Related to the term information flows. Information flows in logistics. Definition of information flows

Let's consider the information flows that take place in the current IS within the framework of the IPP. Information, as noted by V.I. Knorring (1997) is one of the most complex, not yet fully disclosed, even mysterious problems of modern science. This can be seen at least from the vagueness of the very definitions of the concept of information - a set of information, data, knowledge, or from philosophy - a violation of monotony. In cybernetics, information is closely related to entropy, one of the basic concepts of classical physics, i.e. with the ability of energy to transform. Wiener N. writes: “The amount of information in a system is a measure of the organization of the system, in the same way, the entropy of the system is a measure of the disorganization of the system, one is equal to the other, taken with the opposite sign.” From the point of view of management methodology, progressive entropy, i.e. the ever-increasing chaotic disorder of connections between elements is characteristic of closed systems isolated from the environment, and information is the negation of entropy.

Each definition of information reveals some property of this complex and multi-valued concept: information is communication and communication, in the process of which uncertainty is eliminated (Shannon), information is the transfer of diversity (Ashby), information is a measure of the complexity of structures (Mole), information is the probability of choice (Yaglom), etc.

Further delving into information theory will lead us into the dense jungle of the laws of thermodynamics, to Maxwell’s famous “demons” and even to the inevitability of the thermal death of the Universe. In control theory, the following definition of information is accepted: a set of information about changes occurring in the system and its environment, which reduces the degree of uncertainty of our knowledge about a specific object, the exchange of information (data) between people, a person and an automaton, an automaton and an automaton. CS can be defined as a set of circuits for the circulation and transformation of information, and this interpretation of the concept is presented in Fig. 6.6. These definitions are quite sufficient for studying management problems. Information, which makes up the triad of the most important characteristics of the world around us, along with matter and energy, has some, unique to it, the following features:

1) is as abstract a concept as the concepts of mathematics, but at the same time it reflects the properties of a material object and cannot arise from nothing;

2) has some properties of matter, it can be received, stored (recorded, accumulated), destroyed (erased), transferred. However, when transmitting information from one system to another, the amount of information in the transmitting system remains unchanged, although in the receiving system it usually increases;

3) in any sphere of knowledge, it is the only type of resource that, in the course of the historical development of mankind, not only does not deplete, but gradually increases, improves and, moreover, contributes to the effective use of other resources, and sometimes creates new ones.

Rice. 6.6. Information flows and their main sources

The constantly changing state of the market or external environment requires an immediate response from the administration, and if information about these changes is delayed or processed slowly, the consequences for the company will be disastrous (Fig.6.7). According to available data, by the early 1990s, 60% of jobs in the United States depended on information processing services, and the costs of this activity accounted for about 70% of the gross national product. However, most people go to such expenses - it is profitable.

There are external, input information, primary (initial) that arises during production, and secondary as a result of processing the initial information. The external goals of the organization determine the composition and structure of information flows that ensure management according to external goals. External information flows are generated by an environment external to the organization and are characterized by spatial complexity, interdependence and interdependence. These information flows are generated by two relatively independent subsystems of the external environment: the macroenvironment and the immediate environment. In structuring sources of information, we will use the classification of external and internal environments proposed by O.S. Vikhansky and A.I. Naumov (1996).

Rice. 6.7. Information connections of the head according to Knorring

In our opinion, external information flows within the macroenvironment are generated by the following five sources:

· economic component;

· legal component (regulation of the business environment and the rules of economic relations with the subjects of its regulation);

· political component;

· social component;

· technological component.

External information flows within the immediate environment are generated by the following four sources: buyers, suppliers, competitors, and the labor market. The structure and volumes of these information flows must be balanced and interconnected:

· with a variety (structure and volumes) of feedback control information caused by changes in the external environment;

· with a variety of divisions of the organizational structure of the management system necessary for processing external information flows;

· with a variety of units required to process internal information flows.

The sources of internal information flows are sections of the internal environment of the organization and the resources used in the production of goods and services: personnel, organizational, production, marketing, financial. Very important is the organizational cross-section, which generates information about the state of management functions in the organization, within which the distribution of powers is carried out. Connections and relationships that take place during the implementation of management functions, rights and powers also generate information flows.

In general, management of the organization’s external goals follows the following chain: resources ® objects of regulation ® resources. This process has resource and behavioral limitations, from the point of view of the external and internal environment of the organization.

Thus, external and internal information flows associated with the state of the external and internal environment of the organization form basic information flows that are the basis for:

· development of control information for management for external and internal goals as the main product of the activity of the management system;

· adjustments and design of the organizational structure of the SU.

Information flows as defined by A.N. Rodionova (2000) have a three-layer architecture (Fig. 6.8), including data (databases or accounting, production and auxiliary information), business rules (formal and informal, or, in other words, directive and regulatory technical information), as well as documents generated in the organization and management decisions made.

Rice. 6.8. Three-layer information flow architecture

It is clear that several routes can pass through one transit node, for example, through node 5 (Fig. 3) at least all data sent by node 4 to each of the other nodes passes through, as well as all data arriving at nodes 3 , 4 and 10. The transit node must be able to recognize the data streams arriving at it in order to ensure that each of them is transmitted exactly to the interface that leads to the desired node.

Information flow, or data flow, is a continuous sequence of data united by a set of common features that distinguishes it from the general network traffic.

For example, all data coming from one computer can be defined as a stream; The unifying feature in this case is the source address. The same data can be represented as a collection of several subflows, each of which has a destination address as a differentiating feature. Finally, each of these subflows can in turn be divided into smaller subflows generated by different network applications - email, a file copy program, a Web server. The data that makes up a stream is represented in the form of various information units of data - packets, frames or cells.

Obviously, when switching, the data destination address is a mandatory feature. Based on this attribute, the entire flow of data entering the transit node is divided into subflows, each of which is transmitted to the interface corresponding to the data route.

The source address and destination address define the flow for a pair of corresponding end nodes. At the same time, it is often useful to imagine this stream in the form of several subflows, and each of them must have its own special route. Consider an example where the same pair of end nodes is running multiple applications interacting over the network, each with its own unique network requirements. In this case, the choice of route should be carried out taking into account the nature of the data being transferred, for example, for a file server it is important that the large volumes of data transmitted by it are sent through channels with high throughput, and for software system control, which sends short messages to the network that require mandatory and immediate processing, when choosing a route, the most important thing is the reliability of the communication line and the minimum level of delays along the route. At the same time, even for data that imposes the same requirements on the network, several routes can be laid in order to speed up data transfer through parallelization.

Flow attributes can have global or local significance - in the first case, they uniquely determine the flow within the entire network, and in the second - within one transit node. A pair of end node addresses to identify a flow is an example of a global attribute. An example of a sign that locally defines a flow within a device is the interface number (identifier) of this device, to which the data was received. For example, in Fig. 3, node 1 must be configured to transmit all data received from interface A to interface B, and data received from interface D to interface C. This rule allows you to separate the data flow of node 2 from the data flow of node 7 and route it for transit transmission through different network nodes, in this case the flow of node 2 is through node 5, and the flow of node 7 is through node 8.

Stream label- ϶ᴛᴏ a special type of attribute. It represents a non-number that all stream data carries. The global label is assigned to the flow data and does not change its value throughout its entire path from the source node to the destination node, thus it uniquely identifies the flow within the network. Some technologies use local flow labels that dynamically change their value as data is transferred from one node to another.

However, recognition of flows during switching occurs on the basis of signs, which, in addition to the mandatory data destination address, may include other signs, such as, for example, application identifiers.

Determination of information flows. - concept and types. Classification and features of the category "Determination of information flows." 2017, 2018.

