Prospects for the development of transport in Russia. Development prospects and problems of the global transport system International automobile agreements
Introduction………………………………………………………………………………………...3
1. Current issues and trends in the development of logistics………………………..7
1.1. The relevance of logistics in the Russian economy…………7
1.2. Main factors of logistics development……………………………27
1.3. From purchase to sale: degree of responsibility………………...31
2. Location of the Russian transport complex……………………………..43
2.1. Railway transport……………………………………….45
2.2. Road transport……………………………………………………..50
2.3. Water transport……………………………………………………53
2.4. Pipeline transport………………………………………………………...56
2.5. Air transport………………………………………………………...…..58
3. Problems and prospects for the development of transport in Russia……………………59
3.1. Future trends in the development of logistics in the Russian Federation…………………..59
3.2. Researchers on the current situation of logistics in the Russian Federation in comparison with EU countries…………………………………………………………68
Conclusion………………………………………………………………………………….70
List of references……………………………………………………………...73
Applications………………………………………………………………………………...75
Introduction
The topic “Development of logistics in Russia” is one of the most important topics in the context of the emergence of a market economy in Russia. Its relevance lies in the fact that transport is the connecting link between the producer and the consumer. In addition, the logistics factor strengthens foreign economic relations between states and promotes the international division of labor. The production process itself ends precisely at the moment when the product is delivered to the consumer. The logistics factor is one of the most important when locating production. For rational placement of production, this factor must be taken into account. Logistics plays a big role in the development of territories.
The main goal of the thesis research is to study, on the basis of modern sources of scientific and educational literature, statistics, the features of the location and development of the logistics complex of the Russian Federation and to justify possible directions for its future development.
To achieve this goal, it is necessary to solve certain tasks:
1) analyze the experience presented in the economic literature;
2) identify the main transport distribution centers;
3) study various forms and methods of solving problems in the development of the Russian transport complex;
4) reveal the full need to solve these problems.
The object of research in the thesis is the development of logistics in Russia.
The subject of the study is:
1) mechanism for locating the logistics complex of the Russian Federation;
2) processes for managing the placement and development of transport as a sector of the economy;
3) main directions in solving logistics problems in the country.
The condition and development of the transport system are of exceptional importance for the Russian Federation. Transport, along with other infrastructure sectors, provides the basic conditions for the life of society, being an important tool for achieving social, economic, foreign policy and other goals. In modern conditions, transport is one of the determining functional factors for increasing economic growth rates
Currently, the transport system as a whole satisfies the demand for the transportation of passengers and goods. Since 2000, the growth of transport services on average per year has been 3.8% for freight transport, 6.7% for passenger transport, with annual economic growth averaging about 6.1%. At the same time, the growth of transport services is distributed unevenly between different modes of transport. This is due to problems in the development of certain types of transport and significant regional unevenness.
Thus, in the last decade there has been an accelerated aging of the civil sea and river fleet and civil aviation of Russia, associated with the wear and tear of vessels, which is not accompanied by an adequate renewal of their fleet. This threatens to force domestic carriers out of the market and increase unemployment among specialists in these areas.
Without a comprehensive and systematic solution to the problems of transport infrastructure development, it is impossible to double GDP, make a qualitative breakthrough in the economy, increase the economic potential of the regions and the competitiveness of domestic producers, and ensure a decent quality of life for the Russian population.
In recent years, significant changes have occurred in the legislative framework of this area aimed at increasing the economic efficiency of its activities.
As a result of the reform of federal executive authorities, carried out in accordance with Decree of the President of the Russian Federation dated March 9, 2004 No. 314 “On the system and structure of federal executive authorities”, there was a merger of three such important federal ministries as the Ministry of Transport, the Ministry of Railways and the Ministry of Communications into one common Ministry of Transport and Communications of Russia, which marked the beginning of one of the most complex and responsible reforms in the country’s economy. The main benefit should come from improving interaction at the junctions of various modes of transport, primarily in places where cargo is transshipped from wagons to the holds of ships, onto cars, etc.
The main regulatory documents, the finalization of which in 2004 was mainly carried out by the executive branch of government, are "Strategy for the development of transport in the Russian Federation until 2020" And federal target program “Modernization of the transport system of Russia”.The Transport Strategy, approved by the State Council and the Government of the Russian Federation, was finalized taking into account the President’s message, the concept of reforming the budget process and the administrative reform carried out. These are fundamental policy documents that define priority directions for the development of the country’s transport complex for the long term.
In accordance with this, the new edition of the Transport Strategy defines the long-term priorities of the state transport policy of the Russian Federation, the priority tasks of institutional reforms in transport, the implementation of the principles of public-private partnership, as well as the main goals and targets for the development of the transport complex for the period until 2020. In turn, the provisions of the Transport Strategy should become the basis for the development and adjustment of federal legislation, federal target programs, both in transport itself and in related sectors of the economy.
The implementation of the transport strategy of the Russian Federation will allow achieving the following main results by 2020:
The creation of a unified core transport network without gaps and bottlenecks will be completed;
Population mobility will increase by 50%;
Most settlements will have year-round access to major land transport communications;
Eight out of ten Russian families will be able to actively use a car;
The comfort and quality of service of passenger transport will significantly increase;
The share of domestic ports in servicing foreign trade cargo flows will increase from the current 75 to 85%;
The freight capacity of GDP will decrease by 8-10%;
The speed of freight traffic will increase by 15-20%, and on the main international transport corridors - by 20-30%;
The share of domestic merchant fleet tonnage registered in national registries will increase from 35 to 50%;
Transit transportation through Russian territory will reach 60-70 million tons per year;
The number of fatalities per 1000 vehicles will decrease by 50%
1. Current issues and trends in the development of logistics
1.1. The relevance of logistics in the Russian economy
The company's activities in the market are determined by its main goal - the mission that determines its business activity, behavior in the market and leading to its financial well-being and stability.
Fierce competition in the market, the emergence of new, cheaper and quite effective developments force us to reconsider the existing principles of the company's functioning.
Many established concepts and principles of work, which were quite acceptable and satisfied the company’s management, are beginning to significantly slow down the dynamics of business development and require detailed analysis and revision in order to improve them. To maintain their market positions, companies need to make certain efforts to increase the level of technology and efficiency of business processes.
There is an urgent need to find additional opportunities to further reduce costs and product costs, improve the level of quality of customer service, reorganize and restructure the company in order to improve business efficiency.
We are talking about restructuring the business based on a logistics approach. At the same time, various (economic, social, technical, technological, organizational, legal, scientific, psychological, environmental, etc.) aspects of people’s activities are affected. In many cases this is a fairly painful procedure.
For managers of most Russian companies, logistics management methods are quite well known. At the same time, they are used only in individual cases and at the level of intuition. This poses an urgent task for representatives of Russian science to develop a fundamental scientific and methodological basis for the effective use of the logistics concept in business.
In recent years, modern logistics concepts have been successfully applied by leading Russian companies in the strategic and operational management of key business areas. The introduction of modern logistics management into business practice makes it possible to increase the organizational and economic stability of the company in the market. The use of the logistics concept is one of the main reserves for reducing the level of total costs of company resources.
The US Logistics Management Council gave the following definition of logistics: “Logistics is the process of planning, managing and controlling the effective (from the point of view of cost reduction) flow of inventories of raw materials, materials, work in progress, finished goods, services and related information from the point of origin of this flow to the place its consumption (including imports, exports, internal and external movements) for the purpose of fully satisfying consumer demands.”
Logistics is a business concept based on the involvement of individual interrelated elements in the overall process in order to prevent waste of company resources. Logistics is considered as one of the business tools that allows you to save company resources.
According to the European Logistics Association for 2005, the use of logistics developments can reduce the production time of goods by 25%, reduce the cost of production by up to 30%, and reduce the volume of inventories from 30 to 70%.
The main task of logistics is to optimize internal and external material flows, as well as the accompanying information and financial flows, and optimize business processes in order to minimize total resource costs.
The logistics process must proceed in compliance with the basic rule of logistics - the “7R” rule:
1R (right product) - desired product;
2R (right quality) - required quality;
3R (right quantity) - in the required quantity;
4R (right time) - at the right time;
5R (right place) - to the right place;
6R (right customer) - to the right consumer;
7R (right cost) - with the required level of costs.
The essence of the classical definition of the general goals of the logistics function is that the consumer must receive the goods necessary in terms of quality and quantity, at the right time, in the right place, from a reliable supplier with a good level of service (both before and after the sale of products) and at a given level of total costs.
As you can see, success in “converting” potential customers into actual ones depends on efficiency and efficiency in fulfilling customer requirements. Failure to comply with any of these requirements may result in loss of customers and corresponding market share. This can be illustrated by examples of consumers refusing products offered by the company, for example, due to long lead times.
Logistics activities are integrated in nature and extend from the moment the need for products arises until the moment the need is satisfied.
Logistics management of a company can be defined as end-to-end (integrated) management of business processes for promoting products and accompanying flows from the source of its origin to the end consumer in order to achieve maximum efficiency of the company.
Logistics management in a company performs the functions of organization, planning, regulation, coordination, control and analysis. One of the most important tasks of logistics management in a company is the coordination of logistics functions and coordination of goals with suppliers, contractors and consumers.
The object of logistics management is flows, flow processes, any processes associated with the movement of something.
Logistics management of a company can also be considered as a system that links into a single whole the management of both internal business processes and the business processes of partners.
The basis of the company's logistics management is the idea of continuous monitoring of the entire supply chain. Looking at a company's business from this perspective offers many advantages. Management gets the opportunity to see how effectively certain resources are used, identify sources of losses, optimize the activities of employees in order to improve the final results of the company.
Effective use of logistics principles and methods allows company management to free up funds for additional investments.
The introduction of logistics management will also reduce the level of product inventories in supply, production and sales, accelerate the turnover of invested capital, reduce production costs, and ensure satisfaction of consumer needs.
The focus of the logistics management system should be on the process of fulfilling consumer orders.
There is a tendency to increase the level of requirements placed by consumers on the quality of service. With the development of market relations, consumers have more and more opportunities to compare and choose the best service.
The quality of logistics services is the satisfaction of consumer needs, expressed in the proper fulfillment of orders, the absence of errors, the efficient provision of services and the constant desire to improve the level of service, compliance of the level of service with consumer standards, the terms of the contract, or the usually imposed requirements for quality of service.
The logistics service management system is based on the following basic principles:
Customer focus;
Business process orientation;
Focus on preventing errors and failures;
Focus on continuous improvement.
The main concepts of logistics services are the concepts of Customer Satisfaction and Consumer Service. Their essence is to build such relationships with the consumer, within the framework of which it is possible to solve almost all the consumer’s problems based on studying his needs (“the customer is always right”). The main task is to help the consumer make his business more efficient and profitable. For this, it is recommended to conduct a detailed analysis consumer pain points.
Due to its pronounced focus on the end consumer, the logistics approach differs significantly from simple distribution technologies tested on the Russian market, which imposes certain requirements on the functioning of the company in general and the logistics service in particular.
