· product marketing for the generix collaborative supply chain range at generix group) will be...

2 │ 01 │ 2015

Warehouse. Inventory management

Events4 TheResultsofXVIIIMoscow

InternationalLogisticForum(MMLF–2015)areSummedUp

6 Resultsofthe10thPracticalConference“Managementofthemodernwarehouse”

8 TABLOGIX—the20thAnniversaryinRussia

Marketing9 JuliaKislova MethodologicalandPractical

AspectsofMarketingResearchofTransportationandLogisticsServicetoSpecifytheParametersofRegionalLogisticsCenters

MarketAnalysis20 IsabelleBadoc Environment,Connected

Objects,BigData... WhatDoes2015haveinStore

forLogistics?

22 NikolayVoinov LogisticsMarketinRussia

IsVeryFlexible

25 VyacheslavPrihodko, VitaliyBorsch,VasiliyDemin LogisticsDevelopment

inRussia:CurrentSituation,Forecast,KeyObjectivesandPrioritiesofCompanies

LogisticsService30 ProkhorProkhorov Customer’sInterestsAre

AlwaysOurTopPriority

34 PONYEXPRESSMovesintoThird-partyLogisticsMarket

36 TechnologyLogisticsSystems(TLS):“Customer-orientedApproachto3PLfunctionality”

Contents

Warehouse.Inventorymanagement37 IntelligentMulti-functionTruck

withMan-machineInterfaceforIndustry4.0

InformationTechnologies38 “Witha-SISView,aglobal

hypervisionsolution,weprovideourclientswithameanstocontrolandsupervisetheirvariouswarehousesystemsandequipment”

ProductionLogistics40 MargaritaNechaeva, LevMatyushin LogisticalAspectsofPassenger

CarDeliverytoCountryRegions(ContainerizationofAutomobileTransporting)

Transport.Transportations43 KirillTulenev StrategicPrioritiesofContainer

ShippingIndustry

46 VitaliyBorsch AssessmentofTechnical

andEconomicParametersofApplyingRFIDTechnologyforSolutionofTransportationandLogisticsSystemProblemsinMoscowRegion

Infrastructure

50 AdamAlbekov, AnatolyKizim, AnastasiaDemchenko

(Zhuravleva) Public-privatePartnership

MeansofTransportandLogisticInfrastructureProjectImplementationinRussia

Russian Logistics Journal, No. 1 (1), 2015 (March)(LOGISTIKA, DIGEST–2015)

Published since 2015. Circulation – 10 000 copies.

Journal “LOGISTIKA“ is the oldest and most reputable logistics periodical in Russia. It is published since 1997. Publisher of the journal is Market Guide Agency. “RUS-SIAN LOGISTICS JOURNAL” includes the best scientific and practical articles published in the journal "LOGIS-TIKA" during last year.

PUBLISHERLLC Market Guide Agency

Editorial director, founder Julia KISLOVA PhD in Economics

Editor in chiefOleg KURBATOV PhD in Geography

Science editor in chiefValentina DYBSKAYADoctor of Economics, professor

Deputy editor in chiefEkaterina SKRIPNIK

EditorStanislav MOGILEVSKY

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Proofreading Elena MAKEEVA

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DesignDenis ZVONOV

EDITORIAL BOARD: Novikov D.T. – Chairman, Doctor of Economics, Professor Dybskaya V.V. – Doctor of Economics, ProfessorStepanov V.I. – Doctor of Economics, Professor Sergeev V.I. – Doctor of Economics, Professor Anikin B.A. – Doctor of Economics, Professor Adamov N.A. – Doctor of Economics, Professor Dunayev O.N. – Doctor of Economics, Professor Kurenkov P.V. – Doctor of Economics, Professor Meshalkin V.P. – Corresponding Member of the Russian Academy of Sciences, Doctor of Engineering, Professor Protsenko I.O. – Doctor of Economics, Professor Bryntsev A.N. – Doctor of Economics, Professor Nekrasov A.G. – Doctor of Economics, ProfessorSchenk M. – Doctor of Engineering, Professor Vagener N. – Doctor of Economics Borsch V.V. – PhD in Engineering, Associate Professor Rachkovskaya I.A. – PhD in Economics, Associate Professor Fetisov N.A. – PhD in Economics, Associate Professor Kislova J.E. – PhD in Economics Kurbatov O.N. – PhD in Geography Tolmachev K.S. – PhD in Engineering

All copyright reserved by Market Guide Agency. The reprint without permission of the publisher is prohibited. In case of using the journal materials for publication, the citation of the journal and the authors of papers is mandatory.

Printing press — “Best-Print”. Phone: (499) 286-46-00

Contacts: 125057, Moscow, Ostryakova str. 8, entrance 4, room 3. Phones: (499) 157-51-21, (499) 390-20-93, (499) 755-98-30E-mail: [email protected] Web: www.logistika-prim.ru

│ 3 01 │ 2015www.logistika-prim.ru

Opening Speech

DearReaders!

Iwouldliketobeginbycongratulating“LOGISTIKA”1,amajorplayerintheRussianlogisticspress,onattendingtheInternationalWeekofTransportandLogistics(SITLParis)fortheveryfirsttime.ItisamovethatservestostrengthenthetiesbetweenFranceandtheRussianFederationinasectorthatiscriticaltotheindustrialdevelopmentofbothcountries.Byvirtueofitssize,output,industryanddevelopment,Russiaisatru-lymajorpower.Asthevolumeofexchangescontinuestorise,sotheSupplyChainplaysapivotalroleinfosteringandfacilitatingcollabora-tionbetweenstakeholdersthroughoutthevaluechaininRussia.Forthelasttwoyearsorso,Generixhasbeenworkingwithkeyplay-ersintheRussianmarket,helpingthemtodeploytheirITandSupplyChainsystemsacrossthefullrangeofprocesses.RussiaandFrancehavelongenjoyedstronghistoricallinks,andtheselinkswillcontinuewellintothefuture,regardlessofcurrentevents.Generixwishestoplayitsownpartinthisstory,andiscommittedtohelpingitsRussiancustomerstogrowtheirbusinessesanddeployinnovativesystems.SupplyChainmanagementisthecornerstoneofthedevelopmentofanytrulyglobaleconomy.Itspurposeistoovercomeaninherentparadox.Ontheonehand,businessesareseekingthebestpossibleserviceintermsofproductavailabilityandconsumerormanufacturerdelivery.Ontheotherhand,however,theyaresimultaneouslyseek-ingtoreducetheassociatedcosts.TheRussianFederationisakeymarketforGenerix.Wealreadyworkwithavarietyofcustomersinthismarket,includingX5,AtakRussia,OKey,Faure&Machet,LeroyMerlin,IDLogisticandM.Video.GenerixoffersacomprehensivesetofbusinessprocessesacrossRus-sia.Wearetheonlycompanythatprovidesasolutioncapableofhan-dlinganynumberofsites,irrespectiveoftheirlocationornumberofusers.Itisdesignedtoreflecttheever-changingnatureofthemarket.ItisatrulyagileSupplyChainsolutionconceivedwithgrowthandcommercialflexibilityinmind.Aswellasthegeneraltrendsingloballogisticssuchaspoolingandcollaborativesupplyoptimisationsystems,IsabelleBadoc(headofproductmarketingfortheGenerixCollaborativeSupplyChainrangeatGenerixGroup)willbediscussingthemajoroutlooksforlogisticsin2015inhercolumnbelow,focusinginparticularonurbanlogis-tics,connectedobjects,BigDataandCPFR/VMI.

1Journal“LOGISTIKA“istheoldestandmostreputablelogisticsperiodicalinRussia.Itispublishedsince1997.PublisherofthejournalisMarketGuideAgency.“RUSSIANLOGISTICSJOURNAL”includesthebestscientificandprac-ticalarticlespublishedinthejournal"LOGISTIKA"duringlastyear.

Jean-CharlesDeconninck,ChairmanofGenerixGroup

4 │ 01 │ 2015

The Results of XVIII Moscow International Logistic Forum(MMLF–2015) are Summed upThe annual XVIII Moscow International Logistic Forum (MMLF–2015) has taken part from 9 to 13 February 2015.

Morethan270expertsinLogistics,Sup-ply Chain Management, Transporta-tion,Warehousing,Distribution,ITand

seniorexecutivesofthecompaniesfromdifferentregionsofRussiawere involvedandmorethan10countries(includingGermany, Italy,France,Finland,Switzerlandandothers)tookpartintheForumat12ofFebruary.MMLFhas takenplacesince1997.ThisbringsustotheconclusionthatthiseventisnotonlytheoldestoneinRussia,butalsoanimportantmeet-ingofprofessionalsduringwhichtheresultsofthelastyear,long-termandshort-termplansandbestpracticesofdifferentcompaniesarediscussed.Twoeventstookplaceat12ofFebruary(keydayof theForum):The12thConference "LogisticsandSupplyChainManagement"andProfessionalsession.ThekeyfeaturesoftheConferencewerethepre-sentationsofthemembersofcompaniesdevel-opinglogisticsolutionsandtechnologies.Profes-sionalsessionsincludedpresentationsaboutthebest practices in logistic process optimization,

transportserviceanddevelopingofwarehousesanddistributioncenters.The participants noticed the high value of thepresentedsolutionsfor implementationintheirownbusinesses.At13ofFebruaryparticipantsvisitedthelargestlogisticsobjects:automaticwarehousecomplex"KOMUS", automatic logistic centre with low-temperaturestoragehAVILogisticsandDistribu-tionCenterSEVCO.Moreoverabusinessgame"ULF"abouttheinternalprocessesoptimizationatthemanufacturingcompany(undertheguidanceofDr.Reggelin(Fraunhofer IFF inMagdeburg)tookpartat13ofFebruary inResearchEduca-tionalCenterofinnovativetechnologiesinLogis-tics(MADI).The Forum participants expressed the hope tomeetagainattheXIXMoscowInternationalLo-gisticForumatthenextyear.TheorganizingCommitteeinvitesmarketplayers,expertsinLogistics,SupplyChainManagement,TransportationandWarehousingtojointhelar-gestmeetingofprofessionals!

Events

[email protected]

XIX M

OSCO

W IN

TERN

ACIO

NAL L

OGIS

TIC

FORU

M

Training course “Corporate logistics: e ective management and optimization of expenses”

13th International conference “Logistics and supply chain management”. In Conference program developer organizations representatives and logistics solutions suppliers take a part

Professional sessions. In the program of Professional sessions representatives of logistics divisions, transport, warehousing, supply and distribution of the trading, production and logistic companies make reports on a personal experience of the organization, management and optimization of logistic processes

Excursions on the largest logistics objects

8th–10 th of February

11 th of February

11 th of February

12 th of February

cesses

6 │ 01 │ 2015

TheconferencewasopenedbyAXELOTCEOAlexeyTimashov.hespokeaboutthemaintrendsinthelogisticsmarketandinnovative

solutionsthatAXELOTandpartnersoffercom-paniesinorderthattheycouldconsolidatetheirpositions in themarket,optimizeand improveoperationalefficiency.Subjectofthereportwaschosendeliberately:asthemarketleader,AXELOTrealizesahugenumberofprojects throughoutRussia,aswellasinthenearandfarabroad.ThisallowsAXELOTexpertshaveaholisticviewofthestateoftheindustryandalwayskeepabreastofthemarket.