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Ural Socio-Economic Institute

Academy of Labor and Social Relations

Department of Management

Course work

Topic: Information flows in logistics: concept, types, units of measurement

Chelyabinsk 2011

INTRODUCTION

Information logistics is a part of logistics that organizes the flow of data (information) accompanying the material flow in the process of its movement. Information logistics is the link between supply, production and sales at an enterprise.

Information logistics manages all processes of movement and storage of goods in an enterprise, thereby ensuring timely delivery of these goods in the required quantity, required configuration and required quality from the places of their production to the place of consumption with minimal costs and optimal service.

Basic Concepts information logistics:

information flow;

Information system;

information technology.

The main task of information logistics is to deliver information to and from the enterprise management system. Each level of the hierarchical structure of the enterprise should receive only necessary information within the required time frame.

Information logistics should perform the following functions:

collect emerging information;

analyze information;

move information;

accumulate and store information;

filter the flow of information, that is, select the data and documents necessary for a particular level of management;

combine and separate information flows;

perform basic information transformations;

manage information flow.

Information (economic) - a set of various information operating in economic objects (about social processes of production, distribution, exchange and consumption of material goods and services), which can be recorded, transmitted, transformed and used to implement such management functions as planning, accounting, economic analysis, regulation, etc.

1. Information flows in logistics

The basis of the material flow management process is the processing of information circulating in logistics systems. In this regard, one of the key concepts of logistics is the concept of information flow.

Information flow is a set of messages circulating in the logistics system, between the logistics system and the external environment, necessary for the management and control of logistics operations. Information flow can exist in the form of paper and electronic documents.

In logistics, the following types of information flows are distinguished:

Depending on the type of systems connected by the flow:

horizontal (the flow of messages between business partners at the same management level) and vertical (the flow of messages coming from management to the links of the logistics system under its control;

Depending on the location:

external (flow occurring in an environment external to the logistics system) and internal (flow of messages circulating within one logistics system);

Depending on the direction in relation to the logistics system: input (flow of messages entering the logistics system, or one of the subsystems) and output (flow of messages going beyond the logistics system, or one of the subsystems);

Depending on the urgency:

regular, urgent and very urgent;

Depending on the degree of secrecy:

Depending on the significance mail messages:

simple, custom, valuable;

Depending on the transmission speed:

Traditional (mail), fast (fax, Email, telegraph, teletype, telephone);

Depending on the coverage area:

local, out-of-town, long-distance, international.

The information flow can be ahead of the material flow, follow simultaneously with it or after it. In this case, the information flow can be directed either in the same direction as the material one, or in the opposite direction:

The forward information flow in the opposite direction contains, as a rule, information about the order;

The advanced information flow in the forward direction is preliminary messages about the upcoming arrival of cargo;

Simultaneously with the material flow, information flows in the forward direction about the quantitative and qualitative parameters of the material flow;

Following the material flow in the opposite direction, information can pass about the results of cargo acceptance in terms of quantity or quality, various claims, confirmations.

The path along which the information flow moves in the general case may not coincide with the route of the material flow.

The information flow is characterized by the following indicators:

1) source of occurrence;

3) transmission and reception speed;

4) flow intensity, etc.

The formation of information systems is impossible without studying flows in the context of certain indicators. For example, solving the problem of equipping a certain workplace with computer technology is impossible without knowing the volume of information passing through this workplace, as well as without determining the required processing speed.

Information flows are characterized using several assessments:

The sources of messages can be different: both from participants in supply chains and from organizations adjacent to them;

In terms of direction, information flows can be horizontal and vertical, direct and indirect. Horizontal are messages between participants of the same level. Vertical - these are flows between the managerial and subordinate levels of management. Direct direction - to fulfill the requirements contained in the message. Indirect direction - sending copies of the message only to familiarize yourself with the issue.

The volume of information flows is taken into account in several ways. For large information flows, the dimensions are determined by the number of documents, sheets in the flow, and pages. For small streams, the volume is determined by the number of lines in the document or the number of words in the message. The third method - taking into account the number of characters in the message - is estimated at computer systems in special units of measurement.

The frequency of information flows characterizes the frequency of their formation.

Documentary information flows undergo an approval procedure. Thus, planned messages at enterprises are coordinated with shop managers and members of the enterprise management.

Each documentary message is approved by certain persons. Without the appropriate signature, the document has no force.

Documents have different validity periods and storage periods.

The storage order is also different. information messages. Some messages are collected in separate bundles, others are stored on magnetic media.

Information flows in logistics are formed in accordance with material flows.

But sometimes a material flow may arrive at a given location, but the documents for it may not yet be delivered. Such a material flow is considered an uninvoiced delivery and is accepted by the recipient for storage until the documents arrive. It may also be the other way around: documents arrive at their destination before the cargo itself.

Keeping the information flow ahead of the material is preferable. This makes it possible to better prepare for receiving cargo.

You can control the information flow as follows:

Changing the direction of flow;

Limiting the transmission speed to a corresponding reception speed;

By limiting the volume of flow to the capacity of an individual node or section of path.

The information flow is measured by the amount of information processed or transmitted per unit of time.

Methods for measuring the amount of information contained in a message are studied in a branch of cybernetics called information theory. According to this theory, the so-called binary unit - a bit - is taken as a unit of information. When using electronic computing technology, information is measured in bytes. A byte is a part of a machine word, usually consisting of 8 bits and used as a whole when processing information in a computer.

Derived units of information quantity are also used: kilobyte, megabyte and gigabyte.

In business practice, information can also be measured:

The number of documents processed or transmitted;

The total number of document lines in processed or transmitted documents.

It should be borne in mind that in addition to logistics operations in economic systems other operations are also carried out, also accompanied by the emergence and transmission of information flows. However, logistics information flows constitute the most significant part of the total information flow.

Let us consider, as an example, the structure of the aggregate information flow in a large grocery store. The bulk of the total volume of information circulating here (more than 50%) is information received by the store from suppliers. These are, as a rule, documents accompanying the goods arriving at the store, the so-called shipping documents, which, in accordance with the above definitions, form the incoming information flow.

Logistics operations in a store are not limited to receiving goods from suppliers. The intra-store trade and technological process also includes numerous logistics operations, which are accompanied by the emergence and transmission of information used within the store. At the same time, the share of educated information used inside the store is approximately 20%.

In general, approximately 2/3 of the total volume of information processed in the store can be information necessary for monitoring and managing logistics operations. At manufacturing enterprises or wholesale trade enterprises, the share of logistics information flows is even greater.

2. Research methodsEating Information Flows

2 .1 Method for analyzing decision making norms

The decision-making process is one of the most complex and little-studied processes of human activity in the field of management. The characteristic features of the decision-making process are as follows:

alternativeness - the presence of many possible solutions;

the presence of a criterion for choosing a solution in the form of an objective function (one or more goals);

choice the best option solutions, which is understood as the option that most closely matches the criterion for choosing a solution;

the presence of characteristics of the objective environmental conditions of the decision-making object, i.e. description of unregulated variables (one of the most important conditions ensuring the choice of the best option);

the presence of a decision-making subject acting in accordance with the powers granted to him, with the participation of other stakeholders representing interests and points of view;

the decision is made on the basis of logical, informal operations (computational operations play a supporting role here).

Stages of the decision-making process. The decision-making process consists of several stages:

Obtaining information about the problem.

Analysis of information in order to ensure the reliability of the information received, differentiate all information by degree of importance, etc.

Formulation of factors taken into account in the decision-making process.

The characteristics by which alternatives will be compared are determined. The individual characteristics of the people making the decision play a big role.

One part of the factors will form the limitations, the other will form the goals towards which the decision should be aimed.

Construction of a behavior model of the system for which the decision is made. The model is a deliberately simplified diagram from which it is possible to obtain recommendations for solving a problem.

Development of alternatives possible ways achieving the set goals, from which the best must be selected.

Forecasting alternatives, as a result of which the probability of implementation of each option and the probability of the consequences of its implementation are determined.