It is necessary to carry out work to develop a uniform, standardized logistics terminology. Specialists from functional departments of the company must speak the same language, use similar terms and understand each other.
One of the important conditions for the penetration of the logistics idea into all areas of the company’s business is the presence of highly qualified logistics specialists.
Currently, there is a certain shortage of specialists who not only have practical experience, but also have fundamental theoretical knowledge in the field of logistics. Good logistics specialists must have knowledge from various areas, as well as know the general relationships between functional areas of the business.
The basic principles of the company’s personnel policy should be the following:
People are the main decisive element in a company's logistics system;
- it is necessary to provide conditions for continuous improvement of the level of professional qualifications of employees, since the qualifications of an employee directly affect the degree of his motivation and attitude towards his work;
- the use of management methods aimed at helping the employee better perform his job duties, namely:
- eliminating the atmosphere of fear. For example, out of fear of being reprimanded for delays in preparing a contract, a sales manager may make mistakes in formulating the terms of the contract. Or, due to fear of refusal to conclude a contract, he promises a potential client delivery on time, although in this particular situation this may not be feasible. If mistakes entail certain sanctions, the employee will take measures to hide them or shift responsibility to another person;
Removing vertical barriers (communication problems between managers and employees);
Removing horizontal barriers (communication problems between employees of functional departments);
Putting forward requirements for continuous improvement of personnel;
Refusal of rigidly established norms;
Clear understanding of company policy by employees;
Aligning short-term requirements with long-term strategy.
In essence, only the basics of logistics knowledge are taught in universities. It is necessary to develop a system for students to undergo internship programs and internships in companies. For comparison, in European universities, industrial practice takes up half the time allocated for education in the field of logistics. It is necessary to improve methods of teaching logistics disciplines, especially in the business education system. There is a shortage of qualified teaching staff.
It is necessary to ensure priority training and advanced training of employees directly responsible for fulfilling orders from the company’s clients.
It also seems important to teach the basics of logistics to those in power at the national and regional levels to improve their professionalism and competence.
Each structural unit of the company performs a specific function unique to it, for the results of which the head of the unit is responsible to the company's management. For a number of reasons, heads of functional departments put their local goals above corporate goals. If, in addition, the interests of the divisions intersect, this makes them rivals. Rivalry can lead to conflict situations regarding the delegation of responsibility and authority. This is also facilitated by the lack of a system of clearly defined job responsibilities for specialists. As a result, specialists from functional departments may not have a general idea of what functions in the logistics process are assigned to them.
Specialists of the company's functional departments, trying to improve the results of performing their function, may not take into account the impact of the long-term consequences of the management decisions they make on the performance of other functions and the results of the company as a whole.
The company's logistics system works effectively for the consumer when the main elements of the system, such as procurement, production, storage, transportation and distribution, function as a single, well-functioning mechanism. This cannot be achieved if, in the process of fulfilling consumer orders, employees of functional departments quite professionally implement their part of the functions of order fulfillment, but are not responsible for the results of order fulfillment as a whole.
Clearly expressed formalization;
Availability of related information systems;
Centralization of decision making;
And a high level of control intensity.
Elimination of formalism;
Availability of unrelated information systems;
Decentralization of decision making;
Low level of control intensity.
In the organizational structure of the company, almost all management functions are interconnected with the logistics system. Therefore, the logistics service must interact closely with various functional departments of the company. The logistics service interacts with the main functional departments, ensuring the optimization of their activities and the systemic stability of the company.
The logistics service plays the role of one of the main departments, without which the goods sold would be deprived of one of the main consumer properties - to be accessible to the consumer.
The creation of a logistics service will allow us to link into a single system the tasks of logistics management of the company’s internal business processes with the business processes of partners and consumers.
In the structure of the logistics service, all functions necessary for effective order fulfillment are combined into a powerful centrally controlled mechanism that allows solving orders of almost any complexity responsibly, harmoniously and professionally.
Understanding the benefits of effective interaction between functional departments and the logistics service, the presence of an effective communication system between departments, and the support of the company’s management can make a significant contribution to the implementation of the company’s strategic goal.
Kanter, a famous German expert on organizational behavior, noted that “true freedom does not consist in the absence of structure, i.e. in the ability for workers to get out of control and do as they please, but rather in a clear structure that allows people to work within limits independently and creatively.” Such a management structure can be drawn up based on the development of job descriptions for specialists.
It seems very important to develop a system for a clear distribution of job responsibilities of logistics specialists.
Job responsibilities are the main functions that can be entrusted in whole or in part to the employee occupying this position, taking into account the technological homogeneity and interconnectedness of work, allowing for optimal specialization of employees.
One of the important tasks of a logistics specialist is to determine possible ways and methods of responding to influencing environmental factors - political, economic, legal, technical, technological, social, environmental, etc.
One of the main tasks of a logistics specialist is to analyze the situation, find out the interests of each link in the production-consumption chain and coordinate their activities. The goal of logistics is to organize the entire route of order promotion in such a way as to minimize costs at each link of this logistics chain.
A logistician is a professional “miser” who is almost the only one in the entire logistics chain who thinks not about how to make money, but how to save money.
The choice of methods for reducing the level of logistics costs is carried out taking into account such factors as the complexity of the company’s logistics system (for example, the number of consumer warehouses, source warehouses, the complexity and nature of the routes connecting them), the number of types of products (assortment, packaging, requirements for transportation modes) , volumes of transportation, planning period, number of types of transport used, operating hours of transport companies, etc.
It is necessary to start with studying the current material flow accounting system, creating a “photograph” of the process, identifying “bottlenecks” in the accounting and control system.
Control over the entire value chain is also one of the effective ways to minimize interaction costs. This contributed to the creation of vertically integrated companies, so characteristic of Russian business, in particular, the Russian Aluminum group.
Vertical integration provides control over the entire value chain. A so-called “closed” corporate organizational structure is used, which does not allow external companies to offer more effective solutions for individual links in this supply chain. Thus, the level of interaction costs is reduced.
To maintain competitiveness in the market, a company is recommended to choose either a global scale of activity, which leads to a significant reduction in the level of costs per unit of production (the business of the Russian Aluminum group can be taken as an example), or deep specialization, which allows it to be only one of the elements in the value chain - but the best.
There is a tendency to transform the system of business connections of manufacturers, suppliers and consumers into an interconnected system of flexible alliances, or so-called networks. Alliances reduce the costs of interaction between companies and with the end consumer.
There are several ways to reduce the cost of products - from reducing the share of your own profit to receiving certain discounts on purchase prices from the supplier. However, the most effective way is to reduce product costs by reducing overhead costs at various stages of the logistics process. Significant cost reductions can be achieved by restructuring the links in the logistics chain and improving the entire logistics process as a whole. At the same time, hidden reserves are revealed that make it possible to significantly reduce the level of costs and, ultimately, reduce the cost of products.
There is a tendency for production volumes to increase. However, in general, there was no noticeable breakthrough in economic development.
Have short delivery times;
Provide delivery information;
Have the ability to store goods for subsequent delivery;
Forward the order;
Possibility to organize a tracking system for order progress.
1.2. Main factors for the development of logistics
Interest in the problems of logistics development in industrialized countries has historically been associated primarily with economic reasons. In conditions when the growth of production volumes and the expansion of intranational and micro-economic relations led to an increase in the costs of distribution, the attention of entrepreneurs focused on finding new forms of optimizing market activity and reducing costs in this area.
The development of logistics, in addition to the desire of firms to reduce time and money costs associated with the movement of goods, was determined by the following 2 factors:
1. Complication of the system of market relations and increasing requirements for the qualitative characteristics of the distribution process.
2. Creation of flexible production systems.
The transition from a seller's market to a buyers' market had a significant impact on the development of logistics. If in the pre-transition period the decision on product release preceded the development of a sales policy, then in conditions of market oversaturation, the imperative became the requirement to formulate production programs depending on the volume and structure of market demand.
Adaptation to the interests of the clientele in conditions of intense competition required that manufacturing companies respond adequately to these conditions, and the result was an increase in the quality of service, and, above all, a reduction in order fulfillment time and compliance with the agreed delivery schedule. Thus, the time factor, along with the price and quality of products, began to determine the success of the enterprise in the modern market.
The complication of implementation problems with the simultaneous increase in requirements for the quality of the distribution process caused a similar reaction among manufacturing companies regarding their suppliers of raw materials and materials. As a result, a complex system of connections was formed between various market entities, which required modification of existing organizational models in the field of supply and sales.
Work has been actively undertaken to optimize certain areas of product distribution. The replacement of traditional conveyors with robots has led to significant savings in human labor and the creation of flexible production structures. But working on the principle of “small batches” entailed corresponding changes in the system of providing production with material resources and marketing finished products. In many cases, supplying large volumes of raw materials, semi-finished products and final steel products is not only uneconomical, but simply unnecessary. In this regard, there was no longer a need to have large storage capacities at enterprises and a need arose to transport goods in small quantities, but within tighter deadlines. At the same time, the increased transportation costs were largely covered by reducing warehouse costs.
In addition to the factors that directly determined the development of logistics, it is necessary to note the factors that contributed to the creation of opportunities for this:
1. Using systems theory and trade-offs to solve economic problems.
2. Acceleration of scientific and technical progress in communications, introduction into business practice of the latest generation of computers used in the field of product distribution.
3. Unification of rules and regulations for the supply of goods in foreign economic activity, elimination of various types of import and export restrictions, etc.
The formation of the concept of logistics was accelerated by the development of systems theory and trade-off theory. In accordance with the first, the problem of commodity circulation began to be viewed as complex. The most important requirement of the theory is the mandatory analysis of all components of the commodity distribution system, their internal and external relationships.
The settlement of relationships within logistics became possible with the help of the theory of compromises. It is on its basis that an effect that suits the system as a whole is achieved. In relation to product distribution, solutions are selected that have a positive impact on reducing total costs or increasing total profits, even if to the detriment of the activities of individual divisions of the company.
Technical progress in communications and computer science played an important role in creating objective opportunities for the development of logistics. The use of modern means of information tracking of material flows contributes to the introduction of “paperless” technology. With such a system, on all sections of the route, at any time, it is possible to obtain comprehensive information about the cargo and, based on this, make management decisions. With the help of “computer logistics”, throughout the entire service chain, the company’s activities are analyzed and its position is assessed in comparison with competitors. Information systems also provide data on the market capacity and its saturation with goods.
Measures were taken to regulate the international flow of goods in order to simplify, minimize or eliminate factors that complicate the passage of goods flows. As a result, the time spent by goods in transit was reduced, the accuracy of their delivery and safety was increased, and inventories of material assets in border areas were reduced.
At the same time, international distribution centers were created and warehouse layouts were changed. Containers, rolling stock and technical parameters of communication routes were unified, which made it possible to use automatic systems for reading and addressing cargo. The increase in the volume of material flows in international communications dictated the need to eliminate excessive detail in the rules and regulations established on a bilateral basis. The process of coordinating investments in the creation of international logistics infrastructure has begun.
