Improving marketing logistics management in enterprises of agro-industrial complex = Вдосконалення управління збутовою логістикою підприємств агропромислового комплексу

Abstract

The Purpose of the paper is to prove the need of improving marketing logistics management at enterprises of agro-industrial complex with the use of balanced scorecard method that will allow objectively evaluate its effectiveness. Methodology. The survey is based on the use of general scientific research methods, methods of analysis and synthesis, method of abstraction. Results. Research of state sales of agricultural products in agrarian enterprises helped us to identify and organize the following disadvantages: intermediary structures that are engaged in marketing of agricultural products significantly increase their costs that excess in 2-4 times the original price of agricultural products; inadequacy of agricultural market infrastructure and lack of wholesale and retail markets for agricultural products; low level of development of information electronic communications; backwardness of transport infrastructure and poor quality of roads, particularly in rural areas; high level of physical and moral deterioration of transport; low level of development of industrial and technological base of agricultural enterprises warehousing. Practical implications. We systemized and proposed indicators of evaluation of marketing logistics at enterprises of the agro-industrial complex based on the Balanced Scorecard in key areas: financial and cost-effectiveness indicators; indicators of internal logistics business processes; quality and development staff; indicators in the direction of working with clients. To the financial indicators and indicators of economic efficiency we included such as sales per 1 employer at marketing department (Qs/employer), proportion of logistics cost of marketing in the total cost of the enterprise (%), coefficient of the implementation of marketing plan (Cm), ROI in logistics marketing (%), profitability of marketing channels (%). Internal logistics business processes in enterprises of the agro-industrial complex represented by such indicators as the share of orders that executed late, including objective reasons (%), share of reject (fault of the manufacturer) (%), share of violating the terms of delivery, including objective reasons (%), speed of loading-unloading works (Sp). Indicators of evaluation of marketing logistics in the direction of quality and staff development at enterprises of the agro-industrial complex are characterized by such indicators as share of qualified personnel in marketing department (%), coefficient of employee turnover (Ce), share of expenditure on staff training in marketing department (%), level of investment return of staff training in marketing department (L). As the indicators of evaluation of marketing logistics at enterprises of the agro-industrial complex in the direction of working with clients, we proposed such as the share of stable clients (%), reliability of supply (Csr), speed of customer and clients service (Csp), share of complaints on supply (%). Conclusions. Thus, using the proposed indicators of evaluation of marketing logistics in various areas, management of enterprises of the agro-industrial complex should determine the optimal set of parameters that will allow making realistic assessment of the results of functioning of its marketing logistics.

У статті визначені чинники, що обґрунтовують необхідність удосконалення управління збутовою логістикою підприємств аграрно-промислового комплексу, узагальнено категорійні поняття «збуто¬ва логістика». Визначені причини, що обґрунтовують необхідність впровадження збутової логістичної підсистеми підприємств аграрно-промислового комплексу. Систематизо¬вано показники оцінки збутової логістики підприємств аграрно-промислового комплексу на основі збалансованої системи по¬казників за основними напрямами: фінансові показники та показники економічної ефективності; показники внутрішніх логістичних бізнес-процесів; показники якості і розвитку персоналу; показники роботи з клієнтами та споживачами.