Formation of the criterion. A criterion is understood as a certain rule that allows one to compare alternatives and make a directed choice among them. A feature of making economic planning decisions is that the selection criterion best alternative Most often it is constructed hypothetically and is largely determined by the intuition and experience of the planner.

Selection based on criteria. A survey of the decision-making process is carried out in order to obtain the material necessary to improve these processes. The degree of detail of the examination depends on the requirements of the chosen improvement methodology.

The general examination scheme requires:

develop a structural information diagram;

in accordance with the stages identified in the process of converting information when constructing a structural information diagram, draw up a generalizing solution table combining these stages;

formulate a generalizing solution table for each stage;

describe the decision-making process at each stage using decision tables and mathematical models, focusing on the corresponding summary table;

build diagrams of relationships between decision tables, mathematical models and algorithmic tables;

destroy the numbering of decision tables, algorithmic tables and mathematical models, since one decision-making block on a structural information diagram can be described by several decision tables;

clarify the structural information diagram.

The decision-making process can be described using tables. At the first stage, a general examination is carried out, without detail.

Structural information diagrams and graphs are constructed. In the analysis of controls, this method is called the “method of information connection schemes for planned calculations.”

2 .2 Module-method

The method module is used to analyze the structure of the information flow after using other methods. For each fixed message, a standard card is compiled, which is then sent through the identified structural channel. As the card moves, all information processing operations are marked on it. this channel. Information processing operations include retrieving, encoding, displaying, transmitting, processing, presenting information and making decisions. As a result of processing cards using the simplest means of mechanization, it is possible to obtain detailed information about the amount of information passing through a given channel and used in a given operation, determine throughput, computing power, identify duplication, determine the periodicity, frequency of receipt of information and other quantitative and qualitative characteristics.

The method provides a very detailed description of the quantitative and qualitative characteristics of a fixed flow of information.

2 .3 Graphical method

The main elements of the flow are documents. The relationship between them is depicted in the form of a graphical diagram. Procedures for converting flow elements (document processing) are written in the form of brief explanations on a flow diagram. The graphics coordinate system is two-dimensional. The names of the structural divisions of a particular organization are written in the column headings, and the names of moments or periods of time are written in the row headings. The scale can be uniform or uneven.

Each document in the diagram is depicted as a rectangle indicating the document number. The arrow going to the document (from the document) shows the direction of movement of information.

Below the document there are brief explanations: what procedures are carried out when processing the document; what information from the document is currently being used in this location; how this information is used; what information is recorded or changed in the document and why; where you can find detailed explanations.

Analysis of the diagram allows you to trace the paths of documents, identify the moments of their formation, the operations that are carried out with them, the order in which documents are combined or divided. As a result of the analysis of the flow diagram, it is possible to identify the volume, nature and timing of work for each division of a given organization, excessive control over work, a complete lack of control, the use of various documents instead of one drawn up in several copies, excessively long storage of documents, unjustified delays in document processing , as well as unnecessary transfers of documents caused by poor distribution of responsibilities between different departments.

The graphical method is a simple, visual, universal and economical method for describing information flows at the macro level. However, as the dimension of the flow increases, the diagram may become so large that it loses its value as a means of analysis, or it may be so superficial in detail that it will not be of assistance in the analysis of information flows.

Thus, this method It is advisable to use it to analyze the organization and improve the existing scheme of information flows at the macro level.

2 .4 Graphic-analytical method for studying information flows

The method is based on constructing an information graph and analyzing its adjacency matrix. Any control system has different inputs, outputs and inner memory. Through inputs, the control system receives initial data from the external environment, through outputs to the external environment, the results of the system are issued. During the operation of the control system, an intermediate link appears between the initial data and the results of operation. All three links together form the components of information flow. There is order between the components of information flow. Thus, the zero order has the initial data, the highest - the results of functioning.

Based on such a diagram of information flows, it is possible to construct a graph whose vertices are Xj - the components of the information flow and which are connected by arcs if the transition between them is carried out without any intermediate results (otherwise the vertex is not completed). Arcs are oriented towards higher order results. The constructed graph is called information. The adjacency matrix for the graph is constructed as follows: element (i,j) located at the intersection i-th line and the j-th column, equal to one if there is an arc from vertex Xi to vertex Xj, and equal to zero otherwise.

The adjacency matrix is a compact model of an information graph. Subsequently, a sequence of matrices is constructed, which is an adjacency matrix squared, the third power, etc. The total number of matrices is equal to the order of the information graph.

The matrix model allows you to determine:

order of information flow diagram;

the order of each flow component;

the number of components directly involved in the formation of each result;

the number of results in the formation of which each component is directly involved;

the number of paths of a fixed length connecting any two flow components;

the number of possible paths connecting any two flow components;

all the results for which each component is used, and all the components necessary to form each result;

the number of the measure after which it can be extinguished in external memory each component of the input data and intermediate results;

the number of clock cycles during which each component is stored in external memory.

The description of information flows by a graph of the “tree” type is used in the plant management of an industrial enterprise when organizing a system of planned calculations. Graphs define logical connections between system elements. For example, using a tree you can depict the flow of information in a plant management when developing a long-term plan.

The information model in the form of a “tree” graph contains the following information:

sequence of information transformation in the planning process;

name and characteristics of information conversion blocks;

sources of input information;

output addresses.

The diagram gives a generalized description of the functioning of the planning body, indicates the types of information transformations, their sequence, directions and addresses of information flows. The diagram can be the first link in developing a network model of an organizational project.

2 .5 Method of functional and operational analysis

This method is intended for organizing, synthesizing and processing information needed by territorial planning authorities. In addition, it is used in the work of higher functional planning and management bodies that are not directly related to the management of technological processes.

The essence of the method is as follows: the main functions of territorial planning (or other management) bodies are identified; functions are divided into elements; elements consist of operations. For each operation, a diagram is drawn up, goals, functions and information connections are found; volumes of information are found, its nature is determined by compiling systems of input and output information in document forms. Planning operations are combined into a logical network, on the basis of which the geography of objectively necessary information flows is formed.

Model development procedure. Work on the analysis and design of information systems is carried out in the following sequence:

development of scientific foundations and schematic diagram information system;

identifying the structure and functions of the system;

development of a logical modeling scheme;

collection and analysis of algorithms and models of planning and economic problems;

dividing the information system into subsystems, elements and operations, studying each subsystem;

identification and formalization of tasks that are amenable to algorithmization and typification of operations;

identifying the goals, functions and connections of each operation;

drawing up mathematical models of operations;

selection and development of algorithms, their justification, development of recommendations for use;

determination of the volume and nature of information, construction new system documentation;

development of an algorithmic information processing scheme;

construction of a territorial information system.

Development stages. The first stage of modeling an information system includes defining the boundaries of this system, formulating the initial premises and determining the nature of the work to build the system. Works are divided into title, problem, detailed and current.

The structure and functions of the system are revealed using macromodels. If several heterogeneous functions appear, the system is considered complex. At the same time, the operations of grassroots and national economic planning are linked, and modeling of the main connections and interactions that arise when constructing the plan is provided.

The next stage is to split the system into its component parts, subsystems, elements, and operations. The boundaries of the system are set by the researcher. A subsystem that can no longer be divided according to a certain criterion is considered as a component; the component, in turn, is divided into operations; for each operation, goals, functions and connections are identified, then their mathematical description is compiled and a method for solving the model is selected.

Tasks corresponding to certain operations are combined into groups using a single logical diagram. The list of tasks allows you to roughly determine the amount of information and contributes to the effective organization of modeling processes.

The operation simulation consists of:

determining the objective function of the operation and developing rules for selecting solutions;

building a hierarchy of operation elements;

determining the entry and exit of an operation;

defining and measuring information connections and flows;

drawing up a communications system for transmitting information;

development of a documentation system;

algorithmization and subsequent program development;

assessments technical means.