1.3. From purchase to sale: degree of responsibility
A modern approach to business requires an integrated approach to the procurement, transportation, warehousing and sale of goods. For this purpose, logistics departments are increasingly being created. How to delineate the powers of this department and those adjacent to it?
Responsibilities of a logistician
The standard instructions for the head of the logistics department contain, in particular, the following points:
2.22.1. Determining product needs.
2.22.2. Management of orders, their volumes, preparation and placement.
2.22.3. Management of special orders.
2.22.4. Report generation and analysis of order execution.
2.23. Procurement management.
2.23.1. Development of a procurement plan.
2.23.2. Selection of basic delivery conditions and supplier.
2.23.3. Development of transport contract terms.
2.23.4. Development of a supply agreement and its conclusion.
2.23.5. Selecting types and terms of payments.
2.23.6. Organization of interaction with suppliers.
2.24. Supply chain management.
2.24.1. Delivery planning.
2.24.2. Monitoring of supplies.
2.24.3. Analysis of delivery results.
A layer of sales people has appeared in Russian business, whose main task is to be “in the field”, to find and retain clients, and further sales planning is the responsibility of logisticians. Such businessmen are convinced that sales cannot be predicted, but depend solely on the mood of the client.
This approach hinders the consolidation and centralization of supplies and leads to an increase in transport costs and order processing costs. It forces logistics specialists to order just a few units of goods every two days, instead of ordering goods for a month at once. The lack of a systematic approach on the part of businessmen when planning sales and the belief of some logisticians that planning the need for products and purchases is their responsibility leads to the fact that logisticians switch to independent planning, which is not always effective. Errors in planning are due not so much to the “youth” of Russian logistics or the inapplicability of Western experience (most logistics technologies and the modern ideology of logistics came to Russia from the West), but to the fact that the methods and formulas available to the logistician are based on outdated statistical data and mathematical analysis .
Employees of the new logistics department, who came from the purchasing department, show good planning results. This situation most often occurs in post-Soviet industrial enterprises. This fact confirms that logistics existed back in the days of the USSR, as well as the fact that, due to a number of objective reasons, methods of mathematical modeling and analysis cannot be fully applicable when planning purchases. The observation of many colleagues with extensive experience in logistics is confirmed that the best planning results are obtained by a specialist who knows the topic well. “He knows sales, the market and has certain skills and abilities, he will forecast and plan better, because he is in the know, because he can” 3. It is the expert assessment method that has proven itself to be the most effective. If purchases of goods of constant consumption can still be planned on the basis of mathematical formulas and statistics for previous periods, then the need for goods of sporadic demand can only be predicted on the basis of expert assessment.
Many experts agree that when making forecasts, one must rely on expert judgment and mathematical calculations. If in the case of surviving enterprises you can use the experience of supply department employees who have never heard of Wilson’s formula, but surprisingly accurately assess the need of their native enterprise for raw materials and determine the optimal size of the order, then young commercial companies cannot boast of having such employees.
It is very rare when a company has a logistician on staff who has been “in this topic” for 10–15 years and is able to plan purchases independently. A logistician with such work experience is expensive and not every company can afford it. You need to look for an expert on the staff of your own company. Ultimately, all purchases of raw materials, components for production or purchases for commercial companies are determined by sales. It is the merchant, who is constantly in contact with the client, assessing the market and the behavior of competitors, who not only can, but is also obliged to predict his own sales plan, taking into account possible fluctuations in demand, seasonal fluctuations, and shortages. It is the salesperson, not the logistician, who should determine the range of goods and the pace of sales.
Even the most gifted logistician cannot make a correct sales forecast because he does not have the information listed above. A logistics specialist optimizes logistics costs by choosing the optimal route and delivery basis. He knows neither the specifics of the goods sold, nor the specifics of clients, nor the nuances of this or that business. As a rule, a logistician deals with several groups of goods, so he is unlikely to be able to independently understand the intricacies of selling all product groups.
Procurements can be effectively planned based on the merchant’s expert assessment. Systematic transfer of the sales plan from the relevant department to the logistics department will not only help manage inventory more effectively, but will also serve as a certain disciplining factor for the sales people themselves, encouraging them to be more responsible about their own work and analyze the market and their own activities more often.
Sales and purchasing plans
Changes in the quantity of products in order to receive a discount for wholesale;
Reducing transportation costs and order processing costs;
Possible violation of the established delivery schedule due to the expected shortage in the transport services market, changes in customs legislation;
Minimum order restrictions.
When drawing up a procurement plan based on a sales plan, it is recommended to adjust it taking into account the above logistics factors. The adjusted purchasing plan should be agreed upon with the sales department. It is incorrect to use only sales and purchase data for recent months. For example, merchants are going to sell 2 thousand units of product A. Taking into account all the costs of transportation, storage and order processing, it is optimal to purchase 5 thousand units of goods, despite the fact that the average sales volume over the past months was 2–2.5 thousand units. According to a logistics specialist, the remaining 3,000 units could be sold next month. If you do not agree on such an increase in the lot with the sales people, you can be left with 3 thousand units of illiquid goods if the client who used this product changed the technology or changed the supplier and this was his last purchase, which the logistician could not know about. In this case, it is the logistics department that is responsible for the occurrence of illiquid assets.
In addition to the responsibility for providing merchants and production with the necessary supplies, the logistics department is responsible for the costs incurred in this case. Here, logisticians can use the entire available arsenal of methods and formulas and calculate safety stock, minimum stock, optimal order size, choose the optimal type of transportation and delivery basis.
Currently, it is the price, and not the level of service, that is the fundamental factor in the fight for the client. Therefore, the task of the logistics department is to reduce production costs as much as possible. The logistics department is responsible for the cost of production, or more precisely for direct costs. The struggle to reduce costs should not affect the quality of supplies: the sales department’s plan must be implemented in such a way that the cost of goods that are in the warehouse in the right quantity at the right time makes it possible to calculate competitive prices and make money on sales. We should not forget that the warehouse must contain goods of the required quality: not wet or broken during cheap transportation.
Two types of margin
Between two chairs
The sales department is responsible for forecasting needs, planning and maintaining orders, retaining old customers and finding new customers. No one can convince me that some things cannot be planned or predicted.
The logistics department is in charge of such an important sector as organizing the delivery of goods, namely, finding and establishing ways and/or methods of delivering goods that would lead to a reduction in any costs that increase the cost of the product at the final stage. The goods must be delivered undamaged. The logistics department should proceed from the fact that cargo delivery should first of all be of high quality, and only then as cheap as possible.
For example, the price of freight on the same route for transporting the same cargo in a “cold” truck (tent) and a truck in which the temperature can be maintained (refrigerator) is different - a refrigerator costs more. But, by reducing the cost of transportation by 1 thousand euros, the difference in truck freight, you can “freeze” cargo worth 50 thousand euros.
In my opinion, there should be a clear distinction between the functions of the delivery and sales departments, which will ultimately help increase the profitability of the company as a whole (by selling more goods (sales department) and/or reducing the costs of their delivery (logistics department). If we set aside the primary task building a “vertical of power”, it is clear that both logisticians and sales people cannot do without each other.
The sales department's forecast is based on several pillars:
On the sales report for previous years;
Market research;
The company's plans to promote products, change the customer base and product range.
This is data based on which it will be possible to plan the required quantity of purchased goods. They provide the logistician with invaluable information, on the basis of which he must determine the basic conditions of delivery, methods and time of delivery of goods, i.e., optimize delivery routes. The cargo delivery scheme developed by logisticians must not only be clear, but also quite flexible. In addition, the logistician must have at least one “backup” option or method of delivering goods, the sale of which, for various reasons, may exceed the quantity initially stated by salespeople. The logistician may not have an idea about the characteristics of the goods (for example, expiration date. Some goods are not stored for a long time and are ordered directly for processing. From a logistics point of view, it is cheaper to deliver a 20-ton truck at once, rather than bringing 2 tons 10 times every month. But if the shelf life of the goods is short, the goods need to be delivered in small quantities and often), and the salesperson may not be aware of the features of the “delivery kitchen”, for example, that the installation that maintains a certain temperature does not turn off after heating, but works constantly, increasing fuel consumption . Therefore, the final cost of the cargo may be different when it is delivered in winter and summer. Or that there are no “pallets in general”, but there are pallets of different sizes. With the same internal volume of the body, the doors may be of different widths, and certain goods may not fit into them. This also needs to be taken into account. Honesty of both departments towards each other is the basic law of their interaction. No one exempts two departments of equal importance from equal responsibility for the performance of their duties, namely, planning the declared quantity of goods and organizing its delivery. The ideal option for making a profit is for the logistician to work out the ideal route for delivering the goods, multiplied by the salesperson’s ability to correctly predict the demand for a given product and an “emergency exit” for both departments in case of force majeure.
Despite the rapid development of logistics, it is not a panacea for all ills. A significant breakthrough can be considered that supply chain management has made it possible to apply a systematic approach to the process of managing incoming flow, outgoing flow and material management. Logistics departments have integrated previously independent services: transport, purchasing, warehousing
economy, sales service - and united them into a single whole. The creation of logistics departments made it possible to gain an understanding of material and intangible flows in companies as a whole, providing additional opportunities for optimizing processes and minimizing costs. Within one logistics department it is much easier to build a coherent system and debug the mechanism of its functioning. Modern logistics has a powerful theoretical apparatus and tools that make it possible to effectively manage material and intangible flows. Do not forget that flow management is carried out not for the sake of management, but in order to optimize the work of a company or enterprise, minimize direct and indirect costs, and increase the company’s competitiveness. Therefore, transferring to the logistics department some of the functions of related departments, primarily the sales and marketing department, is not always justified. Logistics specialists are focused on creating an ideal logistics system in which the incoming flow will be equal to the outgoing flow. The ideal option for a logistician is to purchase a container of one name and sell it entirely to one buyer. But is such an ideal consistent with the interests of a trading or industrial company? The logistician would refuse the surplus in the warehouse, but their absence could lead to the failure of an emergency delivery to the client, the inability to get a new client, or the loss of an old one. At the same time, direct losses from the lack of goods in the warehouse can be several times higher than the costs of storing them, but the logistician has completely different tasks and goals.
Areas of responsibility
Areas of responsibility between businessmen, marketers, financiers and logisticians should be divided in accordance with the competence of a particular department and information flows. Each functional area should have a specialist who knows the topic well, which will allow employees to focus on what they know, rather than trying to delve into the specifics of other activities.
Sales people and marketers, who are the engines of sales and determine the intensity of the outgoing flow, should be directly involved in planning the intensity and size of the incoming flow. The main function of the logistics service of a trading company is to ensure sales. This is a rather complex task, the solution of which requires a lot of effort. Logisticians should be responsible specifically for completing this task, and not try to take on the function of administering the activities of the entire enterprise, freeing other departments from their direct responsibilities. The sales department must be responsible for the stated need for products. It is the fear of responsibility that forces businessmen, under various pretexts, to avoid drawing up periodic plans and forecasts and try to transfer this function to logisticians. To overcome this fear, you should allow for a fairly large percentage of error when planning. Even if at first only 50% of the forecasts come true, this will greatly facilitate subsequent procurement planning. Having given logistics its due, we should return to the distribution of responsibilities in accordance with areas of competence and available information.