AccordingtoMr.Timashov,themaintrendsofthe logistics market today are globalization,growthofonlinecommerce,customerfocusandgrowth of volume of business. he particularlyfocusedonthechangesresultingfromthecur-rentpoliticalandeconomicsituation,suchasthechanginggeographyofsuppliers,reducingpur-chasingparties,increasinguncertaintywiththetimingofdeliveries,changeofsupplyroutesandincreased logisticscosts.Thenhespokeaboutprogramsolutionsdesignedtohelpmarketpar-ticipantsfunctioninthenewchallengingenvi-ronment.

Results of the 10th Practical Conference "Management of the modern warehouse"Professionals of logistics industry discussed market trends, shared best practices, learned about the latest technologies and equipment and determined the vector of further development.

More than 400 participants gathered at the 10th Practical Conference "Management of the modern warehouse". It was held on September 23th in Moscow. In-depth analysis of market trends, actual experience of warehouse automation, demonstration of the variety of technol-ogies and equipment designed for the most efficient organization of the warehouse, provid-ed an unprecedentedly high interest in the conference by experts from all over Russia — from Moscow and St. Petersburg to Siberia and the Far East. Logisticians from Kazakhstan, Belarus, Ukraine, Lithuania and Georgia also participated in the event. The conference was organized by AXELOT and co-organized by Motorola Solutions, Stelkon, 1C and Zebra Technologies.

Events


Events

Then Daria Lubovina, head of AXELOT specialprojects, spoke about the methods of supplychainmanagementwhichcanhelpgrowprofit."Every year of work, each project makes morethat no logistical or accounting system can beconsidered as a spherical object in a vacuum.Everything in theworld is interconnected,andeverythingisinterconnectedinbusinessandau-tomation.Supplychaincanbecometheengineoftheentirecompany,"saidMrs.Lubovina.Itisespeciallyimportantinthepresentpoliticalandeconomicsituation."Inaneraofrigidcreditsandpoliticalrisksaffectingthefinancialsystemsnotonlyofcompanies,butalsoofentirenations,itispreferabletousetheincreaseinthequalityofthesupplychaintoreleaseworkingcapital,ratherthandependonexternalconstraintsofthefinan-cialmarket,"shesaid.Next Artyom Dolgikh, AXELOT curator of pro-jects, told the audience how the system"1C:WMS"helpsimplementversatilewarehousemanagementandhowitaffectstheperformanceoftheentiresupplychain.ThenAXELOTdevelopmentmanagerSergeiKon-drashovspokeaboutprogramsolutionsbasedonradiofrequencyidentificationtechnology(RFID),developed by the company. They had alreadybeenappliedinanumberofsuccessfulprojects.Theprogramalso includedthereportsofCEOsof well-known companies. They were devotedtothepracticalexperienceofautomatingware-houses.AlexanderAkopov,directoroflogisticsofNevada—thelargestdistributoroffoodproductsintheFarEast,toldtheaudiencehowsoftwareproducts"1C:WMS"and"1C:TMS"helpedestab-lishsupplychainmanagementinhiscompany.Therewasalsoa reportofSergeyKozhevnikov,executivedirectorofSiberianconfectionerycom-pany—thelargestdistributorofMoscowholdingUnitedConfectioners,factoriesSlavyankaandGlo-busandKazakhfactoryRahatinSiberia.hespoke

about the automation of the company’s ware-house—thelargestintheKrasnoyarskTerritory.ThereportofOlegZelensky,directoroflogisticsofFashioncontinent(brandINCITY),wasdevo-tedtothepeculiaritiesoftheimplementationofnarrowbandboxedstoragetechnologyinfashionindustry.IvanAntonov,OLDIprojectmanager,sharedwiththeaudiencetheexperienceofusing"1C:WMS"tomanagewarehousestaff.(OLDIisamongthelargestdistributorsinthemarketofelectronics,computersandaccessories.)Anatoly Ushakov, IT deputy director of Trans-mashholding(theworldleaderinrailwayengi-neeringby thephysicalvolumeofproduction)spokeaboutautomatingawarehousewithintheproductioncycle.ZurabBazzaev,StroyprogressITdirector,sharedwiththeaudiencetheexperienceofautomationarefrigeration3PLwarehouse—oneofthelargestintheMoscowregion.JanaYaremchuk,ITdirectorofhogart—thewell-known distributor of equipment for engineer-ingsystems—toldtheaudiencehow"1C:WMS"helpedoptimize thedistributionsystemofhercompany.AsignificantpartoftheconferencewasdevotedtothereportsofAXELOTpartners.MotorolaSo-lutions lead system architect Valery ShermanspokeaboutMotorolaequipment,designedforwarehousemanagement.DevelopmentdirectorofStelkonGroupofCompaniesSvetlanaIvanush-kinatoldabouttheracking,thatdrasticallyopti-mizesstoragespace.TheheadoftheZebraTech-nologiesinRussiaandtheCISSergeyShabanovdescridedvariousmodelsoflabelprinters.Conference"Managementofthemodernware-house" is regularly held in Moscow and othercitiesofRussiaandCIS.Itisanimportantpartofeducationalactivity,towhichAXELOTtraditionallypaysalotofattention.

About AXELOT

AXELOTtodayisasuccessfulandrespectedcompanythatdealswiththeautomationofmanagement and accounting. The com-panyhasbeenoperatingintheIT-marketsince1998. It issteadilyassociatedwithinnovationandlarge-scaleprojectsandisknownfortheabilitytosolveanynon-trivi-alproblemsoftheclients.

Oneofthemostsignificantdistinctivefea-turesofAXELOTistheabilitytoworkwithmultinationalandlargeRussiancompaniesand successfully implement projects ofhighcomplexityinthemostdifferentfieldsoftheiractivities.

8 │ 01 │ 2015

The20thanniversarycelebrationwasheldinoneofthemostbeautifulhistoricnationalparksinMoscowinJuly2014.Representa-

tivesfromallTABLOGIXdepartmentsacrossRus-siaincludingcompanyheads,managersandem-ployeesgatheredtocelebratetogetherthe20thanniversaryofthecompany.The event started with the welcome speechof General Director of TABLOGIX, David LaneandGeneralDirectorof transportationdivisionTABLOGIX Express, Oleg Laschevker who ex-pressedgratitudetothestaffforproductiveworkandcontributiontothecompanyresults intheRussianmarket.Theeventprogramcontributedtoteambuildingandstrengtheningofteamspirit.Everyonecoulddemonstratetheirabilities,tak-ingpartincompetitionsandmasterclasses.Da-vidLaneandOlegLaschevkermadeawards tothecompany’sbestemployeeswhohadmadeimportant contributions to development ofTABLOGIX.Brightmemoriesof thecelebrationwillremainforalongtime!NowadaysTABLOGIXhasdevelopedwarehous-ing in the major Russian cities including Mos-cowregionandSt.Petersburgandanetworkofagentslocatedin77keycitiesacrossthecountry.Thedistributionnetworkincludesover700desti-

TABLOGIX — the 20th Anniversary in RussiaThe international logistic service provider TABLOGIX celebrated its 20th anniversary in Russia in 2014. In the last 20 years the company has become one of the key players in the Russian logistics market. TABLOGIX was established by foreign investors who brought to Russia international quality standards of logistics services. The company has developed rapidly, launching new services and establishing representative offices in major Russian cities.

Events

nations.OneoftheperspectivebusinessareasofTABLOGIXisfulfillmentservicesforforeignonlineshopswhichentertheRussianmarket.Thecom-panyhasavailableadevelopedtechnical infra-structurewithcontinuousimprovement,awhollyownedtransportfleetandexperiencedmultina-tionalpersonnel.TABLOGIXisalogisticspartnerinRussiaforin-ternationalmanufacturersofautomotivespareparts,householdgoods,beautyproducts,toys,clothesandshoes,etc. Inorder tomakeope-rationsmoreefficientandaccurateTABLOGIXhas developed special software for automa-tion of business processes such as managingstaff,transportationanddistribution.TABLOGIXwarehouseoperationsareguidedbyadvancedWarehouse Management System. In 2008TABLOGIXevolvedandcertifiedQualityMana-gementSystem(QMS)undertheinternationalstandard ISO9001:2008.Toconfirmthecer-tificatethecompanyisauditedbyinternationalauditorganizationeveryyear.The20thanniversarycelebrationdemonstratesthatTABLOGIXgrowsatasteadypaceintheRus-sianmarketthankstodevelopedtechnicalinfra-structure,effectiveusageofresources,highqual-itylogisticservicesandtrainedstaff.


Marketing

Rationale

Today,themarketsegmentoftransportandlo-gistics services, offering traditional services intransportationandwarehousehandlingofcargotrafficinRussia,isrepresentedmainlybyalargenumberofsmallandmedium-sizedbusinesses.Initsturn,the3PLsegmentofintegratedlogis-ticsservicesisrepresentedmainlybyleadingin-ternationalcompanies.Despitethecrisis intheeconomyandsignificantdeclineindemand,theproblemofretainingmarketpositions,andalsomorein-depthdevelopmentofthemarketisrele-vantfortheplayersofbothsegmentsofthelogis-ticsmarket.Accordingtotheexperts’preliminaryestimates,by2015thetotalvalueofthemarketoftrans-portandlogisticsservicesinRussiawillhavetoincreasemorethantwice–fromUSD48.5billiontoUSD115billion[5].Atthesametime,morethan60%ofthisamountwillaccruetoMoscowandtheMoscowregion,aswellasSt.PetersburgandtheLeningradregion.TheRussian logisticsmarket isoneofthemostdynamicandfastestgrowingones.Before2013theannualmarketgrowthwasequalto15–30%(accordingtodifferentsources).Aftertheimpo-sitionofsanctionsagainsttheRussianFederationandtheeconomicdownturn,themarketgrowthoflogisticsserviceshasslowedsignificantlyandin the short term it is expected to be no morethan5%peryear.Despitetheobjectiveproblemsofthedevelop-mentofcontract logistics,oneofthemostim-portant trends is the fact that the market oftransportand logisticsservices inRussia isde-

velopingfromthecenter totheregions,but itisnotasfastaswewouldlike.Atthisstagethedecreaseindemandfromthecommercialandin-dustrialcompaniesintheregionsinterfereswithdisseminationofthecontract logistics.Expertssuppose,that inadditiontoobjectivereasons,lowdemandisexplainedbythelackofunder-standingofthebenefitsofthetransferoflogis-tics functions tospecializedcompanieson thepartofthemanagementofregionalcompanies,aswellasbythereluctanceofcargoownerstousetheservicesofthethirdparties.Consciousrejectionofservicesoflogisticsoperatoristhere-sultofseveralfactors:1. Absenceofactual3PLcompaniesonthemar-

ket, which cover the entire territory of thecountry.