After this, the approximate amount of information is calculated: the class of problems to which the operation belongs is determined, a logical solution diagram is built, the volumes of input, output, stored information, the number of arithmetic and logical operations on information processing, length of information arrays; Based on this, the average amount of expected information is derived.

The next stage will be the selection of models and algorithms that are already known and used, as well as the development of new algorithms for problems that have not yet been solved. In this case, new methods are used, for example heuristic ones. A means of interconnecting operations can be network model, which determines the placement of information flows and the order of operations. As a result, the entire information process is modeled, its links are identified, and new necessary information flows are constructed.

The next stage is the development of an algorithmic scheme for information processing, mathematical programs are compiled; technical means are assessed. The final stage is the imitation of information systems using computer technology and a system of dynamic models.

3. Description of information flows

Information flow management can be divided into external and internal.

An enterprise in a metasystem is an independent subject of activity with greater freedom of action, therefore its control by external systems is limited to a certain set of situations, in which it is subject to control influence when it gets into them.

A situation is usually understood as a one-time description of the state of an enterprise in the form of a set of its parameters.

The essence of external control is that the enterprise either finds itself in a certain given situation, or carries out regulated behavior when it voluntarily reaches a certain situation.

In our opinion, external management consists of transferring information products to an enterprise and monitoring changes in its behavior. However, the specificity of situational management is that control systems direct information flows not directly to the enterprise, but to the information field. The enterprise is obliged to independently find and acquire all the necessary information flows that regulate its behavior in the situations in which it may find itself. The absence of necessary information flows or their misinterpretation is not taken into account.

The daily activities of a manager include: setting goals, forecasting, planning, organizing, motivating and encouraging, monitoring and regulation, evaluating performance, and interpreting results.

Every step of his activity is accompanied by the adoption of a management decision.

To make an effective management decision, the manager must purposefully collect all the information about the state and operating conditions of his enterprise within the framework of the requirements of the control systems of the metasystem. In other words, the manager must select and acquire all information flows related to his activities.

However, information storage devices are created and placed without meeting the desires and needs of the manager. In market conditions, drives sell the information flows they have to the enterprise, however, their initial collection of information products and products is generally carried out chaotically. In other words, they cannot provide the manager with complete information support for his management decisions.

The company’s competitors are in the same information field with it, therefore, the more skillfully it is organized at the enterprise efficient system search and acquisition of information flows, the higher its competitiveness.

The external system directs its information flows so that the enterprise adequately changes its behavior, but this is only possible if the manager has previously been trained in the correct perception of the corresponding information product.

Researchers in the field of information theory draw attention to the fact that in order to understand and subsequently use a specific piece of information, the recipient must have a certain amount of knowledge. The body of knowledge that allows one to recognize a certain set of information products is called information potential

Training, or the formation of information potential, of a manager is carried out with the help of information flows generated by external systems and sent to the information field. It is natural to divide all information flows into control and training. It should be noted that the systems themselves do not imply such an explicit division.

While developing control information flows, the systems do not care about producing adequate training information flows themselves. It is assumed that managers have already received them previously in training systems or that some other system has already released them or will release them later. This is most clearly expressed in the financial sector, when government regulations are then explained by the tax service or the central bank.

Educational information flows are sent to the same global information field, where they are mixed with other control information flows and neutral information products.

When preparing a management decision, developing possible options must also be consistent with the restrictions imposed by control systems. However, the degree of restrictions depends on the type of control system.

The attitude of control systems to the enterprise is determined by their position in the metasystem (government bodies) or the experience of previous activities (competitors, partners). The rights of some systems in relation to an enterprise can be unconditional (government bodies), others - conditional (voluntary interaction with partners), and others - mixed (conditional before interaction and unconditional after interaction with partners - contractual relations).

Direct and constant control over the behavior of the enterprise is carried out by government system management, consisting of control and monitoring systems.

If the control system regulates the behavior of an enterprise only if its state corresponds to a certain situation, it sends situational control information flows. In this case, regulated behavior can be either mandatory (normative) or advisory. Control information flows can be divided into normative and methodological, respectively.

The information potential of a manager must ensure the perception of all types of information flows so that his management decisions do not lead to negative consequences for the enterprise. The viability of an enterprise directly depends on its information potential.

In the management process, a variety of situations, very complex problems and tasks are encountered. Therefore, the manager has to make organizational, environmental, organizational-economic, social, socio-economic, production, technological and technical decisions.

When considering organizational and economic decisions, it is clear that when making a decision, the manager must fulfill next steps, ensuring consistency with the requirements of the metasystem:

1. formalize the future situation in which the enterprise will find itself;

2. identify many systems that control the enterprise in a given situation;

3. classify these systems according to the degree of their rights in relation to the enterprise;

4. find and purchase educational information streams;

5. rework educational information flows to increase information potential;

6. find and acquire control information flows;

7. process control information flows and record the restrictions and requirements of control systems in relation to the enterprise.

When choosing the final option, it is necessary to take into account the results of information analysis of the requirements of the external environment.

In conditions of a shortage of necessary control information flows and corresponding information potential, the manager also generates harmful options for management decisions, which are considered along with useful ones when choosing a rational decision.

The way out is that several employees take part in the process of preparing decisions. The organizational structure of an enterprise provides for the division of functions between departments and individual specialists and, consequently, the distribution of decisions made between them. A manager, a person who personifies an enterprise and is responsible for the actions of his employees, gives their decisions the status of enterprise behavior.

However, the method of separation of functions does not guarantee the adoption of rational decisions, especially for strategic decisions.

The manager does not develop strategic decisions individually, but, as a rule, involves heads of functional departments and individual specialists, entrusting them, in addition to their main work, with carrying out individual components of the decision-making process. Functional managers, preparing decisions from their positions, as a rule, do not have the opportunity and need to coordinate them, taking into account the consequences for the entire enterprise.

To ensure the ability to recognize all control information flows, the chief manager can and should use the information potential of his team members and other specialists. The total ability of all members of the management team to transform the multitude of information flows entering the enterprise in the process of making management decisions is called the information potential of the management team.

Training and control information flows sent to the global information field are mixed with other sources of point information. The metasystem assumes that the initiative in searching and acquiring information flows should come from the enterprise itself. The absence of identifying features in information flows creates additional difficulties when a manager searches for the information flows he needs and leads to information losses. The shortfall in information products directly affects the amount of economic damage caused to the enterprise by control systems as punishment for violating established rules.

Specialized systems partially solve the problem of acquiring information flows information services(SIO) outside and inside the enterprise.

Information service systems are a tool for managing the corporate information system of an enterprise.

SIOs, independently or by order, acquire information flows from management systems or information storage devices (libraries, stores), accumulate them, make duplicates, some of which go directly to the management team or other specialists for processing.

The information flows stored in the enterprise's information and information system become its information resource.

Some of the information flows accumulated in the archive never get processed (for various reasons), and, consequently, the enterprise suffers information losses, which lead to damage from the lack of information and from useless costs for acquiring information flows. The information resource of an enterprise in itself does not affect the quality of decisions made.

The need for distinction information resource and information potential consists, first of all, in ensuring that the manager, when distributing financial resources and planning work, clearly understands the procedure for increasing information potential.

Enterprise management is a constant cyclical process of making management decisions. No decision can be made independently of others. Having a management team can significantly increase the efficiency and cost-effectiveness of this process.

All stages of development and decision-making are carried out by the team collectively, however, it is advisable to assign responsibility for initiating and processing each individual stage to individual specialists. As experience shows, only irresponsibility can be collegial; responsibility must be personal.

The economic, organizational and socio-political components of the management team’s competence are determined by their total information potential, that is, the ability to perceive and adequately respond to information products produced by external management systems.