2. Location of the Russian transport complex
In general, the transport complex is distributed unevenly throughout the country. It is mainly located in the European part of our country. This is explained by the fact that the main industrial centers and settlements are located here.
Let's look at the placement of each type of transport in more detail.
|
A huge problem for the development of transport infrastructure is the unsettled nature of land relations, first of all, this concerns the mechanism of land reservation and seizure. To establish a unified procedure for reserving land for the construction of transport infrastructure facilities, including new highways, it is necessary to develop a special federal law on the reservation of land for the purpose of construction and reconstruction of road, water, rail, air and other types of transport in the Russian Federation, as well as a law on the procedure for transferring land from one category to another.
One of the main tasks of the Russian transport complex is creating safe conditions and improving the quality of life. In this regard, the development of a Transport Security Concept and corresponding proposals for ongoing and planned federal target programs is especially relevant. The implementation of the Transport Security Concept, in turn, should be based on a specialized legal framework. Therefore, the speedy adoption of the draft federal law “On Transport Security” is required, as well as corresponding amendments to the bills “On the Fight against Terrorism”, “On Security” and other legislative acts. It is also necessary to develop effective legal mechanisms for interaction between transport security units and law enforcement agencies, departmental security and other subjects of this activity.
Of particular importance are the questions development of pipeline transport, helping to solve the problems of diversifying our oil supplies, expanding the capacity of the pipeline system, and developing the gas distribution network within our country, including expanding the system to the east of Russia. However, the issues of pipeline transport construction have not yet been resolved, both at the legislative and subordinate levels, which does not contribute to the implementation of national tasks. This will be facilitated by the speedy adoption of the federal law “On Main Pipeline Transport,” which is currently in the process of second reading in the State Duma. The adoption of the law will establish the basis for the legal status of pipeline transport entities, legal, economic and organizational regimes of relations in the field of oil and gas transportation and pipeline operation.
2.1. Railway transport
As mentioned earlier, railway transport is one of the most frequently used modes of transport, so it must be placed everywhere throughout the country. In fact, railway transport is distributed unevenly. The European part of Russia has a dense and extensive network of railways. This is due not only to the vast territories of the country, but also to the large territorial differentiation in its population, level and type of economic activity. The network configuration is radial-ring with the center in Moscow. The density of Russian railways is quite low, 5 km per 1000 km2, so their freight load is quite high.
The first railways were built in Russia in the mid-19th century. In 1837, 12 years after the start of traffic on the world's first public railway Stockton - Darlington in England, the "experimental" railway line Petersburg - Tsarskoe Selo was opened, and in 1851 the first major railway line Moscow - St. Petersburg . By the end of the 19th century, Russian railway transport exceeded the traditional Russian horse-drawn and river transport in terms of freight turnover, and by 1913 it exceeded this figure by 6 times compared to river transport.
The main framework of the railway network was formed in the 2nd half of the 19th – early 20th centuries. The railways were built primarily to ensure transport and economic connections between the center and the main raw materials and food bases of the country, as well as with seaports, which determined their radial configuration.
Transport connections of the center provided roads in the following directions:
1) Center-West: Moscow – Smolensk – Minsk – Brest;
Moscow – Rzhev – Velikiye Luki – Vindava.
2) Center-North: Moscow – Yaroslavl – Vologda, extended in 1898 to Arkhangelsk;
Road through St. Petersburg: Volkhov – Petrozavodsk – Murmansk;
1) Center-South: Moscow – Ryazan – Kozlov (Michurinsk) – Voronezh – Rostov-on-Don – Vladikavkaz, with a branch from Kozlov to
railway line Tambov - Saratov, continued in 1894 from Vladikavkaz to Makhachkala and Baku, which provided the first transport access to the Transcaucasus: Moscow - Tula - Orel - Kursk - Kharkov - Sevastopol with a branch from Kursk to Kyiv.
4) Center-East: Moscow – Nizhny Novgorod;
Moscow - Syzran - Samara - Orenburg with a branch from Kshen station to Ufa - Chelyabinsk - Yekaterinburg. Separate railways were also built to ensure grain exports through the seaports of the Baltic and Black Sea basins, and they were respectively chord-oriented. For example, the Rigo-Orlovskaya road: Volgograd - Orel - Smolensk - Vitebsk - Riga.
In 1878, railway construction began in the Urals, where the Gorky Perm-Nizhny Tagil-Ekaterinburg road connected the main metallurgical plants with the Volga-Kama waterway. In 1885 it was extended to Tyumen. For reliable transport links between the Urals and the north-west of Russia, the Perm-Kirov-Vologda-St. Petersburg latitudinal railway was built.
Of particular importance for the formation of a unified railway network in Russia, the settlement and development of the south of Siberia and the Far East, was the construction of the Trans-Siberian Railway, which began simultaneously in 1892 from the west of Chelyabinsk through Novosibirsk - Krasnoyarsk - Irkutsk and from the east of Vladivostok to Khabarovsk. Through communication along it was opened in 1916 after the completion of the construction of the Amur Railway from Transbaikalia to Khabarovsk. The Tyumen-Omsk line, built in 1913, provided a second exit from Siberia to the European part of Russia through Yekaterinburg.
Transport access to Central Asia via the Trans-Caspian Railway was provided by the Orenburg-Tashkent highway, built in 1906.
During the Soviet period, the main railway construction moved to the eastern part of the country. To strengthen transport connections, additional railway lines were laid, which made it possible to create two new exits from the center to the Urals:
Moscow - Kazan - Yekaterinburg and Moscow - Kotelnichi - Kirov - Perm.
The largest construction project of the first five-year plan was the completion of the second exit from Central Asia to the railway network
Russia Turkestan-Siberian Railway:
Lugovaya (station near Almaty) - Semipalatinsk and further Semipalatinsk - Barnaul - Novosibirsk. The launch of this railway radically changed the direction of specialization of the economy of most Central Asian republics, opening a direct route to the south for Siberian grain, which made it possible to free up local agricultural land for the expansion of cotton crops.
Railway construction was also active during the Great Patriotic War, when the Pechora Mainline was built:
Konosha (a station on the line Vologda - Arkhangelsk) - Kotlas - Vorkuta, which made it possible to develop the Timan-Pechora basin;
“Volga Rockade”: Sviyazhsk – Syzran – Saratov – Volgograd, which passed along the right bank of the Volga and became a kind of backup for the Volga River Mainline;
The Kizlyar – Astrakhan line, which provided a connection between the Volga region and the North Caucasus;
The railway from Kazakhstan to the Urals: Akmolinsk - Kartaly gave access to Karaganda coal to the Ural metallurgical plants.
The Guryev-Nikol railway provided rail deliveries of oil from the Emba field in the Urals.
In post-war times, the main railways were built to the East of the Urals. To improve transport connections of the European part of the country with Siberia and the Far East, the main attention was paid to the formation of latitudinal backups of the Trans-Siberian Railway and, above all, the South Siberian Railway: Kartaly (station in the Chelyabinsk region) - Akmolinsk - Pavlodar - Barnaul - Artyshta (station near Kemerovo), which in the late 50s and early 60s it was continued east through Novokuznetsk - Abakan - Taishet - Bratsk to Ust-Kut. In 1974–1984, this railway was brought to Komsomolsk-on-Amur, receiving the name " Baikal-Amur Mainline"(BAM). Its eastern section from Komsomolsk-on-Amur to the Soviet Harbor was built back in 1945.
Thus, by the beginning of the 90s, to the east of the Urals, the formation of the second latitudinal trans-Asian railway line on the territory of Russia, which has a huge impact on the development of the territories of southern Siberia and Far East.
To develop the oil and gas fields of Western Siberia, a large Northern Railway was built in the 70s and 80s:
Tyumen – Surgut – Nizhnevartovsk – Urengoy – Yamburg.
Currently, the Russian railway is usually divided into 17 separate railways: Oktyabrskaya, Kaliningradskaya, Moscow, Gorky, Northern, North Caucasian, South-Eastern, Volga, Kuibyshevskaya, Sverdlovsk, South Ural, West Siberian, Krasnoyarsk, East Siberian, Transbaikal, Far Eastern and Sakhalin. Each of these railways has populated areas, industrial centers and enterprises. Let's consider this relationship using the example of the Moscow Railway.
The Moscow road serves enterprises in Moscow, Moscow, Ryazan, Tula, Oryol, Kursk, Bryansk, Smolensk and Kaluga, as well as Aleksandrovsky and Kirzhachsky districts of the Vladimir region. The total territory is 281.4 thousand km2 with a population of 24.9 million people. The operational length of railway tracks is 9103 km (10.6% of the entire network), the density of tracks on the Moscow road is 32.8 km per thousand km2 of area (the national average is 5.1 km/ thousand km2).
The conditions for cargo transportation in the region are determined by natural and economic factors. In the area of gravity of the Moscow road there are the Moscow Region brown coal mining basin and peat developments. Raw material deposits of iron ore are located in the Kursk region. In the Moscow, Smolensk, Tula, and Kaluga regions, construction stones and limestone flour for fertilizers and cement are mined. In addition, construction materials such as sand, crushed stone, etc. are mined here in river quarries. Within the Moscow road there is a large fuel and energy complex, including the Moscow and Ryazan oil refineries, the Moscow region coal basin, as well as 16 stations of Mosenergo, Tulaenergo, two Orelenergo , three Smolenskenergo stations, etc.
In Moscow, the Moscow and Tula regions, large enterprises of mechanical and machine tool building, metalworking, enterprises for processing agricultural products and the production of consumer goods are concentrated. Large mechanical engineering enterprises are located in the Kaluga region. There is a large cement production enterprise in the Bryansk region. Large loading resources are located in the Tula, Novomoskovsky, Voskresensky, Vyazemsky, Kaluga and Bryansk hubs. All these different enterprises need to be connected by transport routes, which is what the Moscow Railway does in this case.
2.2. Automobile transport
Like rail transport, road transport is unevenly distributed. The main roads are located in the European part of Russia.
Among all, federal roads stand out.
List of federal roads in Russia. List of main roads .
1. M-1 “Belarus” - from Moscow to the border with the Republic of Belarus (to Minsk, Brest). Access to Smolensk.
2. M-10 “Russia” - from Moscow through Tver, Novgorod to St. Petersburg. Entrances to the cities of Tver and Novgorod.
3. M-3 “Ukraine” - from Moscow through Kaluga, Bryansk to the border with Ukraine (to Kyiv). Entrances to the cities of Kaluga and Bryansk.
4. M-9 “Baltiya” - from Moscow through Volokamsk to the border with Latvia (to Riga). Access to the city of Pskov.
5. M-11 “Narva” – from the joint venture to the border with Estonia (to Tallinn)
6. M-29 “Caucasus” - from Krasnodar (from Pavlovskaya through Grozny, Makhachkala to the border with Azerbaijan (to Baku)). Entrances to the cities of Maykop, Stavropol, Cherkessk, Vladivostok, Grozny, Makhachkala.