2. Unwillingnesstochangetheirtechnologicalchain.

3. Feartogivecommercialinformationtologis-ticsoperator.

4. Workontheprinciple:“All Ihave, Ideliver,loadetc.bymyself.”

Beforethecrisis,amajorbarriertothegrowthof the logistics market was the lack of qualityinfrastructureintheregions.Today,thereduceddemand has been added. Nevertheless, somelogisticsoperatorsareconsideringthecrisis tobenotonlythetimeofhardships,butalsothetimefornewopportunities.Whilecompetitorsreduce their turnovers or leave the market, anumberofplayersareworkingoutthelogisticsmarketquestionsastostrengthentheirpositioninthemarketandcapturenewterritorieswiththelowestcost.Todothis,firstofall,youmustunderstandwherenewfacilitiesandlogisticsin-

AnnotAtion.ThisarticlediscussesthemethodologicalandpracticalaspectsofMarketingResearchtodeterminetheparametersofregionallogisticscenters.FragmentsoftheResearchoftheRegionalTransportandLogisticsServicesMarkets,conductedbytheMarketGuideAgencyinthe2010–2014,arepresentedinthisarticle.

Key words.MarketingResearch,marketfortransportandlogisticsservices,freighttrafficanalysis,warehouseinfra-structure,theparametersofthelogisticscenter,thedegreeofreliabilityoftheresults.

Methodological and Practical Aspects of Marketing Research for Transportation and Logistics Servicesto Determine the Parameters of Regional Logistics Centers

JuliaKislovaMarketGuideAgency,Director,PhDinEconomics

10 │ 01 │ 2015

Marketing

frastructurewillbeneededinthemediumterm,andprocessingofwhatrangeofgoodstheyplantospecialize.Beforetheimpositionofsanctionsandeconomicrecession,majorlogisticsoperatorshadtheirownmarketing and analytical services, and ownedbasicinformationaboutcustomers,currentvolu-mesandstructureoffreighttrafficinthetargetregionsofthecountry,butnowthesituationhaschangedsignificantly.Nowitisdifficulttogetob-jectiveinformationaboutthecurrentmarketsitu-ationandthedirectionsofcargoflowschangesinthemediumtermwithoutaspecialmarketingresearch.

ParametersofLogisticsInfrastructureObjectsWhichareDefinedintheProcessofMarketingResearch

Let’sconsider theaggregateschemeof imple-mentation of the regional logistics project (Fi-gure1).Weseethatthestudyoftransportandlogisticsservicesiscarriedoutatstage2.Intheprocessofmarketingresearchthefollowingbasicparametersofregionalfacilitiesandlogisticsin-frastructure(logisticscenter)areidentified:

recommended placing of the object onthebasisofgeographyofthestudy;

recommendedarea(m2)basedonthere-vealedvolumeoftrafficandthedemandforlogisticsservices;

formatoflogisticscenter(percentageofthestorageareas)–drywarehouse,lowtemperaturewarehouse,etc.;

recommendedassortmentmatrixoflogis-ticsservices;

projectedsalesvolumesoflogisticsservi-ces(inrubles)quarterlybyyears;

recommendedtariffsforlogisticsservices.

Marketing options, identified in quantitativeterms,arethebasisforalogisticsfacilitydesign,andareusedtogeneratetherevenuepartofthefinancialmodelofthefeasibilitystudythelogis-ticsoftheprojecttakingintoaccountthemarketandinstitutionaluncertainties.

StagesofMarketingResearchforTransportationandLogisticsServices

In the process of the research of the regionaltransportandlogisticsmarketitisnecessaryto:1. Conductcomprehensiveanalysisofthelogis-

ticsmarket,evaluateitscapacityinkindterms(intons)andinvalueterms(inrubles),iden-tifytheeffectofseasonalityfactor,implementmarketsegmentation.

2. Implementcompetitivemarketanalysisoflo-gisticsservicesintheregion,identifythemainplayersanddeterminetheirmarketshares.

3. Determinetheinterestofmajorgroupsofpo-tentialcustomersinvariouskindsoflogisticsservices.

4. Estimatethevolumes(V)ofthepotentialde-mandforvarioustypesoflogisticsservicesbybasicservices(warehousing,transportation,packaging,integratedlogisticsservices,etc.)andbyconsumergroups.

5. Estimatetherangesoftariffs(P),basedonwhichpotentialusersoflogisticsservicesarereadytousethem.

6. Estimatetherateofgrowth(%)andthefore-castofthedevelopmentofthelogisticsser-vicesmarketintheregioninthemediumterm(until2020).

Tocarryouttheworkmentioned,practiceofthemarket research for transportation and logis-ticsservicesincludesthesecondaryandprimarymethodsofdatacollectionandanalysis.Second-ary research (Desk Research) is an “armchair”wayofcollectingandprocessingof secondarydataaboutthelogisticsmarket.Sourcesofsecon-darydatainclude:

FederalStateStatisticsService(Rosstat)in-cludingterritorialoffices;

DatabaseoftheFederalCustomsService(FCS);

MinistryofTransportoftheRussianFede-ration;

MinistryofEnergyoftheRussianFedera-tion;

Mass media: newspapers, magazines,newsletters;

Internetresources; Databasesof JSC“RussianRailways”on

railroadcargotransportation; Resultsofpreviousstudiesonthemarkets

of logistics servicesand freight flows inRussia;

Shapingtheideatocreatearegionallogisticscenter.

Marketingresearchoftrafficflowsandlogisticsservicesconsumptionintheregion.

Developmentofafeasibilitystudy/businessplanofaregionallogisticsproject.

Submissionofthefeasibilitystudy/businessplantoabank/investor.

Receivingthefundstoimplementaregionallogisticsproject.

1.

2.

3.

4.

5.

Figure1.Aggregatestages

ofimplementationofregionallogistics

project


Marketing

Resultsofthepreviouslycompletedpro-jects, including the investment projectstodeveloptransportandlogisticscentersinRussia.

Primaryresearch(FieldWorkResearch)suggestscarryingoutexpertandin-depthpersonalinter-views(face-to-facemethod)withmarketplayersoflogisticsserviceswhoarecurrentandpotentialconsumersof logisticsservices, logisticsopera-tors,marketexperts,etc.Table1showsthemethodsofmarketingresearchvs.cost,datareliabilityandcontinuanceofstudy.Asyoucansee fromthedatapresented inTa-ble1,thedegreeofdatareliabilityofthemarket-ingresearchisaveryimportantparameterthatdependsontheappliedresearchmethods,whichhavevariouscostandcontinuance.Ultimatelytheselectedresearchmethodsdefinetheoutputer-rorand,asaconsequence,thelevelofriskswhenmakingdecisionsregardingthelogisticsprojectimplementation.Inpractice,thedegreeofdatareliabilityofthemarketing research cannot be 100%, sincetherearenosureobjectivesourcesofinforma-tion.Thehighestdegreeofreliability(over85%)is achieved by means of the combined use ofsecondary and primary research methods, i.e.whentheanalysisofstatisticaldataofRosstatdatabase,databasesof freight flows fromJSC“RussianRailways”,FCS,specializedInternetre-sources,etc.,aresupplementedbyexpertandin-depthinterviewswithmarketplayers(logisticscompanies)andconsumersoflogisticsservices,aswellaswiththedataonmeasurementsofthetargetvolumeandstructureoffreightflows(ifrequired).Useofprimaryandsecondarysourcesofinfor-mationinthecourseoftheidentification,analy-sisandvalidationofthemarketparametersgivestheopportunitytoachieve10–15%errorintheassessmentofcargoflows,theneedforlogisticsservicesandthenecessaryelementsoflogisticsinfrastructurethatisconsideredtobeanaccept-

ablestatisticalnorm.Accordingtothestatisticsfrom the studies conducted by Market GuideAgencyin2010–2014,inordertoachievethehighestlevelofvalidityoftheresults,whencon-ducting interviews, the sampling of expert in-terviewswithmarketplayersoflogisticsservicesshouldconstituteatleast150–200interviews.

MethodologicalParticularitiesoftheLogisticsServicesMarketResearch

Intheprocessof interpretingtheresultsofthestudies of the transport and logistics servicesmarket, thereareanumberofmethodologicalfeaturesthathavetobetakenintoaccountduringthecollectionandanalysisofthemarketingdata:

I. Data bias in state and departmental statisticsMostgenerally,toassessthemarketcapacityinkindorvalueterms it isnecessarytoapply theformula[1],whichrequiresthreeparameters:theproductionvolumeofgoodsorservices,exportandimportvolumes:

E=Pr+Imp—Exp,

whereE—marketcapacity;Pr—volumeofgoodsproducedorservicesren-dered;Imp—volumeofimportedgoodsorservices;Exp—volumeofexportedgoodsorservices.Asweknow,thedataof theFederalStateSta-tisticsService(Rosstat)donotpresent therealpictureontheproductionandsaleofgoodsandservices.Undercurrent law,only largecompa-nies,thatareopenjointstockcompanies,shouldmakeamandatoryreportonthevolumeofworkperformedorservicesrendered.Astomarketoftransportandlogisticsservices,thevastmajor-ityofthemarketparticipantsarelimitedliabilitycompanies,andthereforetheyneednotprovidethedataonthevolumeoftheservicesrenderedtotheFederalStateStatisticsService,whichre-sultsintheunderestimationofthemarket.

Table1.Methodsofmarketingresearch:cost,reliability,timing

Marketingresearchmethod Cost,Euro Degreeofdatareliability,%

Continuanceofstudy,calendarmonths

Secondarymarketingresearch(DeskResearch) Upto3,000 Upto50% Upto1.0

Primarymarketingresearch(FieldWorkResearch):expertandin-depthface-to-faceinterviews 3,000–25,000 75–80% 1.5–2.0

Combinedmarketresearch(simultaneoususeofprimaryandsecondaryresearchmethods) Over15,000 Morethan85% 2.5–3.5

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Marketing

Itoftenhappensthatwhendescribingthesup-plied goods, both imports and exports, in thedatabaseoftheFCSofRussia(fieldcodeG31_1)and inthedatabaseofJSC“RussianRailways”,there is no detailed description of the goods,makingitdifficulttoassessthestructureandno-menclatureofthegoodstransported.Thesitua-tionisgreatlycomplicatedbythefactthatthereisnostatisticalinformationaboutoneofthemostpopularmodesoftransport—motorvehicles.Thus, it is difficult to estimate objectively theparameters of transport and logistics servicestaking intoconsiderationthebasisof thestateanddepartmentalstatisticsandinformationfromopensourcesonly.Thehighestdegreeofreliabi-lity,whichisachievedbyanalyzingthesecondarydatainRussia,neverexceeds50%.Toimprovethereliability it isnecessary touse theprimarymethod of collecting and analyzing marketingdataeither.