The formation of the necessary information potential should be based on targeted systemic university and postgraduate education. Self-learning in the real conditions of an enterprise’s activities in a competitive, rapidly changing environment does not leave it a chance of survival.

Functional specialization of the management team

Decision stage	Responsible manager	Actions
1.Forecasting the behavior of the external environment	Economist Researcher	Monitoring and statistical analysis of the main characteristics of the behavior of competitors and consumers; preparation of proposals to change the behavior of the enterprise
2.Forecasting the behavior of the enterprise	Technologist manager	Monitoring and statistical analysis of the main characteristics of the enterprise; preparation of proposals to change the behavior of the enterprise
3. Formation of a goal to be achieved	General manager	Recognition of the need to make a specific decision; coordination of strategic and tactical goals; allocation of possible resources (financial, material, human); setting restrictions (temporary, economic, environmental, social)
4.Measurement of the current and planned final state of the system	Technologist manager	Selection of controlled system state parameters; development of a system measurement technique; recording measurement results
5.Targeted collection of information influencing decision making	Manager-lawyer	Formalization of the target situation; identifying multiple systems that control the enterprise in this situation; classification of these systems according to the degree of their rights in relation to the enterprise; search, acquisition and processing of educational information flows; search, acquisition and processing of control information flows;
6.Development of solution options	Economist-designer	Logical design of possible options; brainstorming to develop original options
7.Selection of criteria for comparing options	General manager	Formulation of criteria (economic, environmental, technical, social, moral); prioritization of criteria
8.Comparison of options	Economist-designer	Math modeling; conducting expert assessment; bringing options to a single base
9. Selection according to the criteria of one rational option	Economist-designer	Giving the selected option the status of a final management decision
10. Implementation	Technologist manager	Construction of a decision tree for functional departments; coordination of deadlines for completing individual stages; resource allocation
11.Evaluation of the result of achieving the goal	Technologist manager	Operational control over the progress of implementation; timely adjustment of management decisions; transition to the beginning of the cycle of developing the next decision

Making management decisions is the main and responsible function of a manager. Violation of the rules of behavior in the metasystem leads the enterprise to economic losses (up to bankruptcy and liquidation), making its activities meaningless.

It is advisable to create a team of managers at the enterprise consisting of: a general manager, a manager-lawyer, an economist-researcher, an economist-designer and a manager-technologist. The team must own a PC to be able to use information bases data and apply mathematical models of the behavior of organizational systems in preparing and making management decisions.

Internal information flow management is based on the concept of document flow.

The success of management activities largely depends on how quickly and efficiently all necessary documentation is processed, the movement of which is carried out along certain routes from the place of preparation or receipt in the organization to sending to interested organizations or depositing in the archive. This movement of documents is called document flow. It should be organized in such a way that there are no delays and accumulation of documents at the workplace. For this purpose, organizations need to develop routes for the passage of documents and establish specific terms for their presence with each performer, and monitor their passage to all workplaces.

4 . Practical task

Characterize the composition of the information flow and draw up a graphical diagram of it indicating the types of information media ( different kinds shipping and title documents, contractual documentation), points of movement and processing (divisions of the company, departments), volumes and frequency of movement, as well as a description of its organizational and legislative basis (in-house standard, Regulations on document flow or others).

Having agreed on a diagram of the external process environment, the team should create a process map that allows them to look at the process in more detail. This will be a diagram of information flows and will show the main subprocesses that make up the process. The main stages of the process shown in the figure are as follows:

information flow decision making

Stage 1. The customer service department receives the order from the buyer, writes it down and sends it to the sales and production department, and a copy to the department technical support.

Step 2: Based on the customer's order information, the technical support department develops a technical specification for the type of food formula the customer requires and sends it to the sales and production department.

Step 3: Using the customer order information and technical specification, sales and production issues a purchase order along with current inventory levels. This order and information are transferred to the production planning department.

Stage 4. A production plan is developed for the department for planning the costs of raw materials and supplies. This is done based on sales and inventory information.

Step 5: The Raw Materials Planning Department uses the production plan, contract number, and transportation and raw material inventory availability information to develop transportation requirements and material requirements plan.

Step 6: The transportation planning department issues an order for the vehicle using transportation requirements and current information from the third party (carrier). Information about delays is collected in the customer service department.

After completing these steps, the grinding shop produces the required amount of feed, ready for loading onto the carrier's transport. The carrier picks up the products and delivers them to the buyer.

The above information flow diagram shows the main sub-processes this process and their interaction with each other to produce the primary output of the process, which in this case is the animal feed delivered to the farmer. This diagram allows you to see the process as if from above, although it is not possible to consider the details of the main subprocesses.

Conclusion

Undoubtedly, the use of information logistics made it possible to establish effective communication between participants in the management process, although this entailed some problems, for example, a lack of obtaining and processing data, the problem of operations research in the management of material and information flows, the problem of supply management, etc. To manage information flows and organize electronic data transfer between enterprises, it is necessary, first of all, to achieve compatibility of hardware and software.

Currently, these problems are at the stage of being solved, since the role of information support for logistics management is increasing every day, acquiring a massive scale, thereby accelerating the process of formation information technologies in logistics.

Regarding specifically automated systems, then of course we cannot do without them if we want to speed up and facilitate connections between partners along supply chains, since every movement of materials is associated with the transfer of information.

List of sources used

1. Gadzhinsky A.M. Logistics: Textbook for higher and secondary specialized educational institutions. - 2nd ed. - M.: Information and implementation center "Marketing", 2007. - 228 p.

2. Logistics: Tutorial/ Ed. B.A. Anikina. - M.: INFRA-M, 2005.

3. Logistics: textbook. - 4th ed., revised. and additional - M.: T.K. Welby, Prospekt Publishing House, 2008. - 520 p.

4. Nerush Yu.M. Commercial logistics. Textbook for universities. - M: UNITY, 2005.

5. Novikov O.A., Nos V.A., Reife M.E., Uvarov S.A. Logistics: Textbook. manual - St. Petersburg: SZPI, 2006.

6. Rodnikov A.N. Logistics: Terminological dictionary. - M.: Economics, 2005.

7. Rusaleva A.Yu. Basics of logistics. - Novosibirsk: NGAEU, 2007.

8. http://logistic-info.org.ua/informacionnye-potoki/page-2.html

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Goals of creation and functions of the information system

A set of software and hardware, regulations for their functioning, as well as personnel implementing all information flows of the enterprise, aimed at adequate Information Support and increasing the efficiency of the management process.

Let us highlight the main goals of creating an information system:

Ensure the survival and viability of the enterprise;

Providing employees with a normal work process;

Eliminating confusion in obtaining information and using it;

Expanding the functions of the enterprise in accordance with market requirements.

Information system consumers can be classified as:

Internal - marketing divisions, supply and sales departments, warehouse, product and technology developers, management level of enterprises;

External consumers and suppliers of information: consumers of products, suppliers of raw materials and components, intermediaries, competing enterprises, investors, advertisers.

Basic principles of building an information system:

Hierarchy (subordination of tasks and use of data sources);

The principle of data aggregation (accounting requests at different levels);

Redundancy (building taking into account not only current, but also future tasks);

Confidentiality;

Adaptability to changing demands;

Coherence and information unity (determined by the development of a system of indicators that would exclude the possibility of uncoordinated actions and the output of incorrect information);

Openness of the system. A logistics information system differs from any other information system in its functionality and level of integration of information spaces. Its main feature is integration into a single information space three main components of the flow of goods: supply, production and consumption.

Thanks to the functioning of the enterprise management system, the achievement of goals of a certain level is achieved. It is usually customary to distinguish four levels of the ladder of organizational goals (naturally, to achieve the goals of each level, certain information is required).