7. M-2 “Crimea” - from Moscow through Tula, Orel, Kursk, Belgorod to Ukraine (to Kharkov, Dnepropetrovsk, Simferopol). Entrances to the cities of Tula, Kursk, Orel, Belgorod.
8. M-10 “Scandinavia” - from St. Petersburg through Vyborg to the border with Finland.
9. M-4 “Don” - from Moscow through Voronezh, Rostov-on-Don, Krasnodar to Novorossiysk. Entrances to the cities of Lipetsk, Voronezh, Rostov-on-Don, Krasnodar.
10. M-6 “Caspian” - from Moscow (from Kashira) through Tambov, Volgograd to Astrakhan. Entrances to the cities of Tambov, Saratov, Elista.
11. M-18 “Kola” - from St. Petersburg via Petrozavodsk to Murmansk.
12. M-8 “Kholmogory” - from Moscow through Yaroslavl, Vologda to Arkhangelsk. Access to the city of Kostroma - "Vyatka" - from Cheboksary, through the platinum of the Cheboksary hydroelectric station to Yoshkar-Ola, Kirov to Syktyvkar. Access to the city of Kirov.
13. M-7 "Volga" - from Moscow through Vladimir, Nizhny Novgorod, Kazan to Ufa. Access to the cities of Vladimir, Ivanovo, Cheboksary, Perm and Izhevsk.
14. M-5 “Ural” - from Moscow through Ryazan, Penza, Samara, Ufa to Chelyabinsk. Entrances to the cities of Ryazan, Saransk, Penza, Ulyanovsk, Samara, Orenburg, Ufa, Yekaterinburg.
15. M-51 “Baikal” - from Chelyabinsk via Kurgan, Omsk.
16. M-53 Novosibirsk, Kemerovo, Krasnoyarsk, Irkutsk.
17. M-55 From Ulan-Ude to Chita. Entrances to the cities of Tyumen and Tomsk.
18. M-52 “Chuysky Trakt” - from Novosibirsk through Biysk to the border with Mongolia. Access to the cities of Barnaul and Gorno-Altaisk.
19. M-54 “Yenisei” - from Krasnoyarsk through Abakan, Kyzyl to the border with Mongolia - “Amur” - a road under construction from Chita through Never, Svobodny, Arkhara, Birobidzhan to Khabarovsk. Entrance to the city of Blagoveshchensk.
20. M-60 “Ussuri” - from Khabarovsk to Vladivostok.
21. M-56 “Lena” - from Nevers to Yakutsk.
These roads are given great importance, since the main cargo flows travel along them. The quality of these roads and their condition will depend on the condition of these roads.
In addition to federal roads, there are roads of republican significance. These roads connect the CIS republics. They are also given great importance because these roads improve economic ties between the states of the former USSR.
As in railway transport, Moscow is a major road junction in Russia. All roads are more or less oriented towards Moscow. The road configuration is radial-ring. The most important highways depart from Moscow in all directions. The most important roads departing from Moscow: Moscow - St. Petersburg, Moscow - Volgograd, Moscow - Nizhny Novgorod - Kazan, Moscow - Voronezh - Rostov-on-Don, Moscow - Volgograd - Tambov, etc.
Road densities vary across the country. Their greatest concentration is in the European part of Russia; beyond the Urals, the density of roads is decreasing. This is due to the fact that the largest concentration of the population is located in the European part of the country.
2.3. Water transport
Sea transport
The placement of water transport in general, and maritime transport in particular, depends on natural conditions. Changes in the geopolitical position of Russia sharply reduced the possibilities of using maritime transport in international trade, since most of the large and well-equipped seaports of the Black Sea and Baltic basins were transferred to other states.
The historical factor determined the concentration of the main work of maritime transport of the former USSR in large ports of the Black Sea-Azov and Baltic basins: they accounted for 2/3 of the total cargo turnover of maritime transport of the USSR. But the transfer of the largest ports to the jurisdiction of other states has led to the fact that the capacity of Russian seaports only satisfies their own needs by 1/2.
The first place in cargo turnover went to the Far Eastern basin (46.5% of all cargo shipped by Russian sea transport). Foreign trade relations with the coastal regions of the Far East are carried out through its ports. The largest ports include the following ports on the coast of the Sea of Japan: Vladivostok, Nakhodka, the new Vostochny port located near it with large coal and timber terminals, as well as the port of Vanino-Kholmsk (Sakhalin Island).
In second place is the Black Sea-Azov basin (23.7% of all cargo sent). Through Russia's remaining ports of the Black Sea
The basin mainly exports oil. The largest oil port in Novorossiysk is located here, with the Sheskharis deep-water oil pier, which allows servicing ships with a carrying capacity of up to 250 thousand tons. The oil port of Tuapse is of less importance.
In the Arctic Ocean basin (third place in terms of cargo turnover - 15% of cargo) there are two ports - Murmansk on the coast of the Barents Sea and Arkhangelsk in the White Sea. They account for more than half of the cargo turnover of the entire basin. Arkhangelsk is a specialized timber export port of Russia. Murmansk is the only ice-free port of Russia in the north.
The ports of Dikson, Dudinka, Igarka, Tiksi, Pevek, located on the Northern Sea Route, are of great importance for supplying the regions of the Far North of Russia. In the most cargo-intensive western sector of the Northern Sea Route (Murmansk - Dudinka), year-round navigation has been established with the help of nuclear icebreakers. On the eastern section (from Dikson to Providence Bay) navigation is sporadic.
The Baltic basin occupies approximately the same place in terms of cargo departure as the Arctic Ocean basin (14.5% of total cargo turnover). Within its borders is located the largest and most versatile Russian port on the Baltic - St. Petersburg. The Kaliningrad port has a lower cargo turnover. However, its importance for ensuring transport links between the enclave Kaliningrad region and the main territory of Russia cannot be overestimated. To ensure Russia's foreign trade transport links across the Baltic Sea near St. Petersburg in Luga Bay, the construction of a new large seaport is planned.
In the Caspian basin (0.4% of cargo turnover) there are two relatively large ports: Makhachkala and the combined sea and river ports of Astrakhan.
Inland river transport
Inland river transport is located mainly in the flows of large rivers, the main requirement for which is navigability.
Inland navigable waterways belong to different river basins. The predominant part of freight transportation and turnover is carried out by shipping companies of three water transport basins: Volga-Kama, West Siberian and Northwestern.
The Volga-Kama basin serves the most economically developed and densely populated areas of the European part of Russia. He is in charge. It accounts for ½ of the freight turnover of the country's entire river transport. The vast majority of transportation in this basin is carried out along the Volga, Kama and the Moscow Canal. The largest ports
The basins are three Moscow (South, Western and Northern), Nizhny Novgorod, Kazan, Samara, Volgograd and Astrakhan.
In second place in terms of the volume of work performed is the West Siberian basin, which includes the Ob and its tributaries. The major ports here are Novosibirsk, Omsk, Tomsk, Tobolsk, Tyumen, Surgut, Urengoy, Labytnangi. The third most important is the water transport basin of the European North. The main highway of the basin is the Northern Dvina with its tributaries Sukhona and Vychegda. The leading port is Arkhangelsk.
The Lena River and the port of Osetrovo, located at its intersection with the BAM, are of great importance for supplying Yakutsk and the industrial centers of Yakutia.
The core of the water transport system is the Unified Deep-Water System of the European part of Russia with a total length of 6.3 thousand km. It includes deep-water sections of the Volga (from Tver to Astrakhan), Kama (from Solikamsk to the mouth), Moscow River, Don and inter-basin deep-water connections - Moscow-Volga, Volga-Baltic, White Sea-Baltic, Volga-Don. Accounting for only 6% of the total length of inland waterways, this system carries out 2/3 of the entire transportation work of the country's river transport.
2.4. Pipeline transport
The first main pipeline on the territory of the Russian Empire was built in 1907. It was the Baku-Batumi kerosene pipeline with a length of 853 km. However, the beginning of the rapid development of oil pipeline transport dates back to the second half of the 50s, when annual increases in oil production reached 20-25 million tons. At the same time, the construction of oil pipelines from large-diameter pipes began, which sharply increased their throughput and reduced the cost of pumping. As a result, the length of all oil pipelines increased from 1.7 thousand km in 1941 to 66 thousand km in 1990.
The modern network of main oil pipelines has a length of 48 thousand km and forms several systems. From the main oil-producing regions (Western Siberia and the Ural-Volga region), oil pipelines were laid:
· in the western direction: Surgut – Tyumen – Ufa – Almetyevsk – Nizhny Novgorod – Yaroslavl – Kirishi (a large oil refinery near St. Petersburg);
Surgut – Perm – Nizhny Novgorod – Polotsk; export oil pipeline system "Druzhba" (3 large-diameter pipelines): Nizhnevartovsk - Samara - Unecha - Mozyr - Brest - Europe with branches Unecha - Polotsk - Ventspils (the largest oil export port of the former USSR in the Baltic basin) and Mozyr - Uzhgorod - Eastern Europe;
· in the southwestern direction: Samara – Lisichansk – Kremenchug – Snigirevka – Nikolaevsk – Odessa with a branch from Snigirevka to Kherson;
Samara – Volgograd – Tikhoretsk – Novorossiysk (the largest oil export port on the Black Sea);
· in the eastern direction: Aleksandrovskoye – Anzhero-Sudzhensk – Achinsk – Angarsk (large petrochemical plant);
· in a southern direction from Western Siberia: Surgut – Omsk – Pavlodar – Chimkent – Chardzhou.
Oil fields of the river are connected to these highly productive systems of a predominantly latitudinal direction. Komi (Ukhta - Yaroslavl oil pipeline), the North Caucasus (Grozny - Tikhoretsk), Kazakhstan (Novy Uzen - Guryev - Samara and Guryev - Orsk - Ufa), etc. In the Far East, an oil pipeline was laid through the Tatar Strait Okha - Komsomolsk-on-Amur .
Gas pipeline transport is younger than oil pipeline transport. In the early 60s, the Rostov-on-Don – Serpukhov – Leningrad gas pipeline with a length of about 2 thousand km was built. In the 70s, gas pipelines were built: Medvezhye - Nadym - Ukhta - Torzhok - Minsk with a branch Nadym - Punga - Perm, Urengoy - Surgut - Tyumen - Chelyabinsk. In 1984, the Western Siberia - Europe gas pipeline system was put into operation, the basis of which is the Urengoy - Pomary - Uzhgorod gas pipeline with a length of 4.5 thousand km, which gave Russian gas access to Europe. Among them, the Soyuz export gas pipeline stands out: Orenburg – Volgograd – Uzhgorod with a length of 2,750 km.
In the Far East, a gas pipeline was built from the natural gas field of Northern Sakhalin to Komsomolsk-on-Amur. Short-length gas pipelines also operate in Yakutia (from the Ust-Vilyuiskoye field to Yakutsk) and in the north of Eastern Siberia (from the Messoyakha field to Norilsk).
