depending on the
a greed logistics park functionality)
l oca tion of office, housekeeping
a nd engineering areas
s cheme of tra ffic flows on the
terri tory: the a reas of entry / exit,
l oa ding / unloading, parking and
ma neuvering of motor tra nsport
technological areas and rooms,
the a rra ngement of technological
equipment (racks, etc.),
topol ogical scheme of the i nternal
tra ffi c of equipment and
pers onnel
technological solutions:
requi rements to the composition
a nd vol ume of l ogistics
operations, the general scheme of
ma terial flow, transportation a nd
technological scheme of
processing of goods; calculation of
s ta ffing requirements
the es timated va lue of investment
funds
revenue a nd expense i tems a t the
renta l schemes and organization
of operational business, the
ca l culation of key i ndicators
Requirement for construction and
engi neering sys tems: the
cons truction recommendations
for new terminals a nd renovation
of exi sting, requirements for
engi neering sys tems needed for
the operation of the terminal /
operational a reas
Axonometric design of a l ogistics
center (3D-views) for approved
cus tomer basic planning decisions
Confidential
Do not use without LFA Rus permission
terri tory of the logistics park, and
the i mpact of tra ffic load on the
pa rk a djacent tra nsport routes,
i nterchanges and transport hubs
effective for s ites l ocated near
densely populated a reas, a reas
a djacent to transport routes with
exi s ting i ntensive loading, as well
a s for i ndustrial and logistics park
wi th prospective i ntermodal
functi ons..
Preliminary design is developed
on the basis of the basic logistic
model, and includes blueprints
made in CAD, and engineering
calculations:
The overall space-planning
deci sions of industrial a nd l ogistics
pa rk: Geological preparatory basis
for a ma ster plan, plans for the
hei ghts, types of facades, s ections
A s a mple calculation of loads a nd
engi neering requirements for
connecting to utility networks.
Determination of requirements to
fi re a larm s ystems and fire fi ghting
31. Content
1
2
Our approach
3
LFA solutions for operational effectiveness
4
31
About LFA
List of accomplished projects in Russia and the CIS
Confidential
Do not use without LFA Rus permission
32. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Manufacture of food products and consumer goods
Company
Period
Brief description of the project
Mars (MasterFood)
1994-1996
Organization of freezer shelves service department across Russia and CIS
Market research of cold logistics chains in Russia, Ukraine, Kazakhstan
Pepsi International Bottlers
1996-1998
Nestle Food
1997-2002
Unilever CIS
1998 - 2000
Consultations on the organization of distribution and strategic planning distribution network.
Design of freight traffic in plants in Yekaterinburg, Samara.
Consultations on the organization of distribution warehouses of finished goods in Volgograd, Nizhny
Novgorod, Sochi
Consultations on the import of production equipment
Strategic planning of the distribution network.
Consultations on organization of logistics system distribution of ice cream.
Consultations on organization of distribution center in Samara, the operator "SBS"
Consultations on organization of traffic on the territory of the confectionery factory "Russia", the
freight forwarder "SBS Logistics"
Strategic planning of distribution network.
Consultations on organization of logistics distribution system of ice cream
Consultations on organization of distribution warehouses of finished goods in Moscow ( Narofominsk),
Volgograd, Kazan, Rostov, Novosibirsk, the operator "STU Logistics»
Development of logistics functions outsourcing scheme to 4PL providers. Conducting open tenders for
logistics services. Design of freight traffic in the Moscow Margarine Plant (MMP), the operator of inplant logistics "SBS"
Organization of the shuttle system at MMP-warehouse
Development of regional distribution strategy (SBS Logistics Freight Forwarder)
Sviatoy Istochnik (Святой
источник)
SladKo
32
1999
2001-2002
Logistics audit of the supply chain of finished products. Strategic planning of distribution network
Development and implementation of 4PL scheme
Design of freight traffic in plants in Yekaterinburg, Kazan
Consultations on the organization of distribution warehouses in Moscow, Kazan, 4PL operator
"Distribution Center"
Confidential
Do not use without LFA Rus permission
33. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Manufacture of food products and consumer goods
Company
ICN Pharmaceuticals
Lebedyansky
Period
2002
2003-2006
Brief description of the project
Design of urban delivery system (freight forwarder SBS Logistics). Tender for delivery services.