Information for developing strategy and policies for the enterprise

The logistics information system operates in the following modes:

Information and reference mode;

Sorting and grouping mode;

Analytical mode issuance of analytical information and documents based on the results of processing two more characteristics of different affiliation;

Calculation mode (calculations are performed using pre-formalized models and dependencies);

Advising mode (several decisions are given based on formalized and intuitive methods);

Training mode;

Optimization.

Information systems of any functional nature cannot be rationally organized without technical means, which in turn are an integral part of a modern enterprise. These include: means of compilation, copying, reproduction text documents; facilities graphic works and accounting operations; communications and much more.

The choice of one or another method of organizing an information support system depends on many factors, and above all on the size of the organization, the business processes existing in it, and the availability of free resources.

Development and implementation of information systems

Development Institute information society IRIO conducted a study in Moscow, the purpose of which was to determine the level of development of information technology. There is also information from Russian regions. When these data are compared with data on the situation in the European Union, one can get an idea of the scale of our lag and its reasons. As a result of a study conducted by the Institute for Information and Research, it became clear that in 55% of Moscow enterprises the majority of the staff uses computers and 26% have access to the Internet. The Russian average figures are 33.8% and 5.8%, respectively. WEIGHT personal computers used by an average of 49% of company employees. The above indicators indicate that the main elements of information and communication technologies (computers in the workplace, file server, e-mail, Internet access) enterprises have. However, their use does not provide fundamentally new opportunities compared to traditional methods. Successful companies usually simply implement information technology.

When developing information systems:

Particular attention is paid to methods for measuring and comparing logistics indicators, as well as methods for managing them;

Formalized and comprehensive systems for assessing the results of customer service are being developed;

Standards are established for each type of logistics procedures throughout the entire process of servicing consumers;

So-called data warehouses are being created, which are integrated elements of enterprise information systems. The main purpose of creating such repositories is to facilitate access to data for all enterprise managers, as well as consumers and suppliers;

Evaluation and control systems are integrated with order servicing and planning systems, including receiving and processing orders, planning logistics operations, inventory management, production planning, warehousing and transportation.

Decide on the enterprise, that is, understand what we have, what we would like to have in the near future, and develop regulations on the organizational structure of the enterprise;

Develop a mechanism for financial and economic management of the enterprise as a whole, including developing regulations on the financial structure, identifying centers financial accounting and financial responsibility;

Highlight the main logistics goals of the enterprise (depending on the need to solve the problems facing the information system): business areas, financial, technological, information and material flows; evaluate document flow;

Develop mechanisms for organizing and operational management of supply chains: standards, forms of accounting and control, management reporting;

Create supply chain technology, a financial planning and control system, as well as a financial analysis system.

Currently in Russia there are information management systems: automated control systems for individual warehouses, materials supply management systems and complex systems supply chain management. When choosing management systems, it is most advisable to give preference to integrated information and management systems that provide the greatest economic effect for the enterprise.

The peculiarity of this system is that it automates not only individual warehouses, but also the entire supply chain. Its basis is a central module, to which several tens of hundreds of automated control systems of individual warehouses and manufacturing enterprises can be connected. Separate systems installed at warehouses and enterprises located at remote distances from each other exchange with each other and with the central module via an internal protocol using a server. The interface allows these systems to exchange a fairly compact amount of information, which is very important given the current state and prices of network services and when using dial-up access to these services. The information transmitted includes both verbal messages and electronic documents, commands, confirmation of actions, data on warehouse stocks, volumes of receipt, and delivery of cargo. In the central module, primary statistical data is accumulated and demand and shipments are forecasted, taking into account seasonal fluctuations in the needs of goods.

Let's give an example of how the inventory replenishment mechanism works in stores. trading network Pyaterochka.

From an interview with Alexander Laitsev, head of the logistics directorate of the Pyaterochka supermarket chain: There is a certain assortment matrix, the components of which - certain goods - must be present in a certain volume in our retail outlets. The store manager is responsible for their availability. Information system in automatic mode constantly analyzes stocks, and when the balance of some product reaches a critical point, invites the store manager to place an order. Naturally, this happens daily and different items are ordered every day. For now - on at this stage— the recommendations of the information system can and should be adjusted, because the program does not yet know all our favorite holidays and cannot recommend ordering candy for Teacher’s Day or frying pans for March 8th. Despite this, our program can already be called an ECR-level system, because it connects all chains of the enterprise: from managing material flows - inventories - to managing intangible flows.

Information flow: concept and types

In logistics, the concept of information flow is distinguished. An information flow is considered to be a set of messages circulating within the logistics system, as well as between this system and the environment external to it, necessary for the management and control of logistics operations.

Messages that make up information flows are sent out on different media:

Traditional paper documents;

Electronic documents (magnetic and paper - punched tape, punched cards), etc.

Messages can be oral, telephone, or speech.

The following groups of information flows are distinguished:

1) horizontal;

2) vertical;

3) external;

4) internal;

5) input;

6) weekends.

Horizontal refers to information flows that cover messages between partners in economic relations at the same level of management: enterprises that supply and enterprises that consume material resources, or between them and their intermediaries in the process of circulation of goods.

Vertical are information flows that cover messages coming from above, from management to subordinate authorities, or links of the logistics system. From corporations and holding companies to subsidiaries, etc.

External are information flows that flow in an environment external to the logistics system. Thus, horizontal information flows of messages from partner enterprises are external to the partner to whom they are sent and who will receive them.

Internal information flows are messages circulating within one logistics system. For logistics subsystems, internal are message flows within the subsystem. The rest of the messages are external to them.

Input information flows are messages included in the logistics system or one of its subsystems.

Output information flows are messages that go beyond the boundaries of one logistics system or one of its subsystems.

Information flows are divided:

By urgency: regular, urgent, very urgent (lightning)

According to the degree of confidentiality. Messages containing trade secrets are sent with the document classified as confidential;

By significance, information flows of postal messages are divided into simple, registered and valuable;

Based on the speed of message transmission, information flows are divided into fast and traditional (mail);

- By area of coverage, information flows are divided into:

1) local;

2) non-residents;

3) distant;

4) international.

An important role among information flows is played by messages of a documentary nature, most often drawn up on paper in a certain form, filled out in the prescribed manner and certified by the signatures and seal of the sender; messages are called documentary. In information flows, documentary messages occupy a large share.

In logistics, the information flow is often accompanying (passing) in relation to the material flow and contains information about the material flow necessary to control its movement.

Since logistics deals with large amounts of material assets, documentary communications play a big role in it.

Documentary support of the logistics process is an important task in logistics.

Information flows in logistics are formed in accordance with material flows. It is believed that each material flow corresponds to an information flow. Such correspondence is not always isolated (complete). Often information and material flows occur in different time intervals.

The preferred option is to advance information flows compared to the movement of material flows. This makes it possible to better prepare for receiving cargo. In fact, information flows are not always ahead; they often lag behind the timing of material flows.

Information flows must be adequate to material flows in terms of the characteristics of these flows, but such correspondence does not always exist: in some cases, documents are drawn up that are common to several recipient consumers, and then they reflect information, some of which is redundant for each individual recipient of these resources.

There are other discrepancies between information flows and material flows.

Information flows are studied using a number of assessments:

1) by source of occurrence;

3) volume;

4) frequency;

5) the procedure for approval;

6) approval procedure;

7) validity periods;

8) storage order, etc.

Let's look at them in more detail:

1. The sources of messages can be different, starting from participants in supply chains and related organizations, whose messages affect the movement, organization and acceptance of flows.

2. In direction, information flows can be horizontal (back and forth) and vertical (top to bottom and back). Horizontal refers to communications between participants in the logistics process of the same level and equal partners. Vertical information flows flow between different levels of management: the upper - management and the lower - subordinate. The direction of information flow is also interpreted differently as direct and indirect.

There is a third option for defining the concept of direction of information flow - taking into account the geographic or territorial addressee of its destination.