2.5. Air Transport
The most stable passenger flows are concentrated on airlines from Moscow in five main directions: Caucasian, Southern, Eastern, Central Asian and Western. Air transport carries passengers on almost all major railway routes. At the same time, the share of air transportation is greater than that of rail on lines from Moscow to Yekaterinburg and Novosibirsk and further to the east, as well as from Moscow to Sochi, Mineralnye Vody, and the capitals of the CIS countries. The main passenger flows are concentrated in the eastern direction (Siberia and the Far East).
The largest air transport hub in Russia and the CIS countries is Moscow. To four Moscow airports (Sheremetyevo, Domodedovo,
Vnukovo and Bykovo) account for 30% (1994 data) of all passenger departures by Russian air transport. Large (more than 500 thousand passenger departures in 1994) air transport hubs are also St. Petersburg (Pulkovo) - the second most important after Moscow, Ufa, Samara, Ekaterinburg (Koltsovo), Mineralnye Vody, Sochi - in the European part of the country, Nizhnevartovsk , Surgut, Tyumen, Novosibirsk (Tolmachovo) - in Western Siberia, Krasnoyarsk and Irkutsk - in Eastern Siberia, Khabarovsk and Vladivostok - in the Far East.
3. Problems and prospects for the development of transport in Russia
3.1. Future trends in the development of logistics in the Russian Federation
Logistics, both today and in the future, will be a major competitive factor. Success in competition between enterprises and networks of a single value chain, between countries and economic regions is determined primarily by the level of competence in logistics. Thus, studies conducted at enterprises prove a positive relationship between efficient logistics and business success. As for countries and regions, no comparative studies have been conducted. However, much speaks in favor of the hypothesis that logistics largely determines the success of an individual country or an individual region. The exceptional importance that logistics has today and will have in the future is explained, first of all, by modern ideas about logistics, and secondly, by the current and future state of development of value creation systems and economic structures.
From logistics as a doctrine of functions to logistics as a management concept
The stages of development determine the formation of the existing level of technology in production logistics. The first stage of development defines logistics as a functional specialization in activities related to the spatial and temporal transformation of goods (= logistics as the study of functions). The answer to the junctions between such enterprise functions as supply, production and sales not covered by this definition is the second phase, which defines logistics as a coordination function for the efficient and economically profitable movement of material and commodity flows. The second phase of development is a kind of transition on the path from considering logistics as a doctrine of functions to considering it as a doctrine of management. Logistics as a doctrine of management and as a management concept represents the third phase of development and the corresponding existing level of technology.
It is based on a logistics approach to the value creation system. Value creation systems, when viewed from a logistics perspective, are flow systems.
The modern understanding of logistics can be formulated as follows: logistics is a management concept for the development, organization, management and implementation of the efficient and cost-effective movement of objects (freight, information, money and personnel) in value creation systems within one or more enterprises. From a more detailed definition of logistics objects as flows of goods, information, money and personnel, it follows that logistics is a common important topic for all industries and belongs to the general sector of service provision and the field of public administration. This is reflected in the names: industrial logistics, trade logistics, service delivery logistics, banking logistics.
The name “supply chain management” is assigned to logistics processes between enterprises. The reason for the appearance of the English-language term is the simple fact that all innovations that have arisen in entrepreneurial practice are much easier to “sell” and implement under this name. And yet, “supply chain management” is and remains logistics, but at a qualitatively higher level of development.
One glance at business practice is enough to see all three phases of development with their corresponding approaches to logistics. At the same time, one can notice a significant shift in the direction of understanding logistics as a management concept/
The new logistics approach and new logistics activities are no longer limited, as it was before, only to individual functions of enterprises, such as transportation, cargo handling, warehousing and commissioning, but affect all functions and processes of an integrated value creation system. For example, the design and development of the structure of new products significantly influence the further technological process and production times, which, in turn, affect the timing and reliability of deliveries. The logistics dimension of all value creation processes must be used consciously in order to better meet all requirements, all markets and better meet all customer wishes with the help of efficient and cost-effective object flows, and, therefore, strengthen your position in the competition.
The modern understanding of logistics as a management concept meets new and changed conditions of business activity. The process of a new understanding of logistics was “triggered”, first of all, by changes in economic practice. Therefore, logistics can be considered as a product that arises as a result of practical entrepreneurial activity.
A particularly strong impetus for this development process was and still is given by the globalization of the economy and the intensification of competition caused by it. At the same time, customer requirements for delivery times, reliability and flexibility while maintaining low logistics costs have also increased. All these factors have brought object flow management to the forefront in enterprise activities. And now we are seeing a situation in which it is no longer enough to simply produce a high-quality product. At the level of equally high quality of the product, the combination with the same high quality of logistics will be decisive in the competition. Let us formulate it briefly: the dispute in the competitive struggle today and tomorrow will be decided by logistics.
Understanding logistics as a management concept has helped to reach a level of development at which it can be assumed that the search for an answer to the question of what logistics is, which has been going on for a long time, has been completed. This assumption is also supported by the fact that the modern understanding of logistics is also reflected in the content of the works of adherents of earlier concepts. These works have a new quality and take into account a new understanding of logistics.
Future trends in logistics development
The relative consensus in defining the subject of the scientific discipline “logistics” created the basis for intensifying efforts to develop logistics theory. From logistics theory, practice expects that it will clarify the relationships between the framework conditions of enterprises and logistics structures and processes in the value creation system, which will make it possible to make a forecast for the further development of logistics.
You can often hear that science lags behind practice. There is some truth in this, since numerous scientific studies try to explain what has already become practice, and why in practice development occurs as it does. For example, with the formation of value creation networks in entrepreneurial practice, science began to retroactively substantiate this development using established theories, such as the theory of the formation of costs in transactions. Such scientific works are focused on the past. They provide valuable knowledge, but this is not enough.
A change of vectors is necessary. We need to move from past-oriented logistics research to future-oriented research. Active work on creating a future structure will provide enterprises with a temporary head start in competition, since they can promptly begin to develop their structures and improve value creation processes. In addition, they can determine their potential to influence logistics framework conditions (for example, transport infrastructure).
Consideration of future logistics problems is based on a model for describing and clarifying logistics and flow systems. Such a model reflects the relationships between framework conditions, logistics structures and processes, efficiency and economic feasibility of the movement of freight and information flows. The model for describing and explaining the flow system serves to formulate logistics theory and to create future structures in practice. Using futures research methods such as scenario technology, it is possible to map the future direction of framework conditions and the development of logistics structures and processes on an alternative basis. On the same basis, realistic and desirable types of future are developed - logistics prospects.
The implementation of logistics perspectives occurs through logistics strategies, and logistics strategies are directly used as a regulatory force to change systems for creating value in the future. A double-check of empirical significance is provided in Logistics Yearbook 2000. The concepts of logistics strategies make it possible to determine trends in the further development of value creation systems. Some results will be given below (cf. Logistics Yearbook 2000).
Global competition leads to an extremely high increase in the intensity of competition. Businesses are responding to this by concentrating on their core business and outsourcing value creation services. This leads to a decrease in its share of participation in value creation. This term reflects how large the share of work produced in-house is in relation to the total value creation work produced. Forms of participation in value creation are participation in the production of the final product and participation in logistics processes. Today, the average share of participation in the production of the final product in German industry is 57%. Before 2005, this average will drop to approximately 47%. The lowest participation rate in the production of the final product is in the automotive industry - about 30%.
A decrease in the share of participation in the production of the final product has a significant impact on the transportation of goods. Freight flows between enterprises increase with the number of enterprises included in the value chain. Thus, freight volumes (tonnes) and freight productivity (tonne-kilometres) increase disproportionately compared to the growth of goods production or turnover.
At industrial enterprises, the decrease in the share of participation in logistics operations is even more pronounced than the decrease in the share of participation in the production of the final product. A reflection of the share of participation in logistics operations is the transfer of these operations to external agents, i.e. outsourcing level. The highest rate of outsourcing is for cargo transportation between industrial and commercial enterprises (up to 100%). Approximately 48% of enterprises have transferred the management of their warehouses to specialized logistics companies. By 2007, we can expect this figure to increase to 64%. In the field of logistics management services, the highest growth by 2007 is expected in the field of partial supply chain management (over 30% outsourcing).
Even these few examples show that the demand for logistics services will grow. At the same time, along with the increase in the number of services offered, their qualitative changes will also occur. Along with the classic types of logistics services, new complementary services will appear. In general, this will be reflected in the attractiveness of the entire logistics services market.
Decreasing value sharing and outsourcing are changing procurement and sourcing strategies for businesses. Thus, manufacturers work only with a few selected, but excellent suppliers and logistics companies, to whom they transfer for execution a complete package of certain types of activities (a combination of a simple and a system source). http://www.cfin.ru/press/loginfo /2001-07/pics/p6.gif For example, an industrial enterprise transfers complex sales logistics to a logistics system supplier, who carries out this work within the framework of so-called contract logistics.
First of all, suppliers of logistics systems are in demand. However, this does not mean that suppliers of individual parts of logistics systems have lost their importance. Such a supplier finds a niche in joint work with a logistics system supplier. The supplier of individual parts of the logistics system not only can work in the logistics system network, but is also a specialist in the field of direct relations between industry and trade.
Today we are already seeing some shifts in the field of competition. Competition appears less and less at the level of individual enterprises and more and more at the level of value networks. In general, all types of networks benefit from competition. However, compared to operational and short-term associations in networks (for example, a virtual value network), cooperative strategic networks designed to work together for the long term come first. Logistics companies are also included in long-term cooperation.
A local strategy, developed specifically for the conditions of a particular country, involves activities within one country. Value creation activities are coordinated within one country. There is no coordination of activities between countries (decentralized organizational model of an enterprise in the global market). The simplest globalization strategy involves the concentration of value creation activities within the global value creation system in one or more highly coordinated production locations (centralized global enterprise model).
Industrial enterprises will in the future give preference to a simple globalization strategy, but with the orientation of marketing activities towards some decentralization and individual countries.
At the same time, global coordination strategies will also be of great importance. These strategies distribute value creation activities among the most preferred production locations around the world. These places are coordinated as a worldwide association. Volkswagen AG and its presence in South America and now in Russia provide an example of the transition from a local strategy of focusing on a single country to a coordination strategy.
An enterprise following a global coordination strategy is characterized by a worldwide integrated network and a constant coordinated exchange of information, components, products, personnel and know-how. Cargo transportation is acquiring a pronounced interstate and worldwide character.
The transnational global direction of the value creation system is reflected in the globalization of demand for transport and other logistics services. Hence the need for globalization arises for logistics enterprises.