Logistics audit and consultations on organization of in-plant warehouses of raw materials (software,
documentation)
Logistics audit in-plant logistics, creating a simulation model of in-plant logistics requirements for
storage facilities for finished products and raw materials (In-plant storage).
Logistics audit and consultations on organization of a warehouse and freight traffic in the territory
Logistics audit of city delivery system
Regent
2004
Procter & Gamble
2004
Mir detstva
2004
Bystrov
2004
Logistics audit of in-plant logistics, logistics design of in-plant warehouse
Shatura-Mebel
(Retail)
2004
Design of urban delivery system. Tender for transportation services.
Farvater
Kazakhstan
2004
Logistics audit of commodity flows management, logistics audit of the central warehouse, urban
delivery system
Holding Vim
Moscow
2005
Logistics audit and development of supply chain management, warehouse logistics modernization.
Tender for transport services.
33
Consultations on organization of a warehouse in the Tula region, field studies and preparation of an
analytical review of the warehouse real estate in Tula region
Consultations on organization of contract manufacturing in Russia
Logistics audit and design of distribution center, preparation and support of outsourcing the
warehousing functions.
Confidential
Do not use without LFA Rus permission
34. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Manufacture of food products and consumer goods
Company
Period
Brief description of the project
Simbirsk Agricultural Groupp
(Tomsk)
USN Computers
2005
Logistics audit of group of companies (meat processing). Development of a system of commodity
registration (prior to project)
2005
Logistics audit, market analysis of warehouse real estate, evaluation of the alleged plot to create a
warehouse complex. Logistics planning.
Mir knigi
(catalog trade)
2005
Logistics audit and recommendations for logistics design concept of production and warehouse
complex of postal and catalog sales.
OLANT (Chicсo)
(retail)
2005, 2006
United Confectionary
Manufacturers
2005
SUN Interbrew
2005
WUNSCHE Handelsgesellschaft
Internetional MBH
2005
MorozProduct
(Belarus)
20052006
R-Modul
(Yekaterinburg)
2006, 2007
Russian svet (Tver)
34
2006
Logistics audit, optimization of warehouse logistics
Development of online store logistic model, development of catalog trade system
Development of the distribution center concept and business processes, WMS tender.
Preparing for warehousing outsourcing, development of distribution center on the basis of
"Distribution Center“ warehouse complex
Audit of in-plant logistics
Creation of a simulation model of in-plant logistics, Basic logistic model of warehouse terminal,
development of TOR for the construction design
Logistics audit and development of an effective strategy for foreign trade (imports of food products)
Logistics audit of the supply chain, modernization of management of commodity flows (SCM)
Market research of cold warehouses in Belarus. Development of an optimal transportation strategy.
Logistics design of cold warehouse complex, 6 hectares.
Logistics audit of warehouse. Development of warehouse logistic model.
Development of process model of a distribution center, selection and implementation of WMS
Logistics audit, logistics warehouse design, tendering to choose WMS
Confidential
Do not use without LFA Rus permission
35. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Manufacture of food products and consumer goods
Company
LUIS+
GK “Shater”
Period
2006
2006 present
Brief description of the project
Logistics audit of warehouse, technological upgrade of the warehouse
Development of logistical support of Moscow City facilities
Amdex Group
(Moscow, Saint-Petersburg)
2007
Market research of frozen and chilled goods logistics
Simple Wine
Moscow
2007
Logistics audit of warehouse, development of the technological model of the distribution center
Consulting support of warehouse logistics modernization and implementation of WMS
Delrus
Yekaterinburg
2007
Logistics audit of Supply chain
Rosstyle,
Moscow
2007
Logistics audit of warehouse, development of the technological model of the distribution center
MTI,
Ukraine
2008
Logistics audit and recommendations for the warehouse logistics modernization
LF Logistic
2008
Logistics audit and recommendations for the modernization warehouse logistics
Pragmatic Express
2008
Consulting support of warehouse logistics modernization and implementation of WMS
UMS 3PL
Ukraine
2008-2009
UTL
2008-2009
35
Consultations on implementation of WMS
Developing the concept of a logistics center for the logistics operator, further support for the project
to attract investors, negotiations with customers
Consulting services to assess the current state of business logistics operator and develop strategies to
optimize business
Confidential
Do not use without LFA Rus permission
36. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Manufacture of food products and consumer goods
Company
Period
AVON
2008-2010
Lebedyansky
(Progress)
2008-2011
CEDC
(GK Parliament)
2009
GK Globus
2009
Raimbek
Kazakhstan
2010
Abbott Laboratories
UKPF, Kazakhstan
2011-2012
2012 –
present
Brief description of the project
Logistics audit of the regional distribution system (selected RC and delivery)
Tender for transport services (transportation in Russia), the development of interoperability standards
with transport companies.