3. The volume of information flows is taken into account in several ways.

One of them is to take into account the size of the flow by number:

1) documents;

2) sheets in a stream;

3) pages in a stream;

4) stacks of documents. This method is used to determine the volume of large information flows. The second method of accounting for the volume of information flows is used for small flows. Moreover, the volume of the flow is determined by the number of lines in the document - document lines or the number of words in the message - in telegrams. The third method of accounting - accounting for the number of characters in a message - is estimated in computer systems in special units of measurement to take into account the need for computer media, placement in PC memory and in other cases.

5. Information flows of a documentary nature undergo a certain approval procedure during registration. Planned messages at enterprises, for example, are coordinated with shop managers and members of the enterprise management. For each document, certain rules are usually established for agreeing on its projected content.

8. The order of storing messages delivered in information flows is also different. Some messages are collected in separate bundles, others are stored on magnetic media and in other forms. The storage period for information varies: one, two years, five years, permanently (eternally), etc. Organizing information flows is an expensive business. Large amounts of money are spent on their formation, transmission, reception, storage, and analysis.

Information flows flow in the information space. It is vast and practically covers the entire globe and the developed part.

Let's consider the interaction of information flows with material flows. Most often, the logistics process begins with information support and the formation of information flows that predetermine the creation and movement of material flows. Often the first information flows consist of protocols of intent of the parties (also called framework contracts) to become partners in the process of buying and selling any product. The second information flow, following the one named, is the contract agreed upon by the parties - an agreement on a trade transaction. Such an information flow in a market economy precedes the material flow and is the legal basis for the formation of the flow of material resources. After this information flow, within the timeframe agreed upon by the parties, a material flow or several flows stipulated by the contract are generated and shipped in accordance with the terms of the transaction; when the material flow is shipped, information about this is sent to the partner. After acceptance of the material flow by its buyer, information about receipt is transmitted to the supplier of material resources. A similar exchange of information between them also takes place during the entire time the flow is moving.

Thus, throughout the entire period of existence of material flows, information flows about them either precede the movement of materials, or follow after the completion of any stage of their movement, after acceptance of the flow, before its disbandment.

Information and material flows cannot be created simultaneously, since the conditions and reasons for the appearance of each of them are different. It is the sequential alternation of these flows that creates the possibility of the appearance of one of them based on the previous functioning of the second flow.

This means that the well-known position of logistics that in it each material flow corresponds to an information flow, and the movement of flows must be synchronous, is incorrect:

Firstly, one material flow corresponds, as a rule, not to one, but to several information flows.

Secondly, at first one or two information flows are usually born, and only then do grounds appear for the formation of a material flow.

Thirdly, when a material flow has already been created, information about its state is often presented as an estimate of the state of the material flow that has already occurred, i.e. with a delay compared to the time of movement of the material flow.

The organization of a reliable logistics process both at the stage of sales of material resources by their manufacturer, and at the stage of supply or buyer requires the advanced creation of information flows in comparison with material ones.

Information support of material flows is often isolated in time and space from the process of physical movement of material resources. But a number of information flows from the movement of material flows are not isolated either in time or in space and move synchronously with them, as an accompanying one. These information flows are translated by persons accompanying the cargo: agents, forwarders.

External information flows most often make it possible to monitor and direct, coordinate, correct, and improve the logistics process occurring in the external environment.

External information flows in some cases have several addressees. Then only one of these addressees is the recipient of the material flow, information about which is contained in the information flow, and for this addressee both flows move along the same path. The remaining routes of such information flows are different from the path along which the material flow moves.

External information flows differ from internal ones in the thoroughness of the design of information carriers, certified by a signature and seal.

Internal information flows clearly characterize the stages of the logistics process - supply, intra-production, sales. Based on information flows, the act of beginning the process of purchasing and selling goods and accepting them into the enterprise’s warehouse is recorded, which is the final stage of supplying the enterprise with purchased material resources.

The simplest information flows are within individual production divisions—shops and sections. They are usually poorly documented and often consist of oral reports.

Managing information flows in logistics is not an end in itself, but a means of managing material flows, their formation, movement, and acceptance.

With skillful management of information flows, their formation and transmission are reduced. Acceptance and storage of information arrays, information exchange is accelerated, the speed of their acceptance is not allowed, discrepancies between the speeds of the transmitter and receiver are not allowed, the throughput of communication means on each section of the information path and the qualifications of the operators employed on them are taken into account.

Planning information flows allows you to determine in advance the communication capacity required to service these flows at the points of transmission, coordination, and reception of information. When designing information flows, their rational path and service mode by means of communication are selected. As a result, the reliability of the material and technical support of information flows is ensured. This means that information flows need to be well organized, thought out and calculated. Without this, proper information support for material flows cannot be created.

Information infrastructure

Information logistics is the link that connects supply, production and sales.

Since the quality of planning increases along with the increase in the completeness of information and the speed of data processing, the material support services of production enterprises must be equipped with modern computer technology that forms single network and having access to the Internet.

Savings from use are actually divided in certain proportions between three parties: the manufacturer, supplier and transport company, offsetting the costs of creating and maintaining modern information systems that allow you to receive additional profit from their use.

To ensure information support for the entire logistics structure, the following nine information elements must be present:

1) type of supply item;

2) quantity or volume;

3) origin of the item of supply;

4) its location (placement);

5) time of arrival at the accommodation point;

6) time of departure from the point of placement;

7) transportation system;

8) transportation time;

9) reservation.

The listed groups of data are compiled for all locations and for each transported object. For this purpose, information reading and transmission points are installed at all locations.

To provide information support for the sales activities of an enterprise, it is necessary to use the following main types of information stored in the memory of automated information systems:

1) history of the sales market (including analysis by region), types of sales operations;

2) market and sales forecasts;

6) expenses;

7) market (sales) models;

8) control of personnel activities;

9) territorial planning, business travel cycles, personal distribution of business trips;

10) sources of requests to switch to a new product;

11) register of buyers;

12) outgoing and received information;

13) printing and mailing;

14) control of responses and analysis of the results of advertising activities;

15) sales activity report;

16) order movement, invoicing, preparation of estimates and reports;

17) access to internal and external information and etc.

A logistics system in production is effective when conditions are created for its integration into current production and commercial processes. This problem is solved by creating an appropriate information base. This includes: current reviews of funds (availability of actual and planned orders, maintenance of production main and intermediate warehouses) and deadlines (deliveries, processing, waiting, downtime, meeting deadlines).

To collect this data, the production system throughout the enterprise has sensors and measurement tools that monitor the volume and timing of ongoing processes and transmit this information further for interpretation.

The logistics system places the following demands on its metering network:

Fast and reliable, manual or automated data on vehicles and capital goods;

Structuring an in-production decision support information system, which at every moment contains up-to-date information on the progress of production processes at each site.

In transport, instead of numerous documents accompanying the cargo (especially in international traffic), information is transmitted synchronously with the cargo through communication channels, containing all the details necessary for the characteristics of the goods about each shipped unit. 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. In a number of cases, shippers gained access to files reflecting the status of transport services and loading of transport.

Exchange between manufacturers of goods and large stores for the population, including:

Exchange of invoices with transport companies when sending goods directly from the manufacturer to the buyer.

With the help of paperless information exchange technologies, the buyer can directly place purchase orders.

To realize these electronic exchange capabilities, businesses use standard exchange protocols and enter into commercial agreements among themselves.

Standards have been developed and applied computer protocols execution of transactions for the following operations:

Purchase orders;

Orders for shipment of consignments;

Obtaining advice for shippers;

Filling out invoices;

Various payments;

Registration of invoices for the transportation of goods;

Obtaining information about transported goods.