We see this not least in the example of the creation of ever new logistics enterprises. New types of logistics services grow from the requirements that e-business (electronic implementation of contracts with business clients Business to Business: B2B) and e-commerce with the end client (Business to Consumer: B2C) pose to logistics. These innovative business relationships require logistics not only to manage information flows, but also to quickly perform tasks related to the physical movement of cargo flows. B2B and B2C can only be successful if they can cope with the physical movement of cargo flows. The B2C business model is causing a new wave of higher levels of service and a more individual approach to the client. When moving from a conventional business model to a B2C model, the target group also changes. If previously it was necessary to meet the logistics needs of trade, now the needs of the end client pose new challenges for logistics.
Enterprises are responding to the high demands that have arisen as a result of the individualization of customer demand for products and logistics services with a strategy of “standardized individual services.” “Standardized customized services” are professional activities and services whose production is standardized to a very high level and which at the same time meet the individual requirements of clients. At the same time, the standardization of logistics processes extends both to the physical processes of transaction implementation and to management processes. The strategy of “standardized customized services” allows, in principle, to manage quality, costs and deadlines. Therefore, this strategy is of great importance. However, it assumes that the enterprise concentrates on the production of standardized products and services.
Future development trends suggest that the role of logistics as a competitive success factor will continue to grow in the future.
3.2. Researchers on the current situation in logistics in the Russian Federation compared to EU countries
The development of logistics in Russia is at a nascent stage, which most European countries went through more than 30 years ago...
In July-August 2005, the Associated World Logistics Network, Transfer International LLC, and the Marko Marketing Communications Agency, with the support of the Committee for Economic Development, Industrial Policy and Trade of the St. Petersburg Administration, conducted a study “Transport component. Heads of leading enterprises in St. Petersburg on modern trends." During the project, 40 in-depth interviews with experts were conducted. The sample included enterprises from various industries and services. To form a list of respondents, an analysis of specialized industry directories, Internet sites, and data from specialized committees of the St. Petersburg administration was carried out.
A significant part of the study was devoted to the organization of internal logistics of enterprises. According to the surveyed companies, a number of departments may be associated with the organization of material flows at an enterprise. These are a sales bureau, a transport group, a department of foreign economic activity, a special dispatch service, a supply service, a transport logistics service, a department of external supplies and others. A logistics service separated into an independent division exists in 50% of enterprises. Moreover, in more than 90% of cases, the company’s logistics service is responsible for organizing transportation.
One of the key functions of an enterprise's internal logistics is an inventory management system. In the majority of St. Petersburg enterprises (33.3% of respondents), inventories are managed on a case-by-case basis. In 16.7% of enterprises, inventory accounting and management is carried out in Excel. A dedicated inventory management program exists in a similar number of organizations.
According to researchers, this provision indicates that the organization of internal logistics processes at enterprises is not considered as a resource for reducing the transport component in the cost of goods. Inventory management at most enterprises is carried out fragmentarily; the influence of internal logistics processes on the transport component does not seem obvious to the companies surveyed. At the same time, the majority of respondents see the possibility of reducing the transport component in the price of goods only in state regulation of transportation market processes.
Another resource for reducing the transport component in the cost of goods can be the informatization of logistics departments of St. Petersburg companies. According to research, approximately 75% of enterprises have some kind of information system. In most cases these are accounting and financial accounting systems, and only about half of them perform complex functions. Less than a third of information systems are integrated into the external information environment. According to researchers, the development of information systems can serve as another resource for reducing logistics costs. This is confirmed by the experience of St. Petersburg enterprises, which have created powerful logistics departments. In all cases, they are based on modern information systems.
Conclusion
After conducting the study, the following conclusions can be drawn:
The role of transport in the Russian economy is enormous. Logistics has a comprehensive impact on the economic development of the country. Where the role of logistics is correctly understood, the state successfully develops economically, politically and socially. Conversely, underestimating the importance of the transport system inevitably leads to a slowdown in the development of the state. The logistics system must constantly develop to meet growing needs.
The underestimation and chronic lag of logistics is to a large extent due to a lack of understanding of state importance as a special sector of the national economy. The uniqueness of logistics lies in the fact that, acting as a sphere of material production, it simultaneously performs an auxiliary function of service infrastructure. The role of logistics is often underestimated, while its most important role in the economic field is kept silent.
The logistics factor is necessarily taken into account when locating production in a particular region; it is one of the most important.
The country's national economy annually suffers losses due to the disproportion in the technical equipment of various types of transport, and especially between the level of development of permanent structures and the rolling stock fleet, for example, between the capacity of stations and the size of the car fleet; line capacity and traffic density of transport units; the length of roads and the number of cars gravitating towards them.
Logistics networks across the territory of our country are located unevenly due to the structure of the population settlement of our country. The main transport routes are located in the European part of the country. The greatest exchange of goods between neighboring states takes place here.
The logistics industry, like all sectors of the economy of our country, requires attracting investment, but this problem is still not being solved due to the fact that foreign investors are afraid to invest money in the Russian economy due to its unpredictability. Problems due to lack of investment arise in the technical equipment of transport, especially from domestic manufacturers, whose products lag behind their Western counterparts for many years due to the lack of development and implementation of these projects.
The presence of investments presupposes good technical equipment of transport. For Russia, this problem is most relevant, since we got a large number of vehicles, and equipment in general, from the USSR. This equipment has already served its useful life and requires replacement. The state of transport depends on the level of scientific and technological progress. The state must take measures to develop transport. It is necessary to apply gentle taxes to Russian carriers, maintain our roads in good condition, technically equip the transport industry, and attract foreign investors to invest money in the Russian economy in general and in transport development in particular. The state of our economy will depend on how the state treats all transport problems. The topic of transport development in our country is not fully understood by our government. There are many projects to reform the country's transport sector, but most of these projects continue to not be implemented.
The list of priority regulatory legal acts to be developed and adopted in the near future must also include:
Federal Law “On direct mixed (combined) transportation.
Federal Law “On Amendments and Additions to the Federal Law “On Financial Lease (Leasing)”.
Federal Law “On the Russian International Register of Ships”.
Federal Law “On Seaports”.
Charter of Automobile Transport.
Federal Law “On the Fundamentals of Motor Transport Activities”.
List of used literature
1. Aksenov I. Ya. Unified transport system: Textbook for universities. – M.: Higher School, 2001. - 383 p.
2. Gromov N. N., Panchenko T. A., Chudovsky A. D. Unified transport system: Textbook for universities. – M.: Transport, 2002. - 304 p.
3. Kozyeva I. A., Kuzbozhev E. N. Economic geography and regional studies: Textbook for universities. – Kursk: KSTU, 2004. p. 121-130.
4. Lavrentiev B. Pazik is solid // Business Tuesday, 2001. No. 40. p.2.
5. Perepelyuk A.V., Bondarenko V.O., Mironenko L.A... Economics of industrial transport: Textbook for universities. – M.: Higher School, 2002.-336 p.
7. Regional economics: Textbook. manual for universities / Ed. T. G. Morozova. – M.: Banks and exchanges, Unity, 2005. P.140-148.
8. Russian motor transport encyclopedia.
9. Sevryukov D. Wait, locomotive! Don't knock, wheels // Business Tuesday, 2004. No. 34. p.2.
11. Sorokin K. Expensive gasoline is not the worst thing // Business Tuesday, 2002. No. 34. p.2.
12. Statistical Review, 2004. No. 1. With. 36-37.
13. Tereshina N. L. Competitiveness of railways: regional aspects // Railway transport, 2004. No. 6 p. 51-54.
14. Fadeev P. Railway workers arrived at the communications market // Izvestia, 2004. No. 29.
16. Faskhiev Kh. A. Truckers both on target and past // EKO, 2000. No. 9. p.24-37.
17. Figures and facts // Behind the wheel, 2002. No. 9-10. p.76-78,85.
18. Figures and facts // Railway transport, 2004. No. 5. With. 2-10.
19. Economic geography of transport / Ed. M. M. Kazansky - M.: Transport, 2005. 280 p.
20. Economic and social geography of Russia / Ed. A. T. Khrushchev. - M.: KRON-PRESS, 2005. p.282-302.
21. Economic and social geography of Russia: Fundamentals of theory and practice: Textbook/ Ed. Grebtsova. – Rostov n/d: Phoenix, 2004. pp. 316-367.
22. Economic geography of Russia: Textbook. – M.: Unity, 2002. p.230-249.
23. Economic and social geography: Reference materials. – M.: Education, 2005. p.102-110.
ApplicationsAppendix ALength of transport routes and passenger turnover of various modes of transport in 2005. |Mode of transport |Length |Freight turnover |Passenger turnover | | |tr. thousand ways | | | | |km | | || | |Billion |Specific|Billion |Specific|| | |thousand km|th weight |passenger|weight || | | | |about-km | ||Railway transport |87 |1214 |35 |192.2 |35 ||Sea |--- |297 |8 |0.2 |--- ||Inland water transport|84 |90 |3 |1, 1 |--- ||Pipeline |210 |1899 |53 |--- |--- ||Automotive |745 |31 |1 |182.2 |34 ||Air |--- |1.6 |- -- |71.7 |13 ||Other types |--- |--- |--- |99.5 |18 ||Transport total |--- |3532.6 |100 |552.3 |10 | Appendix BTotal volume of international transport and the share of Russian and foreign carriers in it over the past 5 years | Year | Volume, million tons | Share of carriers, % || | |Russian |foreign ||2000 |10.5 |30.4 |69.6 ||2001 |13.0 |28.5 |71.5 ||2002 |18.9 |24.8 |75.2 | |2003 |16.1 |26.7 |73.3 ||2004 |15.5 |36.7 |63.3 ||2005 |17.0 |40.0 |60.0 | Appendix BShare of regions in the volume of international road transport in 2005, %. |Region |Import cargo |Export cargo ||Moscow |53.9 |11.6 ||St. Petersburg |11.3 |5.4 ||Leningrad region |2.2 |13.6 ||Moscow region |6 .5 |4.0 ||Kaliningrad region |4.7 |2.1 ||Primorsky Krai |2.2 |2.0 | Appendix GO main directions of transportation and market share controlled by Russian carriers. |Country |Share in volume |Share of Russian || |transportation, % |carriers, % ||Finland |24.7 |24.1 ||Germany |13.0 |29.6 ||Poland |6.6 |18.9 ||China |5.1 |78 .6 ||Kazakhstan |4.4 |25.3 ||Netherlands |4.2 |21.2 ||Turkey |3.6 |2.3 ||Italy |3.5 |26.4 ||Ukraine | 3.2 |26.3 ||Lithuania |2.8 |12.0 ||Others |28.9 |--- | Application DIimport of heavy trucks to Russia. |Manufacturer |2004 |2005 ||“Daimler-Chrysler” |446 |156 ||“DAF Truck” |50 |2 ||“IVECO” |169 |81 ||“MAN” |33 |11 ||“RenaultV. I." |71 |8 ||"Scania" |147 |50 ||"SteyrTrucks" |63 |0 ||"Volvo" |417 |69 ||JV "MAZ-MAN" |1 |52 |
In the foreseeable future, road transport will occupy
leading positions. If we talk about the prospects for its development, the following areas should be highlighted:
Increasing and improving the car fleet (the presence of own car production is a reliable level of technical progress of the country);
Increasing fuel efficiency (using direct fuel injection and electronic ignition systems, improving engine types and reducing vehicle weight due to layout schemes and the use of new materials);
Reducing the toxicity of emissions (use of gas fuel, electric traction, new types of fuel);
Facilitation of driving (amplifiers, automation, microcomputers);
Reducing the labor intensity of maintenance and repair (use of new maintenance technologies, use of high-quality oils and new effective materials);
Rationalization of the structure of the vehicle fleet (we mostly need light and heavy-duty vehicles, while ours is mostly medium-sized);
Increasing the specialization of the vehicle fleet (a minimum of 70...75% of special vehicles is needed, now 50..60%. In the USA, for example, 86%, in Germany - 92%);
Construction of new and reconstruction of old roads (1 km of road requires 850...1550 tons of cement, 250...400 tons of asphalt, 30...40 tons of bitumen).