II. Methodical unreadiness of consumers and players of the transportation and logistics services market to use comprehensive tools to conduct expert interviewsIn the practice of the research, there are vari-ous levels of methodological readiness of themarketparticipants toconductcomprehensivemarketingresearch,whichisdefinedbytheabil-itytousequitesuccessfullycomplexanddetailedtools(questionnaires)inthestudy,anditallowstoobtainvoluminousanddetaileddatasetfromrespondents, that after statistical processing1

1FordataprocessingandanalysisweuseSPSSStatistics(StatisticalPackagefortheSocialSciences).Thisissoft-wareforstatisticalprocessingofdataintendedforap-pliedsocialandeconomicresearch.

makespossiblea fairlyobjectivepictureof thevolume and the structure of demand, level ofcompetition,priceelasticityofdemand,etc.Inthecourseofresearchinanumberofindus-tries,whichinclude,forexample,coatingsindus-try,aswellasothersectorsofchemicalcomplex,therespondentsusuallyhavenodifficultiestousebar graph issues, ratings, building percentagestructures,openquestions,etc.Insurveysofthemarketparticipantsofthetransportandlogisticsservices,especiallywhenthequestionsare fo-cusedonstudyingofcurrentandfuturedemand,as well as current and forecast tariffs, it is ex-tremelydifficulttoobtaininformationexpressedquantitatively.Inthisregard,atthecurrentstage,fairlysimpletoolscanbeeffectivelyusedinthestudyofre-gionalmarketsoftransportandlogisticsservices.however,thesmallestquestionnairerequiredforinterviewingthecustomersof logisticsservicesincludesquestionstohelpyoudetermine:1. Nomenclatureandtheaverageannualvolume

ofgoodsthataretransportedbythecompany(food,householdchemicals,forestproducts,chemicalsandpetrochemicals,etc.).

2. Theproportionofgoodstobestored/tobewarehoused/tobetransshippedinthetotalvolumeofcargo.

3. The current tariffs for all types of logisticsservices, which are used by the company(freight, forwarding, rental of warehousespace,cargoconsolidation,custody,packingandrepackingofgoods,labeling,etc.).

4. Theshareofimportsinthetotalcargoflowofthecompany.

5. Themainroutesandmodesoftransportforthetransportationofgoods.

6. Forecastofchange incargo traffic in2020perspective.

7. Availability of own transport and its types(loadcapacity,standard/refrigerator).

8. Areaandtemperature,whicharerequiredtostorethegoods.

9. The average term of goods storage in thetemporary-storagewarehouses.

10.Thenumberoftheitemsthatarestoredinthewarehousemonthly.

11.Seasonalchangesincargoflow.12.Thedeterminingfactorsindecidingwhether

ornottousetheservicesoflogisticsoperator(convenientgeographical location, reason-ableprice,highleveloftechnicalequipmentofthecenter,whichwillensurethesafetyofcargo,etc.).

III. Specific features in the calculation of the pa-rameters of the transport and logistics services marketSpecificity of cargo transportation, one of themostpopularlogisticsservices,imposescertain


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featuresonthecalculationofthemarketcapacity:theexportshareof totalvolumeofproductionandimportsisnotdeducted,asinthetraditionalcalculationformulamentionedabove,asfarastheexportedproductsfallsunderthefunctionof“cargotransportation”andshouldbetransportedatleastonce.Forexample,wesuggesttheorderofcalculatingthemarketcapacitytotransportthehazardouscargoinRussiain2010(Table2).In2010theRussianmarketcapacityoftranspor-tationbyallmodesoftransportwas:420milliontonsforhazardouscargo,385–395milliontonsforpetroleumproducts.

DeterminationoftheDemandforTransportandLogisticsServicesintheRegion

Oneofthemainpurposesofmarketresearchoftransportationandlogisticsservicesistodeter-minethedemandforservicesbydifferentgroupsofconsumers.Themainconsumergroupsare:

verticallyintegratedcompanies(theVICs); buildingholdingsandcompanies; petrochemicalplants; oil-and-gasservicecompanies; other manufacturing enterprises (ma-

chine-building, production of electricalandbuildingmaterials,food,textileandotherindustries);

independentretailersandotherbusinesses; retail chains (including those who are

planningtostartoperatingintheregion); otherconsumers.

During the analysis of the statistical data, thedemandfordifferenttypesof logisticsservices,adjustedtotheresultsoftheexpertsurveys, isdetermined.Theexample,givenbelow,showsthe demand for transport and logistics servi-ces,whichwasidentifiedduringthemarketre-search,toservethecargohandlingofmaterialsandequipmentintheUralFederalDistrict2(theUFO)—Figure2.Attheendof2012thetotaldemandfortrans-portandlogisticsservicesintheUFObyexploredsegmentwasabout556million tons. In2012the largest share of coverage (considering theall-Russianstructure)fellontransportationser-vices and forwarding (1,2 PL) was about 495milliontons,including61milliontonsforthefor-eign tradeservices(import-export).Estimateddemand for management logistics was about17million tons,demand forwarehousingandstoragewasabout44milliontons.

2Thefollowingsegmentsaretakenintoaccountintheassessmentofdemand:VICs,buildingcompanies,pet-rochemicalplants,oil-and-gasservicecompanies.

Table2.

Dataforthecalculationoftotalmarketcapacityofthehazardouscargotransportationbyallmodesoftransportforthe2010,milliontons

No. Indicator Totalamountofhazardousproducts

Includingoilproducts

1 Manufacturing 340 240

2 Import 80 45

3 Export – 100–110

4 Marketcapacity(1+2+3)

420 385–395

Figure2.DemandfortransportandlogisticsservicesintheUFOin2012

Figure3.Thedemandfortransportationandlogisticsservices(excludingcrudeoil,petroleumproducts,hydrocarbongases,broadfractionsoflighthydrocarbons)intheSFOin2012

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DeterminingtheStructureoftheDemandforTransportandLogisticsServices

Inadditiontoassessingthetotalcapacityofthetransportandlogisticsservicesmarketinthere-gion, it is importanttodetermine itsstructure.Asanexample,thestructureofthedemand3fortransport and logistics services in the SiberianFederalDistrict(theSFO)isgiven(Figure3).In2012buildingcompaniesshowedthegreatestdemandfortransportandlogisticsservicesintheSiberianFederalDistrict(about27%).TheTop-3amongtheVICsintermsofthedemandforlo-gisticsservicestodelivermaterialsandtechnicalresourceswere:Rosneft(Vankorneft),TNK-BP(StarwayProjectManagement)andGazprom-neft–Snabzheniye:about6%,2%and1%re-spectively.Significantproportionofthedemand(58%)fellontransportandlogisticscompanies.

3Thefollowingsegmentsaretakenintoaccountintheassessmentofdemand:VICs,buildingcompanies,pet-rochemicalplants,oil-and-gasservicecompanies.

Determinationof“GrowingPoints”intheMarketofTransportandLogisticsServices

Key issue in the study of transport and logis-ticsservicesinadditiontoassessingthecurrentdemand and its structure is to determine the“growingpoints”,whichwillprovideanincreasein demand for transport and logistics servicesinthemediumterm(5–7years).Toidentifythe“growingpoints”adetailedanalysisofpriorityofinvestmentprojectsiscarriedoutintheregion.Asanillustrativeexample,wepresenttheanaly-sisofpriorityprojectstobeimplementedintheUFO.Thelistincludes25projectsinsixregionsoftheUralsFederalDistrict,worthabout1.5trillionrubles(Figure4).PriorityProjectsdeterminethespecializationoftheUFOasaterritoryofdiversifieddevelopmentofmetallurgicalandminingproduction,refiningandpetrochemicals,aswellastheimplementa-tionofcomplex investmentprojects, includingthecreationof innovativetechnologyparks. InaccordancewiththeplansforthedevelopmentofinvestmentprojectstheUFO“growingpoints”inthetransportationandlogisticsserviceswillbe:Yamal-NenetsAutonomousArea,Khanty-MansiAutonomousArea,Tyumenregion.ItisplannedinYamal-NenetsAutonomousArea:constructionofYamalSPGplant;developmentofprospectiveoilandgasfields(Kharasaveyskoe,Bovanenkovskoe,Novoportovskoe,Tambeyskoe,Messoyakhskoe); construction of major infra-structureprojects:Kharasaveyport,theportofSabetta,railroadbranchtoSabetta;creationofanewgenerationofgastransportationsystemun-dertheextensiverenovationoftheUnifiedGasSupplySystemofRussia(Figure5).ThelargestinvestmentprojectsintheOilandGassectorinKhanty-MansiAutonomousAreaduringtheperiodfrom2012to2020isprojectsoffur-therdevelopmentandconstructionofthefollow-inglicensedareas:

Priobskoye, Prirazlomnoe, Malobalyk-skoyeoilfields(JSCNKRosneft);

ThesouthernsectionofPriobskoyeoilfield(JSCGazpromNeft);

Samotloroilfield(OJSCTNK-BPholding); Fedorovskyoilfield(OJSCSurgutneftegas).

In2011,intheKhanty-MansiAutonomousArea,openlyandofficially,8newoilfieldswereputonthestatebalanceaccordingtothedataofRosne-dra,including:hoshiplorskoeandtheLogachevoilfields(OJSCSurgutneftegas),Yuzhno-Eityan-skoeoilfield(LukoilWesternSiberia),Vostochno-KamskoeandYanlotskoeoilfields(Irtysh-Neft).In addition, future projects will appear in thepowerindustry,miningandtimberindustrycom-plexes.

Figure4.InvestmentprojectsintheUFO


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AnalysisoftheWarehouseInfrastructureintheRegion

Thestudyofthetransportandlogisticsservicesalsoincludesadetailedanalysisoftheregionalwarehouse infrastructure. A good example ofthis isamapof theVolgaFederalDistrict thatshowsall thebasic facilitiesandstorage infra-structurewith theirbasiccharacteristics:area,class(A,B,C,D),loadlevel(Figure6).OnthebasisofFigure6,wecansaythat thegreatestareas of quality storage facilities (classes Aand B) are located in regions such as NizhnyNovgorod,Kazan,theSamararegion,whicharecurrentlythe largest industrialandcommercialcentersoftheVolgaFederalDistrict. Inthere-gionsborderingtheSaratovregion,therelocateasufficientnumberofdistributioncenters,retailchains, which provide shopping area with thenecessaryproducts,including:

distribution centers of retail chains ofMagnit,Auchan,X5RetailarelocatedinSamara;

distributioncenterofX5RetailisinKazan;

distributioncentersX5Retail,M.Video,MagnitareinNizhnyNovgorod.

TheabovementionedregionshaveconsiderablecompetitionforwarehouseoperatorsoftheSara-tovregion,“dragging”asignificantpartoftraffic,especiallyinthesegmentofFMCG.

DeterminationoftheFormat(theratioofStorageAreas)oftheObjectintheRegionalLogisticsInfrastructure

Based on the identified range and volume offreighttraffic,asaresultofthemarketanalysis,theformatofthelogisticscenter(theratioofthestorageareasoftheobjectinthelogisticsinfra-structurein%)—drystorage,lowtemperaturestorage,etc.isdefined.Agoodexample isaratioof therequiredareasofFMCGstorage in the logisticscenteron theSakhalinIsland.Inaccordancewiththeratioofthe importvolumeofcertaintypesofgoodstothe Sakhalin oblast, and due to the necessarystorageconditions,youcandetermine theap-proximateratioofstorageareas(Table3).