Tender for transport services (international), development of interoperability standards with transport
companies
Supporting the program complex of raw materials (RMD) warehouses management for the producer
of juices and baby food
Development and implementation of supply chain management system. Tender for transportation
services. Developing a SCOR-model of supply chain management
Development of a supply planning system and inventory management system using simulation
Logistics audit of a warehouse and distribution center concept development (vegetables, fruits)
Carrying out logistics audit of Food and Beverages Division: Production of juice and milk, Food
distribution, Distribution of alcoholic beverages
Consulting support at the tender for logistics provider
Supply Chain audit. Development of Supply chain strategy and operating model
Diadgeo
Russia
2013
Strategic design of supply chain network (development and verification of simulation model, scenario
analysis)
Klen
2013
Warehouse logistics audit. Development of anti-crisis program (Supply chain management and
operations)
36
Confidential
Do not use without LFA Rus permission
37. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Retail
Company
Period
Eldorado
2000,2007
Brief description of the project
Logistics audit and recommendations on the modernization of warehousing technologies
Expert assessment of the warehouse project in Novosibirsk
Shatura-Mebel
(retail)
2004
Designing a system of urban delivery. The tender for transport services.
Arbat-Prestige
2005
Logistics audit of retail network
Forming of logistics department and recruitment
AMSTOR
(Donetsk, Ukraine)
2006
Logistics audit, logistics warehouse design, tendering WMS
Rosstyle,
Moscow
2007
Logistics audit of warehouse, development of the technological model of the distribution center
MTI,
Ukraine
2008
Logistics audit and recommendations on the modernization of warehouse logistics
Forester (Retailer
«Narodny»), Kyrgyz
2007
Logistics audit of retail network, capacity calculation of Distribution center
LF Logistic
(L’Etoile)
2008
Logistics audit of warehouse and recommendations on the modernization of warehouse logistics
Monetka
Retailer
2009
Logistics audit of warehouse , SCM strategy
37
Confidential
Do not use without LFA Rus permission
38. Selective list of LFA accomplished projects
Improving logistics and supply chain management
Industry
Company
Period
Brief description of the project
JSC "NC "KTZ«
Ministry of Transport and
Communications of Kazakhstan
Sakhalin Energy Investment
Company
2011
Design of a master plan for the development of Kazakhstan transportation and logistics system (in the
framework of Strategy Partners project). Strategic plan for the development of logistic park network
2012
Procurement audit and recommendations for further improvement (in the framework of Bright Group
project)
JSC PhosAgro
2012
Logistics audit and design of a concept for further improvement of warehouse logistics at Cherepovets
(in the framework of Bright Group project)
JSC PhosAgro
2013
Logistics audit and design of a concept for further improvement of warehouse logistics at Apatity (in
the framework of Bright Group project)
38
Confidential
Do not use without LFA Rus permission
39. Selective list of LFA accomplished projects
Logistics design of warehouses, industrial and logistics parks
Company
Period
Brief description of the project
Nestle Food
2001
Developing the concept of distribution center in Kinel , Samara region (operator SBS)
Dva kapitana
2004
Logistical design of logistics center in Moscow region, Eremino (20 thousand square meters)
TT Logistics
(Lithuania)
2004
Logistics a warehouse complex design of Lithuania, Vilnius (24,000 pallets)
Brasis
2005-2006
Logistics audit, logistic a warehouse complex design of (Novorossiysk)
Logistics a warehouse design of Moscow Region, a prominent (12,500 pallets)
Logistics a warehouse design of Moscow Region, a prominent (22,000 pallets)
Development of warehousing procedures and documentation. Implementation of SSA WMS 4000
(EXceed 4000). Starting the warehouse
Distribution center
2005
Trust-terminal
Lytkarino
2006
Logistics design of a warehouse complex Moscow Region, Lytkarino (30,000 sq.m.)
Midland Development
2006
Assessment of land plots for development of industrial and logistics areas (total area of about 1000 ha
plots)
PEAK
Kazakhstan
2006
Developing the concept of logistics center, Almaty (about 100 thousand square meters). Building a
simulation model of the motor and rail transport.