At the same time, the development of technology is proceeding at an unprecedented pace and is already
In the coming decades, completely new modes of transport may emerge.
Thus, there are projects for the creation of hypersonic and space aircraft, pipeline pneumatic transport, railway trains on an electromagnetic levitation, various options for hovercraft, etc.
Topic 11. Passenger transportation.
Question 46. Urban transport system.
The transportation of passengers differs significantly from the transportation of goods and therefore has a number of features. The most massive transportation of people occurs in cities. All types of urban transport operating along routes are usually considered as a single urban transport system. At the same time, ordinary taxis are considered only an addition to this system.
The routes along which all public transport operates form the urban transport network.
Bus transportation of passengers is most widespread in cities. And this is quite justified, since the bus is currently the only type of public transport that allows you to quickly organize mass transportation of people at minimal cost. In addition, the bus service can easily change both in direction and in the number of buses used. In motion, it is the most maneuverable of all types of urban transport. The bus can serve passenger flows of up to 7...10 thousand passengers per hour.
The second most common type is trolleybus transport. This is a more environmentally friendly and silent transport for the city, but requires more significant capital costs for implementation. In terms of carrying capacity, it practically corresponds to buses.
In many regional centers and some fairly large cities of Russia, trams are also used. Such transport has 1.5...2 times greater carrying capacity due to the capacity and number of cars. However, the use of trams requires significant capital investments and, in addition, they are difficult to maneuver and quite noisy, especially on turns.
In especially large cities, with a population of several million inhabitants, underground transport (metropolitan) has developed. The metro has one, but very big, drawback - huge capital costs. However, the benefits are also very great. Thus, the metro has a huge capacity (one line can carry up to 50...60 thousand passengers per hour). At the same time, it is the safest, most regulated and fastest form of urban transport.
The provision of a particular city with public transport is usually assessed by two coefficients:
1) to the route network: K = 
/ 
, (53)
In the future, road transport will continue to occupy one of the leading places in the country's Unified Transport System. At the same time, further increasing the efficiency of its operation and improving technical and economic indicators are associated with the need to increase the technical level of operation, develop the highway network and solve a number of scientific and technical problems.
The main directions for increasing the level of technical operation of road transport are ensuring the preferential development of public vehicles and consolidation of vehicle fleets, improving the structure of the vehicle fleet, further expansion and development of a centralized mode of transportation.
The concentration of public transport vehicles is an effective way to improve the planning, organization and management of the transportation process, the widespread introduction of centralized terminal transportation, and increase the degree of use of rolling stock, which together will significantly reduce the cost of transportation and transport costs in general.
The most important issue in increasing the efficiency of motor transport is improving the structure of the vehicle fleet. This will require minimizing the number of types of vehicles, maximum unification and establishing, in accordance with the conditions and volume of transportation, the optimal ratio of the number of vehicles, as well as road trains of various carrying capacities in order to carry out each cargo transportation with the least expenditure of resources and cost. At the same time, it is necessary that all vehicles comply as much as possible with road, transport and natural and climatic operating conditions.
Improving the structure of the vehicle fleet involves increasing the production of road trains with the highest carrying capacity (such as MAZ-6422, KamAZ-6412, etc.), as well as light-duty transportation with a carrying capacity of up to 1 ton. (GAZ-3201, etc.).
In addition, the fleet of specialized machines (self-loaders, etc.) should increase significantly.
The insufficient development of the network of paved roads and their poor maintenance have a very negative impact on the work of industry, construction and especially agriculture, where losses from the lack of good roads are very significant.
The need to develop a network of roads arises from the high intensity of traffic flow, which in a number of areas exceeds the permissible limit (6 thousand units per day) by 5-7 times.
Therefore, the development of a network of roads and, first of all, with hard surfaces is the most important long-term task. It should be especially noted that its solution is a major reserve for reducing fuel consumption.
Scientific and technical problems of paramount importance for increasing the efficiency of road transport include:
Finding means and methods to increase the fuel efficiency of cars and reduce the toxicity of exhaust from car engines;
Ensuring traffic safety.
Increasing the fuel efficiency of cars is in the direction of improving carburetor engines, mass transition to diesel engines of trucks and buses, and reducing the vehicle's own weight.
To save gasoline and diesel fuel and reduce the toxicity of exhaust gases, cars are being converted to gas fuel (in particular liquefied propane-butane gas, natural gas, etc.).
The task of ensuring traffic safety on highways is becoming extremely urgent.
In all developed countries, accident research is being conducted, and the work concerns the entire complex of road transport, that is, the “person (driver, pedestrian) – car – road” system. Now a fourth element is being added to it: “environment”. The measures being developed are divided into active safety measures, aimed at preventing accidents, and passive safety measures, weakening the consequences of accidents.
In relation to a car, active safety measures include: increasing the stability and controllability of the car, strengthening and improving the brakes, increasing the reliability of tires, etc. Passive safety measures include: increasing the strength of the body, the use of energy-absorbing bumpers, various devices and devices to protect the driver and passengers from blows, etc.
Safety requirements for the design and construction of highways are becoming more stringent. The network of highways such as motorways is expanding with multi-lane traffic, intersections with other transport communications at different levels, with a spiral road surface that increases the adhesion of tires to the road surface in various weather conditions, the use of special warning signals, illuminated signs and road markings, etc. .
Currently, according to approximate estimates of experts, road freight transport carries out more than two-thirds of the Russian volume of freight traffic. No lesser share of passenger turnover in Russia is accounted for by passenger road transport. Road transport will apparently retain this leading role in the movement of people and goods in the near future.
However, it is no secret that modern amateur motorists and business organizations, taking advantage of the achievements of a free market economy, when purchasing vehicles, do not give preference to new domestic cars, but to used foreign cars offered at low prices. This applies equally to both cargo and passenger vehicles.
In an effort to overcome the systemic crisis that gripped the domestic automotive industry in the 90s. last century, the government of the Russian Federation in 2002 developed and adopted an important state document for the motor transport industry - “The Concept for the Development of the Russian Automotive Industry”, designed for the period until 2010. The main goal of the concept is the development of the national automotive industry and meeting the needs of the automotive market of a competitive country domestic products.
It is expected that the implementation of the concept will allow, in a relatively short period of time, to modernize the Russian automotive industry and ensure its necessary integration into the global automotive industry, to satisfy the growing demand for modern automotive equipment.
The concept identified the following priority areas of development in the motor transport sector:
· organizing the production of competitive automotive equipment that meets current and future (future) international requirements;
· increasing the production of especially small and small class passenger cars;
· updating the fleet of public buses through the production of vehicles with improved consumer properties, as well as vehicles adapted for transporting people with disabilities;
· increasing the investment attractiveness of automotive production and attracting foreign corporations to the domestic automotive industry to organize new and modernize existing production;
· creation on the basis of one of the federal state enterprises of a powerful industry research and design organization (laboratory);
· development of a financial leasing system in the field of production and sale of public vehicles;
· creation of an interdepartmental system for monitoring the technical level, safety, service life and other consumer properties of automotive equipment;
· saturating the fleet with vehicles that meet international environmental and safety requirements;
· development of a classification of vehicles depending on their environmental characteristics and its application when charging fees for negative impacts on the environment;
· design and development of production of a new generation of tires that meet more stringent noise and environmental requirements;
· development of a mechanism for recycling end-of-life vehicles;
· wider involvement of defense industry enterprises in the design and production of automotive materials and components. It is expected that their scientific and technical potential will be directed to the production of such components that determine the high technical level and quality of automotive equipment: engines, transmission units, brake systems, steering, suspension elements, exhaust gas aftertreatment systems, electronic control systems and electrical equipment, integrated (intelligent) ) security systems.
The following trends will be characteristic of the entire global motor transport industry in the near future. In the structure of the vehicle fleet of industrial enterprises, the proportion of vehicles whose carrying capacity is close to the limit established by traffic rules and road conditions will increase. The share of cargo transportation over long distances in specialized road trains, closed containers and packages will increase. There will be further growth of branded dealer and service networks for the sales and maintenance of vehicles, and the network of points for monitoring the technical condition of vehicles will expand.
Simultaneously with the growth of the vehicle fleet, the repair and improvement of existing roads and the construction of new roads, including toll highways, will proceed at a faster pace. Measures will be taken to increase the capacity of city streets, especially in metropolitan cities. A network of comfortable parking lots, parking lots, and garages, including underground and multi-story ones, will grow.
The transition of road transport to alternative types of fuel, primarily gas (methane, propane), will be carried out more intensively. This is due to the sharp increase in recent years in the number of cars, which have an extremely harmful and destructive impact on the environment. Every year, cars emit millions of tons of toxic substances that “poison” not only car consumers, but also the entire surrounding population, especially in large cities.
To limit and reduce environmental damage in the coming years, it is planned to develop and gradually implement new state standards for automotive vehicles that comply with international environmental standards and establish strict requirements for vehicles. Already in 2006, the production of cars that do not meet the Euro-3 standard established by the Inland Transport Committee of the UN Economic Commission for Europe will be banned. In the future, it is planned to move to the production of new cars that fully comply with even more stringent standards for maximum permissible emissions of the Euro-4 and Euro-5 standards. In the longer term, electronically controlled cars are expected to be released.
Attention will also be paid to strengthening road safety measures. The requirements for obtaining driving documents will become more stringent, and the level of responsibility of the carrier will increase. A system for protecting consumer rights in the field of road transportation will be created. A specialized car insurance market will develop.
However, despite the undeniable advantages of road transport and the high degree of its usefulness for the needs of the economy and society, we must not forget about the costs that it brings with it. It is enough to recall the thousands of people who die every year in car accidents, the tens of thousands who remain crippled for life. Modern road transport requires not only enthusiastic pathos, but also responsible, professional handling.
Questions and tasks for repetition and self-control
1. What role does road transport play in the social and economic life of society?
2. What advantages and disadvantages does road transport have in comparison with other modes of transport?
3. Describe the essence and purpose of motor transport enterprises of various profiles.
4. What features do road transport services have?
5. How should the special properties of road transport services be taken into account in production activities?
6. What are the main directions of development of the motor transport industry in the near future?