Table3.Distributionofstorageareasbytemperatureregimes(alltypesofgoods)

No. Listofgoodssubjecttowarehousingandstorage

Conditionsofstorage Shareinthetotalvolumeofstorage,%

1 Fish Freezingstorage(–18°С) 11.1

2 Meat Freezingstorage(–18°С) 4.5

3 Cement Commonstorage 22.3

4 Buildingmaterials Commonstorage 8.6

5 householdandindustrialgoods Commonstorage 4.7

6 Furniture Commonstorage 1.7

7 Cannedfood Coldstorage(2–4°С) 0.7

8 Vegetableoil Commonstorage 0.3

9 Timber Commonstorage 0.3

10 Paperandstationerygoods Commonstorage 0.2

11 Other Commonstorage 0.9

12 Equipment/machinery Commonstorage 8.9

13 Alcohol Commonstorage 6.2

14 All-mash Commonstorage 4.7

15 Flour Commonstorage 3.5

16 Drinks,juices Commonstorage 2.7

17 Cerealsandpasta Commonstorage 1.9

18 Sugar Commonstorage 1.4

19 Salt Commonstorage 1.3

20 Grain Commonstorage 1.0

21 Fruitandvegetables Coldstorage(4–6°С),ventilation

7.4

22 Milkanddairyproducts Coldstorage(2–4°С) 5.8


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however,astheresultsoftheanalysisofincom-ingtrafficflowstoSakhalinshow,certaintypesofbuildingmaterials,particularlycement,thesup-plyofwhichdominatesintheoverallstructureofthetransportation,donothavespecificrequire-mentsforstorageconditions(exceptforthehu-midity).Moreover,giventhesignificantvolumesofsupplies,cargoownersquitenaturallyseektodeliveritdirectlytotheconstructionsite,therebyminimizingstoragecosts.Inotherwords,thereisahighprobabilitythatservicestostorethecon-structionmaterialssuchascement,willbeun-claimedwithinthelogisticscenter.So,theareas,whichare intendedforgeneralstorage,canbeusedtostoresuchfoodproducts,whicharenotsubjecttospecialrequirementsfortemperatureregime(flour,beverages,sugar,etc.).Insuchasituationitisadvisabletomakearedis-tributionofstorageareasprovidedthatnotonlyfood,butotherindustrialFMCGgoodswouldbe

Table4.Distributionofstorageareasbytemperatureconditions(foodandmanufacturedFMCGgoods)

No. Listofgoodssubjecttowarehousingandstorage

Conditionsofstorage Shareinthetotalvolumeofstorage,%

1 Fish Freezingstorage(–18°С) 17.2

2 Meat Freezingstorage(–18°С) 7.0

3 householdandindustrialgoods Commonstorage 7.4

4 Furniture Commonstorage 2.7

5 Cannedfood Coldstorage(2–4°С) 1.1

6 Vegetableoil Commonstorage 0.5

7 Paperandstationerygoods Commonstorage 0.3

8 Other Commonstorage 1.4

9 Equipmentandmachinery Commonstorage 13.8

10 Alcohol Commonstorage 9.7

11 Flour Commonstorage 5.5

12 Drinks,juices Commonstorage 4.2

13 Cerealsandpasta Commonstorage 2.9

14 Sugar Commonstorage 2.2

15 Salt Commonstorage 2.0

16 Grain Commonstorage 1.6

17 Fruitandvegetables Coldstorage(4–6°С),ventilation

11.5

18 Milkanddairyproducts Coldstorage(2–4°С) 9.0

storedthere,astheseproductsdonothavestrictstorageconditionsrequirements(Table4).Figure 7 more clearly shows the correlation ofstorage areas depending on the temperaturemodeofstorage.Wewould takeasabasis the latestversionofthestructureofthestorageareasdistributionbytemperatureregimes,anditmaybeconsideredas the most appropriate in terms of incomingcargo flows to Sakhalin, so most areas shouldbeprovidedforthegeneralconditionsofgoodsstorage, which do not impose any special re-quirementsonstoragetemperaturemode.Theshare of such areas can be up to 40% of thelogistics infrastructureareas.Themarkethasagreatneedinlow-temperaturestorageoffood,especially of fish and seafood, as well as im-portedmeat.AccordingtoFigure7thefreezersareamaybeaboutathirdofusablespaceofthewarehouseareas.


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Thus,theresultsofthemarketingresearchoftheregionaltransportandlogisticsservicesmarketsincludethedeterminationoftheparametersthatareneededtomakedecisionsabouttheappro-priatenessofthelogisticsbusinessinaparticularregion:

volumeandstructureofthecargoflows; current and projected capacity of the

transportandlogisticsservicesmarket; currentandpotentialdemandfortrans-

port and logistics services by individualconsumergroups;

seasonalfluctuationsindemandfortrans-portandlogisticsservices;

“growingpoints”,whichwillprovideanincreaseindemandforlogisticsservicesinthemediumterm;

existingwarehousingcapacitiesandpro-jectedones;

recommendedareasofthelogisticsinfra-structurefacility;

ratioofthestorageareasofthelogisticsinfrastructurefacilitybasedoncurrentandfuturecargoflows;

recommended range of transportationandlogisticsservices,whichwillbeneed-edinthemediumterm;

recommendedleveloftariffsfortranspor-tationandlogisticsservices,basedontheaveragelevelofprices,thatprevailinthemarket,andonconsumers'expectations,etc.

Theparametersmentionedaboveofthetrans-portandlogisticsservicesinquantitativeterms,receivedasaresultofthemarketresearch,areneededtodeterminetherevenuepartofthefi-nancialmodelofafeasibilitystudyforthecon-structionofregionalfacilitiesandlogisticsinfra-structureandallowtocalculatetheparameterssuch as economic efficiency, net present value(NPV),internalrateofreturn(IRR),paybackpe-riod,whichinitsturnmakesitpossibletomakeanobjectivedecisionaboutthedevelopmentofthelogisticsbusinessinaparticularregion.

References

1. TransportStrategyoftheRussianFederationfortheperiodupto2030.

2. TheFederalStateStatisticsService(Rosstat)[electronicresource:http://www.gks.ru/].

3. OECDEconomicSurveys.RUSSIANFEDERA-TION.January2014.OVERVIEW.

4. The Global Competitiveness Report 2013–2014.

5. KlimenkoV.V.ThedevelopmentoftransportandlogisticsservicesoftheRussianFedera-tionintermsofformationof logistics infra-structure//Logistics.2012;5.

6. KlimenkoV.V.,FedorenkoA.I.Assessmentofoptionsforthedevelopmentoflogisticsinfra-structureinrailways//LogisticsandSupplyChainManagement.Logistics.2011;2.

7. KurbatovO.N.,KislovaY.E.Stateandpros-pectsoflogisticsmarketdevelopmentoftheSakhalinIsland.Forecastupto2020//Logis-tics.2014;3.

8. KurbatovO.N.,KislovaY.E.Developmentoflogistics inZabaikalskyKraiand in thesur-roundingregionsin2011–2012.Forecastupto2020//Logistics.2014;2.

9. KizimA.,Yeremenko I.Problemsandpros-pectsofinvestmentprojectsimplementationinthefieldoflogistics:regionalaspect//Lo-gistics.2014;4.

10.Report on the research of the hazardousgoodsmarket/MarketGuideAgency,2011.

11.ReportontheresearchofthetransportandlogisticsservicesmarketontheSakhalin Is-land/MarketGuideAgency,2012.

12.ReportontheresearchofthetransportandlogisticsservicesmarketintheUralsandSibe-rianFederalDistricts/MarketGuideAgency,2013.

13.ReportontheresearchofthetransportandlogisticsservicesmarketinZabaikalskyKrai/MarketGuideAgency,2013.

14.Reportontheresearchofthetransportandlogistics services market in the Saratov Re-gion/MarketGuideAgency,2014.

15.5%

13.5%32.5%

38.5%

Cold storage (4–6°С), ventilation

Cold storage (2–4°С)

Common storage

Freezing storage (–18°С)

Figure7.Structureofstorageareasdistributionbytemperaturemodes(foodproductsandFMCGgoods)

20 │ 01 │ 2015

ConnectedObjectsWillSpearheadtheLogisticsOptimisationDrive

Connected objects generate information that canbeaccessedinrealtime.Thisisanimportantassetthatcouldhaveamajorimpactthroughoutthesup-plychain.Managerswillgainreal-timeinsightsintologisticsflows,givingthemadetailedaccountofaproduct'sentirehistory,fromdesignandtransportrightthroughtoconsumption.Thisinstantinforma-tionwillalsodriveproactivemaintenanceandhelptoimprovestandardisationandsafety.Inthelogisticssector,oneofthemostimportantap-plicationsofconnectedobjectdataisETA(estimatedtimeofarrival).Thisinformationenablestherecipienttoprepareinadvanceandlimitstheamountoftimethat lorriesspendwaitingon-site.Withconnectedobjects,lorrygeolocationdata(fromconnectedlor-ries),trafficforecastdata(fromthirdpartiessuchascarriersubscribersorcommunitymembers)anddriv-ertrackingdatacanbecross-referencedtoprovideanaccurateETA.Theresultingtimesavingsandefficien-cyimprovementsaresubstantial.Andthat'snotall!Connectedobjectsarealsoplay-ing a role in warehouse optimisation, too. Someserviceprovidershavestartedtoprovidetheirorderpickerswithsmartglassesand industrial logisticssoftwareprograms,helpingtoguidethemthroughthetwistsandturnsofthewarehousefloorinanef-forttosavetime.Otherserviceprovidersplantoin-troduceindoordronestoconductautomatedstock-takes.Thekeybenefitofthesesystemsisthattheyreducenon-productivetime,limitthepotentialforerrorandimprovebothproductivityandquality.

2015:theYearoftheBigDataExplosioninLogistics

AlthoughdoubtsremaininsomesectorsabouttherelevanceofBigData,thesamecannotbesaidforlogistics.Thecollectionandanalysisof real-timedataandstatisticsprovide invaluablesupport for

decision-makers,especiallywhendealingwithdis-ruptionstothesupplychain.Withreal-timeinformationattheirdisposal,mana-gerscancalculateurbandeliveryroundstoahighlevelofaccuracy,reflectingtheimpactofpotentialdisruptionssuchasroadclosures,diversions,trafficlightsynchronisationandtheavailabilityofurbanlo-gisticsfacilities.MajorplayerssuchasDhLandAma-zonusestatisticaldatatoforecastworkloadvolumesandfuturesales,helpingthemtoplanthenecessarylogisticsresourcesinadvance.however,theseapplicationsarenotyetwidespread.For these technologies tobeeffective,allpartiesneedtobeconnectedsothatthedatacanbecol-lected.Powerfuldataanalysisprogramsmustalsobedevelopedanddisseminatedamongallstake-holders.Progressmaywellbemadeintheseareasoverthecomingmonths...