Use of automated barcode identification technology in logistics

To effectively manage the logistics system, it is necessary at any time to have information about incoming and outgoing material flows, as well as about material flows circulating within the logistics system. This problem is solved by using microprocessor technology capable of identifying (recognizing) an individual cargo unit. Equipment capable of reading a variety of bar codes allows you to obtain information about a logistics operation at the time and place of its completion (in warehouses of industrial enterprises, wholesale depots, stores, in transport). The received information is processed in real time.

One of the very first patents that laid the foundation for the basic concept of a bar code was the development of D. Kermot, created back in 1934. This patent described a sorting card system for identifying various objects, based on four parallel lines.

At the end of the 40s. of the last century, American scientists D. Woodland and B. Silver conducted research on technical means that could provide automatic reading of prices at the store cash register. In 1949, a patent was received for the teaching.

At the end of the 60s. In the USA and Canada, research began in the field of automation of point-of-sale terminals in supermarkets. The bull's eye symbolism and scanners for reading it were finalized and introduced.

In our country, the Automatic Identification Association is promoting barcoding and assigning trade barcodes.

A bar code is an alternation of dark and light stripes of different widths, built in accordance with certain rules.

A barcode image is applied to an item that is a control object in the logistics system. To register this item, a scanning operation is performed. In this case, a small luminous spot or laser beam from the scanning device moves along the bar code, alternately crossing dark and light stripes. The light beam reflected from the light hollow is captured by a photosensitive device and converted into a discrete electrical signal. Variations in the received signal depend on variations in the reflected light. The computer, having deciphered the electrical signal, converts it into a digital code.

Automated information collection is based on the use of different types of barcodes, each of which has its own technological advantages.

The check digit can be checked using a simple algorithm and independently.

For this:

1) add up all the numbers in even places;

2) multiply the resulting amount by 3; the obtained result X must be remembered;

3) add up all the numbers in odd places, without the last (control) number (U);

4) add the number X to this amount, let’s call the resulting amount UR;

5) leave only the second number from this two-digit number;

6) calculate the difference of 10 R;

7) the result obtained must match the check digit.

Product data entered manually from a computer keyboard contains on average one error for every 300 characters entered. When using bar codes, this figure drops to one error per 3 million characters. The American Management Association determined the average cost of identifying and eliminating the consequences of one such error at $25.

Main advantages.

In production:

Creation unified system accounting and control of the movement of products and their components at each site, as well as the state of the logistics process in the enterprise as a whole;

Reducing the number of support staff and reporting documentation, eliminating errors.

In warehousing:

Automation of accounting and control over the movement of material flow;

Automation of the material inventory process;

Reducing time for logistics operations with material and information flow.

In trade:

Creation of a unified material flow accounting system;

Automation of orders and inventory of goods;

Reducing customer service time.

Currently, bar codes have ceased to be a way to identify consumer products, having become an element of the production management system of many enterprises.

The feasibility of using barcodes can be traced along the entire chain from manufacturer to consumer:

With the help of barcodes, manufacturers can speed up the process of inventory, accounting, shipment, goods, significantly improve warehouse management, speed up the receipt of orders and dispatch of goods;

Exporters solve the problem of hard-to-translate product names or confusing definitions. With barcodes, everyone speaks the same language;

Wholesalers through the use of barcoding and computers have access to every step of the process from receiving an order to shipping and issuing an invoice;

Retail trade has a big advantage in using barcodes, as the throughput of cash registers increases, product inventory is automatically taken into account, and accounting processes are accelerated;

The buyer has the opportunity to save a lot of time when paying for a purchase. Calculations become more efficient, since the price of each item is also indicated on the receipt.

Radio frequency identification (RFI)

Radio frequency tag, or transponder, - (transmitter-receiver). An EGGO tag usually includes a receiver, a transmitter, an antenna and a memory unit for storing information. Receiving energy from a radio signal emitted by a permanently mounted reader or hand scanner, the transponder responds with its own signal containing useful information.

The task of the EPO system is to ensure the storage of Information in a convenient storage medium and its transmission using special devices at a convenient time and place for performing certain processes. The data in the tag can provide identification of an object in production, goods in a store, in a warehouse and during transportation, location and identification of vehicles, identification of animals, people, property, documents, etc.

Tags with a power source are called active, without power - passive.

EHS tags are used to track livestock, identify lost pets and, in some countries, allow commuters to drive their cars into the city through the toll gate without stopping.

EIGO has a number of significant advantages in comparison as an area of automatic identification; is now seen as a radical means of improving the data management process. One of the EGS technologies is a monthly metro card. Anti-theft systems used on cars are controlled using a control gear. In stores, sensors in the fitting room walls can detect what clothes a customer is trying on and show whether the store has them in other colors, sizes or fabrics. Tags are removed during purchasing and reattached to new items when the counter is loaded. As an anti-theft technology, KGS makes sense in a store that sells expensive goods. The antenna emits electromagnetic waves that activate the EGR tag and allow data to be written and read from this tag. The antenna is a kind of channel between the tag and the transceiver; it controls the entire process of receiving and transmitting data. Antennas vary in size and shape. They can be built into special scanners, as well as into gates and turnstiles. Door jambs, etc. to receive information from objects or people passing through the antenna coverage area. In the case of continuous reading of a large number of tags, the electromagnetic field is constantly emitted by the antenna. If constant polling is not required, the field can be activated by operator command. Structurally, the antenna and transceiver with decoder can be located in the same housing. The functions of the transceiver and decoder are similar to those of similar units in a radio receiver and scanner. The signal coming from the antenna is modulated, decrypted and transmitted through standard interface to a computer for further processing.

Active tags have their own power source and usually, i.e. Tag data can be read and written many times, updating the information. The memory capacity of the active tag will be determined by the application requirements. Some systems operate with memory up to 1 MB. In the case of ERSH, the tag can give the device full instructions on operation and then accept a full performance report. The encrypted data becomes part of the tag's history. Active tags have a long reading range, which does not depend on the energy of the reader.

Passive tags do not have their own power source, and the energy necessary for operation is obtained from the electromagnetic signal coming from the reader. The reading range of passive tags depends on the energy of the reader and, as a rule, does not exceed two meters. Passive tags are much lighter than active tags, cheaper, and also have an almost unlimited service life.

The disadvantage of tags is their shorter reading range, which depends on the energy of the reader, as well as the need to use more powerful reading devices.

RFID tags are produced different forms and sizes. The tags used for animal identification, which are placed under the animal's skin, can be no larger than a pencil lead in diameter and one-half inch in length. The radio frequency tag can be in the form of a screw for identifying trees or timber, the shape credit card in access and payment systems, the form of a key fob in anti-theft systems. Anti-theft heavy plastic tags and light paper labels that are attached to goods in stores, as well as luggage labels are also EHS tags. In container shipping and heavy engineering, rectangular transponders the size of several matchboxes are used.

Main advantages of KRS technology:

KGSh does not require contact or line of sight;

EHS tags are read quickly and accurately (approaching 100% identification);

KGSh can be used even in aggressive environments, and KGSh tags can be read through dirt, paint, steam, water, plastic, wood;

Passive CGS tags have virtually unlimited service life

CGS tags carry a large amount of information and can be intelligent;

CGS tags are almost impossible to counterfeit;

EGS tags can be not only readable, but also with recording information

Areas of application of the KRYU system

EGS systems are used in a variety of cases where prompt and accurate control, tracking and accounting of numerous movements of various objects are required.

Typical Applications:

Electronic control over access and movements of personnel on the territory of enterprises;

Management of production, commodity and customs warehouses (especially large ones), stores, issuance and movement of goods and material assets;

Automatic data collection and, if necessary, charging of payment to railways, toll roads, freight stations and terminals;

Control, planning and management of easy traffic, schedule intensity and selection of optimal routes

Public transport - traffic management, fare payment and optimization of passenger flows;

Systems electronic payments for all types of transport, including the organization of toll roads, automatic collection of travel and transit fees, paid parking lots.

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