PromArchProekt
20062007
Development of technological model of a warehouse complex Moscow region (42 000 sq. m. storage
space)
Intrust NN
(Nizhny Novgorod)
2007
Development of the logistics concept of a warehouse complex 40 hectares (150,000 sqm storage
space)
39
Confidential
Do not use without LFA Rus permission
40. Selective list of LFA accomplished projects
Logistics design of warehouses, industrial and logistics parks
Company
Period
Brief description of the project
RosRegionProekt
Group K1
2007
Logistics a warehouse complex design of, Moscow region 21 hectares (about 100,000 sq. m. storage
space).
Taller Capital
2007
Logistics design of the complex of cold warehouses, the Leningrad Region 59 hectares (about 300,000
sq. m storage space).
White Days Investment
Group К1/Raven Russia
2007
Logistics design of a warehouse complex Leningrad region of 37 ha
Budindustry
Ukraine
2007
Logistics design of warehouse complex in Desnyanskiy district of Kyiv 5.6 hectares
Budindustry
Ukraine
2007
Logistics design of warehouse complex in Svyatoshinsky area in Kiev 14 ha
VS Energy
Ukraine
2007
Development of the concept of industrial and logistics center, Volyn region 40 ha
Metalline
Yekaterinburg
2007
Logistics design of a warehouse complex 8 ha, Yekaterinburg
VS Energy
Ukraine
2007
Developing the concept of a warehouse complex 40 ha, Kyiv region
Baltic Investment
Company, Riga
2007
Analysis of the logistics market, concept of a warehouse complex, Dnepropetrovsk
RosTransTerminal,
Samara
2007
Expert assessment a warehouse complex project 18,000 sq.m.
40
Confidential
Do not use without LFA Rus permission
41. Selective list of LFA accomplished projects
Logistics design of warehouses, industrial and logistics parks
Company
Period
Brief description of the project
BZK
(Riga, Latvia)
2007
Logistics design of a warehouse complex 10,000 square meters, Riga
MorozProduct
(Belarus)
2007
Market research of cold warehouses in Belarus. Logistics design of cold a warehouse complex 6
hectares.
RostovKomBytOptTorg,
Rostov
2007
Logistics design of a warehouse complex 6000 sq.m. (re-development), Rostov
RosRegionProekt
Group К1/Quinn
2007
Consulting support of designing a warehouse complex of about 100 thousand sq. m
LEKT
(Minsk, Belarus)
2007
Developing the concept of a warehouse complex with the functions of bonded warehouse 7 ha
VS Energy
Ukraine
2007
Developing the concept of a warehouse complex 9 ha, Kyiv region
Happyland
Europark
2007
Development of technological model of multifunctional logistics center 25,000 sq m, Moscow region
Raven Group Russia,
Saint-Petersburg
2007
Redesigning of logistics center, St. Petersburg, 30 ha
Feliks,
Belarus
2007
Logistics design of a warehouse complex (distribution center) 5 ha
RTL Holding,
Belarus
2008
Design of a warehouse complex, Mogilev, 2.5 ha
41
Confidential
Do not use without LFA Rus permission
42. Selective list of LFA accomplished projects
Logistics design of warehouses, industrial and logistics parks
Company
Period
Brief description of the project
ForumInvest,
Ukraine
2008
Developing the concept of industrial and logistics zone "Aeropolis" 2500 hectares
Happy Horse
Belarus
2008
Logistics design of a warehouse complex in the area of 5,5 hectares
ChelHolod
(Chelyabinsk)
2008
Development of logistics concept of of cold warehouse
MAKS Studio
2009
Consulting support of designing a logistics park 300 thousand sq. m storage space (Astana, Kazakhstan)
Rosselhoz bank
2011
Developing the concept of Agro-industrial park "Stavropol"
GK Globus
42
2012, 2013
Logistics design of a warehouse for storage and handling of fresh fruits and vegetables
Confidential
Do not use without LFA Rus permission
43. Selective list of accomplished projects
Simulation modeling
Company
Period
Brief description of the project
LFA Projects involving Andreу Khlous
SUN Interbrew
2005
JSC Lebedyansky
2005-2006
PEAK Kazakhstan
2006
Creating a simulation model of in-plant logistics (the model of production, warehouses,
intraproduction movements of raw materials, packaging and finished products)
Creating a simulation model of in-plant logistics, determining requirements for storage facilities for
finished products and raw materials (Inplant storage).