LogisticsWillTurnGreen

Thisyear,ParisCityCouncilwillpresentits2015–2020“SmartSustainableCity”masterplan.Francewill also host the 21st United Nations ClimateChangeConference.Theseinitiativesreflectstrongpoliticalwill toaddress thefull rangeofenviron-mentalquestionshead-on,andwillnaturallyhaveanimpactonthe“green”supplychain.Whatmightgreenlogisticslooklike?Thereareseveralpotentialavenuesofexploration.Initiativesareunderwayinvariouscountries,withnationssuchasGermany,Italy,SwedenandPolandleadingthewayinthisfield.Oneinterestingconceptisthelocallogisticshub,in-volvingtheuseofsmallvehiclestomakecity-centredeliveries. It isan initiativethatsymbolisesgreenurbanlogistics.Underthisscheme,riverandrailareseenastheidealupstreamdeliverymethods.how-ever,theorganisationofdownstreamlogisticsflowsraisesanumberofissuesthatgobeyondthetypeofvehicleused,posingquestionsaboutthemosteffectivewaytoreducetheoverallcarbonfootprintofadelivery.Shouldbusinessandprivatedelivery

IsabelleBadocGenerixGroup

Environment, Connected Objects, Big Data... What Does 2015 have in Store for Logistics?Isabelle Badoc is head of product marketing for the Generix Collaborative Supply Chain range at Generix Group. here, she takes a look at this year's developments in the logistics sector.

Market Analysis

Market Analysis

roundsbemerged?Shoulddeliveryroundsbecom-binedwiththecollectionofreturnedgoods?Whatisthebestwaytoorganiseurbanlogisticsfacilities,tomakedeliveriesmoreefficient?Anotherpotentially interestingconcept isthecre-ationofcentralisedlogisticsfacilitieswithinbusinessparksandshoppingcentres.Inadditiontotheobvi-ousenvironmentalbenefitsofthisscheme,itwouldprovideasingle,dedicatedentrypointforcarriers,aswellasfacilitatingthepoolingofupstreamflowsanddeliveryoperations.Itwouldalsoreleaseadditionalretailandbusinessspacebycreatingasinglegoodsstoragearea,freeinguptheindividualstorageroomscurrentlyfound ineachoutlet.Underthissystem,eachstorewouldorderthequantityofstockneededfromthecentralstoragefacilitytwiceaday,reflectingthelong-standingpracticeinthepharmacysector.Thelogisticssectorisabouttoexperienceaperiodof profound change, driven by the developmentofnewtechnologiesandenvironmentalpressures.Someofthesechangeswillreflectthetrendsout-linedabove.Thekeychallengeforthesectorasawholewillbetoadaptquicklytothesenewtrendsbeforeitistoolate.

CollaborativePracticesWillRevolutioniseDistributorandSupplierRelations

WhenitcomestotheSupplyChain,anticipationiseverything.Ifyoucangiveamanufactureraccurateconsumersalesforecasts, itwillgiveyouanunri-valledlevelofserviceinreturn.CollaborativepracticessuchasCPFR(CollaborativePlanning,Forecasting&Replenishment)andVMI

(VendorManaged Inventory)are foundedonanoperationalpartnershipbetweendistributorsandtheirsuppliers.Itisapartnershipbuiltontheshar-ingofinformation.ThesepracticeshaveemergedfromtheECR(Ef-ficientCustomerResponse)principle,whichseeksto fostercollaborationbetweendistributorsandmanufacturerswithaviewtoboostingendcus-tomersatisfaction.Inshort,itaimstodelivertherightproduct,intherightplace,attherighttime.ECRcanbedividedintotwoseparateapproaches.Thefirstis“DemandSide”,whichinvolvesfocusingonproductselection,promotionsandnewproductreleases.Thesecondis“SupplySide”,whichcon-cernssalesforecasting(CPFR)andmanufacturer-ledstockreplenishment(VMI).VMIappliestobothwarehouseinventoryandre-tailoutletshelfstock,andrequiresthedistributortoshareinformationwithitssuppliers—informationsuchasstocklevels,warehouseoutputs,purchases,stockshortages,etc.Themanufacturerthencalcu-latesthedistributor'ssupplyneedsonthebasisofthis information. Inreturn,thedistributor'sstocklevelsaregreatlyreduced(morethan50%intermsofcoverage),whileretailoutletservicelevelsremainhigh.CPFR, meanwhile, represents a more advancedphaseinthepartnership.Itrequiresthemanufac-tureranddistributortoproducedetailedsalesfore-casts,particularlywithregardtopromotionsandnewproductreleases.Theythensharetheirrespec-tive forecasts and analyse any discrepancies be-tweenthesefigures,eventuallysettlingonamutu-allyacceptableforecast.

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Market Analysis

IngeneralRussiaisontheaveragelevelastologistics market development. For instance,in Europe logistics market has been already

formedanddividedamongthekeyplayers,thestruggleismainlyfortheprice,asthescopeandthequalityleveloftheserviceshasalreadybeendetermined.InRussialogisticsmarketisstillex-tremelyfluidandflexible,thechangesandfluc-tuations are quite frequent, the situation de-pendsoneconomiccrisesandgeneralsituation,therefore,theindustryisdevelopingratherinaspiral than linearly.Russian logisticscompaniesandtheircustomersalternatestrugglingfortheglobalqualitylevelofoperationsandinnovations,which,naturally, isveryexpensive,withstrug-glingfor the lowestpriceandthenqualityandlong-termrelationsbecomelesssignificant.All

thatdependsonthemarketsituation.however,bothaspectsareimportant,andacertainequilib-riumandacompromisemustbesoughtinordertobalancetheshort-termandlong-termgoals.Thisisespeciallynoticeableinshippinglogistics,whereasthemarketofwarehousingservices ismorewell-established, thoughfluctuationsareverynoticeablethere,too.

OutsourcinginLogistics

Today there are many Russian companieswhich organize their logistics by them-selves,includingwarehousing.Atthesame

time, inEuropeand intheUSAthesituation isquitedifferent:thecompaniesprefertocooperatewithexternallogisticproviders.

Logistics Market in Russia Is Very Flexible

NikolayVoinovPresidentandGeneralDirectorItellainRussia

Logistics is a customer-oriented business that must be developed for and together with customers. Itella has always been taking into account the needs of its customers before taking the next step in business. E.g., the logistics operator goes with the customers to the regions where demand exists, which has revived again after the crisis of 2008–2009. In 2012–2013 the demand for logistics services mainly grew in the regional direction. In Russia, Itella was ready to provide them through a good geographical coverage with its own warehouses and through the availability of points of entry to the country via all basic ports of Russia (Novorossiysk, St. Petersburg, Vladivostok), not only across the western border.


Market Analysis

According to the latest researches of interna-tionalandRussiananalyticalgroups, theshareofoutsourcinglogisticsinRussiaisestimatedat20%only.TherearemanyEuropeancountries,wherethispercentagereaches40–50%.InRus-sia,theoutsourcingoflogisticalservicesismainlyconfinedtoinboundandoutboundshippinglo-gistics,whileintherestoftheworldthisservicecoversbothexternalsegmentsofenterprises’ac-tivitiesandinventorymanagementandproductsupplychainsonthewhole.Many Russian customers still prefer runningandsupervisinglogisticalprocessesthemselves,throughtheirlogisticsdepartments,insteadofen-trustingthemtoalogisticsprovider.Astocustom-erswhichoutsourcelogistics,inRussiathisshareishigherinthetransportationservicessectorandlowerin3PL-and4PL-servicessectors.however,thesituationisgraduallychanging,andRussiancompaniesof the real sectorofeconomy learnhowtocountcorrectlythecostsoflogisticsandresortmoreoftentoservicesofprofessionals,try-ingtosavemoneyandtime.Notsolongago,in1990s,eachenterprisehadamotorvehiclefleetofitsown,evensmallcompanieshaddriversonthestaffwithGAZellemotorvehicles,whodealtwith all transportation logistics. Today you willnotfindsuchsituationveryoften,astheshareofshippinglogisticsoutsourcingisquitehigh.Inmyopinion,oneof thenewareas fordeve-lopmentwillbelogisticsservicesforthenewre-

tailsector,Imeane-commercecompanieswhichhave a high potential for growth. Though theGDP isnotgrowing, the Internet trademarketcontinuesexpanding.Thelogisticsforthesectorisgrowing,too.MembercountriesoftheCus-tomsUnionhaveacertainpotential,astherearestillpossibilitiesfordevelopmentwithin itand,consequently,roomfortheoperationsoflogisti-calproviders.Apromisingareaforlogisticalope-rators, includingourcompany, isthemarketofexpressdelivery.Thoughthereisacertainslow-downinthatmarketatthemoment,ithasahighprofitabilityanditstillretainsitsattractiveness.

WorkingfortheRetailSectoristheMostImportantAreaofOurBusiness

Retailchainsareabout30%oftheRussianmarket: supermarket chains (Pyatyoro-chka, Magnit, etc.) and non-food store

chains(M.Video,Eldorado,etc.),aswellascom-paniesdeliveringtheirproductstothesechains.Theretailsector isasignificantpartofRussia’seconomy,and it isobvious thatweallwork tomeetitsneeds.Justthinkofit:anygoodslyingontheshelvesofastorehavepassedthroughware-housesand transportation.Mostof thegoodsyouhaveathomehaveprobablypassedthroughourwarehouses(suchas irons,TV-sets,gameconsoles,cellphones,toothpaste,furnitureandmanyotherthings,evencigarettesandalcohol).

24 │ 01 │ 2015

Today,workingwithandforretailsector is themostimportantareaofourbusiness.InRussia,Itellaisalsointerestedintheservicingofbigpro-ductionfacilities,whenapartofinternallogisticsisoutsourcedtous.Thisisaverypromisingarea,anditdiffersfromourstandardbusinessinmanyrespects.WehaveasuccessfulexperienceofsuchworkatabigtobaccofactoryinSt.Petersburg.

AbouttheFutureoftheLogisticsMarketin2015

Itellacontinuesusingtheindustrialapproachtowards itsbusiness inRussia.Accordingtointernalforecasts,in2015thelogisticalop-

erator's portfolio of customers will be dividedin the following shares: 25% – companies oftheFMCG(Non-food)segment,13%–FMCG(foodstuffsanddrinks),22%–DomesticAp-pliancesandElectronics,11%– thepharma-ceuticalindustry,20%–DIYsector,and9%–FashionandFootwear.TheshareoftheDIYandpharmaceuticalstoresegmentswillbegrowingascomparedtothepreviousyear;therefore,in2015thecompanywillobtainapharmaceuticallicenseofitsown.InquarterIV,2014,thevolumeofordersforon-linestoresincreasedby30to40%insomeseg-ments. E-commerce remains a priority area ofourdevelopment,andin2015ourcompanywillcontinueprovidingservicesinthefieldoflogisticsandelectroniccommerceanddevelopingnewar-easthatwebelievetobepromising(temperaturemodestorage,cross-dockingandconsolidatedgoods,e-commerceservicing).Manypeoplearenotingaslump in foreign in-vestmentintheRussianregions,butweshouldnotforgetthatmuchhasbeenalreadyinvested.

Manycompanieshavealreadybuiltfactoriesandinvestedinproductionautomation,andofcoursethey will continue developing their businessesand initiatives. Investments thathavebeenal-readymadewillnotdisappear,thereforethede-velopmentofthe logisticsmarketwillcontinuethroughtheeffortsofforeignandbigRussianop-erators.Forinstance,Itellaistoopenoneofthebiggestwarehouses,over20,000sq.minRos-tov-on-Don,foroneofitsbiggestFMCGcustom-er.Investmentintheprojectwillbeabout120.85million rubles.Theproject is tobe launched inautumn, 2015. The entire volume of Itella in-vestments in Russian business in 2015 will bemorethan5millioneuro.Takingintoaccounttherublefluctuationsandcurrentrateofexchange,theamountwillbealmosttwicebiggerthanweplannedinSeptember2014.Theeconomicsanctionsstill remainahighlightforallRussianandEuropeanbusiness.Inspiteofcomplicatedforeignpolicysituation,Itellaisplan-ningtocontinuedevelopingitsbusinessinRus-sia.RussiaremainsoneofItellaGroup’spriorityareasforthecomingyears,andwearenotgoingtochangeourpriorities.Ourkeycustomershavenotbeenaffectedbythesanctionsthataretakingeffect.Alllogisticsoperatorshavefelttheincreasedleas-ingrates,asthemostratesarecalculatedinUSdollars.Accordingtoourforecasts,in2015andin2016thewarehousingmarketwillfinallygotorublerates–thisiswhathasbeenpredictedbylogisticsexpertsforseveralyears.Trilateraldiscus-sionsaboutthisissue–betweendevelopers,lo-gisticsoperatorsandcustomers–arebeingorga-nizedontheregularbasis,andtodayabout30%ofdeveloperssaythattheyagreetohaveratesinrubles.

Market Analysis


Market Analysis

Annualy,within8previousyears, theCo-ordinationCouncilofLogisticsandMADIconduct a study on the assessment of

thecurrentstatusandprospectsofthelogisticsinRussia.Researchmethods includesurveysofmanufacturers,tradersandlogisticscompanies,analysisofstatisticaldata,expertevaluations,anddevelopmentofrecommendationstoimprovetheefficiencyofthelogisticsprocesses.ThestudyistraditionallyheldduringtheperiodfromearlyDecemberto lateJanuary,whichal-lowstosumupthepreviousyearandtoassessthecompany'sdevelopmentplanfortheshortestandmediumfuture.Thisyear, therewereprepared15questionstoanalyzetheretrospectiveandevaluatethedevel-opmentplansofcompanies.Thestudyinvolvedmore than 200 companies from the fields of:mechanicalengineering;energy;oilandgasin-dustry;electronicsandtelecommunications;con-sumergoods/FMCG;3PL,transportation,cus-toms;food;medicine/pharmaceuticals;retail.Thefirstresearchquestion:“Whatmajorlogisticsproblemsweresolvedbythecompanyin2014?”Analysisoftheresponsesshowsthatmostcom-panies consider cost optimization as most im-portant and priority problem. The second keyproblem,ahighlevelofcustomerservice,ischa-racterizedbythefollowingparameters:accuracy,timeliness,reliability,andstability.In2013,answerstothesamequestionshowedthatmostcompaniesfocusonbuildingitsownlogisticsinfrastructure(warehouses,distributioncenters,fleet)andtheproblemofcostoptimiza-tionappearedtobethesecond.Traditionalresearchquestionisthechangeinthenumberofstaffengaged in logistics. In2014,57%of thecompanies-respondents increasedthe staff. however, the remaining 43% of thecompanies-respondentshadasignificantreduc-tion instaffnumber.So,companiesof60%oftherespondentsreduced20%oftheirstaff,20%

of thesurveyedcompaniescut theirpersonnelby20–40%,and20%ofthecompanies,tak-ingpart in thesurvey,reducedtheirworkforceby40–60%.In2013,thereductionofthestaffinthecompanies-respondentswassignificantlylower.In2014thereductionconcernednotonlyoperating employees, but also the whole divi-sions,alongwiththeirheads.Despitethereductionofmacroeconomicsindica-tors,majorityofcompanies-respondentsnoticedtheincreaseofmaterialflowvolume.Thestruc-tureofchangesisshowninFigure4.Itisneces-sarytowarnagainsttheattempttoextendtheresultsof this studyupon thecurrentbusinessenvironmentinRussian.Thus,changesingoods-flowofoneofthetop5largestRussianenterpris-esaremuchhigherthanthecumulativechangeingoods-flowsofmostofthecompanies-respon-dents.Most of the companies-respondents are opti-misticaboutthenearestandmediumfutureandplanto increasesignificantlythevolumeofthematerialflowwithin1–2years.Manycompaniesconsiderthecrisisfactorsintheeconomyasanopportunitytoincreasetheshareoftheirmarketpresenceby increasingthecompetitiveadvan-tageandweakeningtheothercompaniesintheindustry.ThestructureoftheplannedchangesisshowninFigure5.49% respondents marked that in 2014 theymanagedtoreducelogisticscosts,andthatthesituationcouldbetheresultoftheanswerstothefirstquestion.Theresearchoflogisticscostsintheproductto-talvalueshowsthat38%ofcompanies-respon-dentshadthesecostsvaluetobeequalto10%.Accordingto theresearch55%of therespon-dentsmentionedthattransporthadthehighestcostsinlogisticssystem,over59%oftherespon-dentssaid thecustomsclearancehadthe low-estcosts.Warehouse,purchasingandinventorymanagementcostsoccupythesecondplace.

VyacheslavPrihodkoFellow,RussianAcademyofScience,headofMoscowStateAutomobile&RoadTechnicalUniversity(MADI)

Logistics Development in Russia: Current Situation, Forecast, Key Objectives and Priorities of Сompanies

VitaliyBorschAssociateProfessor,headofLogisticsandGlobalTransportproblemsdepartment,MADI

VasiliyDeminDirector,NOC-TLMADI,DeputyDirector,CoordinationCouncilofLogistics

26 │ 01 │ 2015

Figure4.Changesofmaterial

flowvolumesatrespondentcompanies

in2014

Increased Reduced

%

0

10

20

30

40

50

60

1–20 21–40 41–60 61–80 81–1000

10

20

30

40

50

60

1–20 21–40 41–60 61–80 81–100

%

Medicine / pharmaceuticals

3%8%

14%

5%

5%

8%

8%

32%

16%

Retail

Other industries

Mechanical engineering

Energy, oil and gas industries

Electronics and telecommunications

Consumer goods / FMCG

3PL, transportations, customs

Food

Cost optimization

0 5 10 15 20 25 30 35 40

High level of logistics customer service

Development of own logistics infrastructure objects (warehouses, distribution centers, etc.)

Management system implementation(SCM, WMS, etc.)

Others

Figure1.Industryclassificationofrespondentcompanies

Figure2.Priorityoflogisticsproblemsthatweresolvedbyrespondentsin2014

Figure3.Changesofstaffinlogisticsdepartmentsofrespondentcompaniesin2014

Increased

Reduced

43%

57%

0 20 40 60 80

41–60%

21–40%

2–20%

20

20

60

0 20 40 60 80 100

5

10

85

41–60%

21–40%

2–20%

Market Analysis


Market Analysis

Figure5.Forecastofmaterialflowvolumechangesatcompanies-respondentsin2015

Figure6.Changesoflogisticscostsin2014

Increased

Reduced

65%

35%

0 10 20 30 40

41–60%

21–40%

1–20%

101–120%

81–100%

61–80%

50 60 0 10 20 30 40

41–60%

21–40%

1–20%

81–100%

61–80%

50 60

Reduced

6

3

16

26–30%

21–25%

16–20%

0 5 10 15 20 25 30 35 40

11–15%

6–10%

1–5%

9

38

26

Figure7.Shareoflogisticscostsintheproducttotalvalue(%)

Were increased proportionally to the goods tummover

Were increased without changes in goods tummover

Cost were reduced

Others

49%

34%

14%

3%

28 │ 01 │ 2015

Market Analysis

Themajorityofrespondentsmentionedthat in2015theywouldincreaseusingthelogisticsope-ratorsservicesortheywouldstartusingthem.however,themajorityofrespondentsalsonotedthattherewereproblemsthatinterferewiththeeffectiveworkof the logisticsoperators.Theseproblemsare:

Lowservicequality,including:delaysandfailuresinserviceproviding,lackoftimelyfeedback,non-immediateresponsetoin-quiries,lowleveloffreighttrafficcontrolsystems.

Lackofflexibilityinshapingtheproposalsforcompanieswithnon-standardloads.

Nospecialcost-effectivesolutionstode-liversmalllotsofproductstochainstores.

Poor quality of logistics infrastructure inmost regions of Russia and, as a conse-quence,theinabilitytoprovideauniformlevelofqualitythroughoutthesupplychain.

Lowpricingtransparency.Mostofrespondents(seeFig.9)considerinno-vativesolutionsandtechnologies in logisticsasa priority in the development of the company.however, themajorityof therespondentsplantofocusontheimplementationofmanagementsystemsthatautomateprocesses,reduce laborintensity as well as the risk of human error. Inaddition,manycompaniesplanto increasetheefficiencyoftheirstorageunitsduetomoread-vancedtechnologiestoincreasethestorageden-sity, along with the increase of the speed andaccuracyoftheoperationsperformance.Major-ityofcompaniesplantoimplementtransporta-tiontechnologies,whichcouldcontroltransportmovementsinrealtimetakingintoaccountmanylimitationsandmultiple-factortasks.Themajorityofcompanies(39%)considerim-provement of logistics customer service to betheirkeytargetforthenexttwoyears.25%ofrespondentsplantofocusoncostoptimization.Therespondentsnotedseveralwaystooptimizelogistics processes, including those associatedwithhigherlevelsofcustomerservice:

introduction of methods, technologiesand concepts: Kaizen, Theory of Con-straints,Leanmanufacturing,SixSigma,5Setc.;

introductionofautomatedsystemsofcostcontrol;

automationof logisticsprocesses, intro-ductionofelectronicdocumentmanage-ment,improvingtheefficiencyofinforma-tionexchangebetweendepartments;

benchmarking.Researchparticipantsnotedthatinrecentyearstherehavebeenconsistenttrendsinthedevelop-mentoflogistics,whichgreatlyinfluencedtheef-ficiencyofprocesses,andwillcontinuetohaveanimpactinthefuture.Thesetendenciesare:

Figure8.Planningoflogisticsoperatorsservicesusein2015

Figure9.Respondentcompanies:innovativesolutions/technologiesimplementationinlogistics

44%

38%

18%

0

10

20

30

40

50

Yes, we are going to use

Yes, we will increasethe use

No

It’s priorityfor the company

0

10

20

30

40

50

%

Yes, it’s important, and we plan to

address this trend in the medium term

No, it’s notimportant

I have no ideaabout innovative

decisions andtechnologies

in logistics

Figure10.Keytargetsthatrespondentcompaniesplantoaimatin2015–2016

Improving of logistics customer service

11%

4%

39%25%

21%Cost optimization

Development of own logistics infrastructure objects (warehouses, distribution centers, etc.)