Building a simulation models of the motor and rail traffic in the logistics complex 40 ha
Projects involving Andrey Malykhanov
General Electric
2007-2008
JSC «Mechel»
2008-2009
JSC «UZ-Daewoo Auto
Voronezh»
2010
Development of a simulation model of universal health care institutions.
Role in the project: model requirements analysis. Development and approval of technical specifications.
Developing system of indicators of medical equipment efficiency. Development of simulation models in the
AnyLogic modeling environment. Implementation of the model and support for users
Consulting support of conversion of furnace steel processing shop at the Chelyabinsk Metallurgical Plant.
Role in the project: Analysis of planned changes in the characteristics of equipment and processes of metal.
Preparation of the operating concept of shop. model Development and approval of technical specifications. The
implementation of a simulation model. Testing and implementation of the model. Design and analysis of process
scenarios at the steel plant. User support developed on the basis of support system’s model for operational and
strategic decisions
Development of decision support systems in the field of vehicles distribution
Role in the project: Analysis of business processes of vehicle distribution The formalization and analysis of system
requirements. Development of a simulation model, which includes sales forecasting, cost forecasting and pricing
optimization modules. Project management, recruitment and training of employees. Implementation, analysis of
system operation and user support
Projects involving Andrey Khlous and Andrey Malyhanov
Russian Post
2010 –
present
Diadgeo Russia
2013
Providing consulting services in creating a network of automated sorting centers of mail service.
Role in the project: Description and analysis of mail transportation and sorting. Development of an operating
model of a network of automated sorting centers (ASC). Development of a simulation model, analysis of
operating performance of ASC network, scenario analysis of ASC network. Development of recommendations for
the development of ASC networks
Simulation modelling of company’s distribution network in Russia
JSC PhosAgro
2013
Simulation modelling of industrial logistics network at Apatity mining site
43
Confidential
Do not use without LFA Rus permission
44. Selective list of LFA accomplished projects
Andrey Khlous experience as Head of Supply Chain & Operations Consulting Practice in Ernst & Young
Company
DAIKIN
Period
2010
Brief description of the project
Network of liquor stores
"Red and White"
(Chelyabinsk)
Mareven Food Central LLC
(Brands: Rollton, BIGBON)
JSC Gazprom
JSC Integra
Developing the concept of entering the Russian market
Development of recommendations for possible schemes of functioning in the Russian Federation
Development of recommendations on patterns of interaction with distributors
Development of recommendations for optimizing the schemes delivery, including customs clearance
and tax law issues
Development of recommendations on standardizing and maintaining the required level of reserves
Development of recommendations on operational logistics
2010
Operational diagnosis of supply chain management and advice on moving to a new warehouse area. In
addition, logistics design of a new warehouse was done
2010
Operational diagnosis of supply chain management. Analysis and evaluation of the existing system of
supply chain management and development of recommendations
2010
2010-2011
Analysis of supply routes of the material and technical resources;
Analysis of value chain;
Analysis of inventory control system design;
Development of an optimal supply route;
Calculating costs of alternative supply routes of material and technical resources including the cost of
transportation, insurance, storage, loading and unloading, customs fees.
Developing the concept of improving the system of support logistics
JSC RZD (Russian Railways)
2011-present
Preparation of project concept, development of technical specifications, the launch of the project
Improved planning and inventory control
Russian Post
2011-present
Preparation of project concept, development of technical specifications, the launch of the project
Feasibility study of developing a network of automated sorting centers. Development of a simulation
model of ASC network
Metinvest (Ukraine)
2011-present
Preparation of project concept
Development of the target operating model of the holding (26 companies), including the target scheme of
business processes (SCOR third level of detail)
MVideo
2011- present
Developing the concept of the project.
Strategic planning of the logistics network (systems distribution centers), taking into account the logistical
parameters of commodity groups.
44
Confidential
Do not use without LFA Rus permission
45. Logistics Field Audit™
LFA Rus, Ltd.
Representative office of
Logistics Field Audit™
in Russia, Ukraine and
Kazakhstan
125284 Moscow,
Begovaya, 6,
Business Center
«Begovaya 6»
+7 (495) 760 6680
+7 (495) 760 2208
lfa@lfa.ru
www.lfa.ru