Management systemsimplementation(SCM, WMS, TMS, ets.)

Others


automationofwarehousingactivitiesandtheintroductionofvariouscontrolsystems;

improving the quality of PL providerswork;

optimizationofcoststhroughoutthesup-plychain;

expansionofwarehousespaceandser-vicesinthisarea;

higher levelofspecializationof logisticsoperators;

consolidationandexpansionof logisticsservices.

Lessvisible,butnevertheless importanttrends,accordingtothesurveyparticipants,are:

integration of traditional and electronicsaleschannels;

introductionofnewKPI forbetterdailycontrol;

enhancing the role of logistics depart-mentsinmanagementdecisions;

highcompetitionamongcarriers; implementationofnewITproducts.

Accordingtothesurveyofcompaniesandexperts,whoparticipated inthestudy,we identifiedthemainproblemsthataffectthelevelofefficiencyoflogisticsprocessesinRussia.Theseproblemsare:

Unstablemacroeconomicsituationinthecountry.

Bureaucracyandcomplexityofinteractionbetweentheparticipantsoflogisticspro-cessesandgovernmentagencies.

Automation of warehousing

activities and the introduction of various

control systems

23%

%

0

5

10

15

20

25

18%

20%

16%14%

9%

Improving the quality

of work of PL providers

Optimization of costs

throughout the supply chain

Expansion of warehouse

space and services in this area

Higher level of specialization

of logistics operators

Consolidationand expansion

of logisticsservices

Underdevelopedlogisticsinfrastructure. Lowlevelofeducationinthefieldoflogis-

ticsandpersonnelcompetence. highcostofborrowing. Low levelof integrationofsupplychain

participants. Lowlevelofelectronicdocumentsuse. Lowlevelofcustomerorientation. Lackofgenerallyacceptedstandardsfor

logisticprocesses.Everyyear,summinguptheresearch,teamofex-pertsformsthefivebasicguidelinesthatcanbefollowedinthenearfuture.Thisyeartherecom-mendationsare:

Focusonthedevelopmentofprofessionalcompetencesofspecialists,whoare in-volvedinlogisticprocessesandmotivationforcontinuousimprovementactivities.

Implementationofautomatedcontrolsys-temsforoperativediagnosticsoflogisticssystems.

Improvingthequalityofdataonthema-terialflowcharacteristics.

Processes of synchronization in supplychainandbetweenthecompanydepart-ments.

Developmentofcollaborationandcoop-erationbetweenmanufacturers, tradersandlogisticscompaniesinsupplychain.

Figure11.Mainlogistictrendsduring3recentyears

Market Analysis

30 │ 01 │ 2015

Logistics Service

Mr. Prokhor Prokhorov, General Director of “Technology Logistics Systems”, answers the questions of “RUSSIAN LOGISTICS JOURNAL”.

RLJ:Prokhor,couldyoudescribestagesofdevel-opmentofthecompanyanditsformationasa3PLprovider?Prokhor Prokhorov:In1993thecompanyhasstarteditsactivitiesprovidingservicesofconsign-mentstorage,transportationandcustomsclear-ance.Fromtheverybeginningwetriedtocre-atemaximallycomfortzoneforourcustomers.Rangeofspecializedservicesexpandedgradu-ally: logisticsdesignofwarehouses,consultingin the sphere of supply chains, automation ofbusinessprocessesusing themost technologi-cally sophisticatedsoftware. Insuchawayweachievedthehighestqualitylevel.Animportantstageof thecompanyformationasa3PLpro-viderwasconstructionofthefirstownwarehouse(class“A”) in theMoscowregion.Ourspecial-istsperformedtopologicalcalculations,complex

analysis and built business processes for eachcustomerofourcompany.AmongthecustomersofourgroupofcompaniesformanyyearswerethelargestRussianandWesterncompaniessuchas Procter&Gamble, Unilever, Ferrero, Wimm-BillDann,DeAgostini,SunInbev,heidelberg,Ori-flame and many others. Providing services forsuchseriouscompaniesalwaysrequirethehigh-estqualitystandards.Thissurelygaveamajorim-pulsebothtoestablishingofourcompanyin3PLsegmentanddevelopingofitscapacityforpro-vidingconsultingservices.

RLJ: What feature has set you apart from theothercompetitorsoflogisticsmarketbackthen?Alsowhatfeaturesdeterminecompetitiveabilityoflogisticsoperatortoday?Prokhor Prokhorov:Professionalperformingofdutiestogetherwithexcellentserviceisasimpor-tanttodayasitwasbackthen.herewiththevalueofservicecannotbereduced.Evenprofessionallyperformedtechnicalpartwithoutprovidinghighqualityservicewon’tmeetcustomers’expecta-

Customer’s Interests Are Always Our Top Priority

ProkhorProkhorov“TechnologyLogisticsSystems”,GeneralDirector

“Technology Logistics Systems” has been an efficient vendor in logistics services market for more than 20 years. using systematic approach to the management of logistics processes as well as applying modern IT technologies as one of the key instruments, the company has earned the reputation of reliable partner and expert in the logistics outsourcing.


+7(495)[email protected]

TechnologyLogisticsSystems

Logistics Service

tions.Firstofallcustomersshouldknowandfeelthattheirneedsareournumberoneconcern.Insuchwaywedevelopthevalueofservicesren-deredtoacustomer.

RLJ:Please,discoverasecretofhowyoucreateandmaintainthehighlevelofservice.Prokhor Prokhorov:Thesecretisprettysimple.It isessential toestablish theconditionswhichmotivatealltheemployeestoproduceresultsasmuchaspossible.Eachemployeeshouldfeelhis/her involvement into the process and his/hercontributiontothecommoncause.

RLJ:Whatmechanismsdoyouapplytospecifyandincreasethelevelofmotivationandinvolve-mentofyouremployees?Prokhor Prokhorov: Of course, we train ourstaffandenhancetheirskillsonaregularbasis.Everyemployeeofourcompanyhasthepossibil-ityofprofessionalandcareergrowth.Wedonotputobstaclesintheirwaybutrathercreatealltheconditionstodeveloptheirpotential.Themainfeatureof“TLS”isstability:infactwedon’thaveastaffturnover.Allthepersonnelthatwereinthestartofthebusinessarestillemployed.Fornewemployeesweusementoringmethodandcre-atemaximallycomfortpsychologicalconditionsforadaptation.Theirinitiativesandnewideasarealwayssupportedandwelcomedaswell.Weareopenedandthereforeeachpersonfeelsinvolve-ment intotheprocessofcreatinganddevelop-ingthecommonusefulcause.Asthepeopleareinterested inresultandenjoytheprocess,they

involveotherparticipantsofthe“chain”,Imeanpartnersandcustomers.Successofacommonbusinessdirectlydependsoneachcontributor.Thatiswhyit issignificanttocreateacommon“wave”ofcooperation.Byvirtueofsuchsynergyasolidfoundationiscreatedbothforindividualdevelopmentandorganizationonthewhole.RLJ:Oneofthemajorgoalsoflogisticsisoptimi-zation.Whatdoesthisprocessmeansinthecon-textofyourbusiness?Prokhor Prokhorov:AsImentionedbefore,ourstrengthliesinthecompetenceofourspecialiststhatperfectlyknowtheprocessesofoperationactivitiesinwarehousesandtransportbusiness.AnyourprojectwhetheritisdeploymentofWMSorcourierdeliveryservicesissuppliedwithopti-mizationofcustomerbusinessprocesses.Thisistheresultofaccumulatedexperienceandinsideknowledgeoflogisticsprocesses.Wearepleasedtoshareourknowledgeandoureffortspayoff:customersrecommendus.So,it’squiteasignifi-cantindicatorofperformance.

RLJ:Nowlet’stalkaboutvariousITsolutionsforlogisticsthatyourconsultingcompanyprovidesandimplements.AllthesoftwareproductsthatyouofferareWesternones.Sowhatistherea-son?Prokhor Prokhorov:Inthisrespectthemaines-sentialfactorsare:functionality,reliability,versa-tilityofsolution,opensourcesoftwarecodeand,ofcourse,servicesupport.Unfortunately,Russiansoftwaredevelopershavebarelystartedtopro-

32 │ 01 │ 2015

Logistics Service

videservicesonaseriouslevel.ThereforeRussiansolutionsstillmissingversatility inadjustmentsforalargescopeofbusinessprocesses.Domesticsolutionsstillrequireaprettywidecustomizationandresultintodependencefromoneintegratorandbythisreasonare inferiortoWesternana-logues.

RLJ:Whatarethegoalsofyourcompany?Whatarethedirectionsofitsdevelopment?Prokhor Prokhorov:Wecontinuouslyexpandourproductsrangeforbusinessautomation.OuradvantageisthatweareamultivendorsupplierofITproducts.Thisallowsustoofferourcusto-mersaproductthatcancovertheirrequirementsandaimscompletely.Beinga3PLproviderwedynamicallydevelopthedirectionofdeliveryforonlinestores.Ourcompanyhasaseparatede-partmentthatspecializesonthis.Accordingtoourmainprincipleswecoveralltheclients’needsinthecommercesector.Weprovidebasicservicesofdeliveryandstorageaswellasthefullscopeof relatedservices,counterservices,dispatch-ingcontrolandotheradditionalservices.Wealsoimproveourinternalpotentialandoptimizepro-cessesinsidethecompany.Forinstance,currentlyweimplementtheautomaticsystemoftranspor-tationmanagementSAPTMtofurtherincreasetheefficiencyofinternalprocessesofinformationstoring,scheduleandrouting.Ineithercourseofdevelopment,wefollowtothemajorideaofthebusinessstayunchanged—сustomer’sinterestsarealwaysourtoppriority.

The“TLS”companyhistory

Thegroupofcompanies“TLS”wasfoundedonthebaseofoneofthefirstRussiancommercialwarehouseoperatorstointegrateawidescopeofservicesintoasinglelogisticscomplex.

1993–Westartedtoprovideservicesofcon-signmentstorageandcustomsclearance.

1997–Welaunchedtheservicesofintercitydeliveryofgoodsbyheavy-dutyvehicles.

2001–Geographyofresponsiblestoragehasbeenexpanded.RepresentativeofficesopeninRussiancities–fromKaliningradtoVladivostok.

2002–Developmentofdeliveryservicesbylarge-andmiddle-capacitytransportinMos-cowandEuropeanpartofRussia.

2003–Introductionofdevelopingcargorail-waydelivery.

2005 – Construction of own warehouse ofClass“A”.

2007–ITandconsultingserviceshavesepa-rated into a standalone direction. “TLS” is apartner of software vendors for automationof warehouse and transport processes: SAP,INFOR,a-SIS,community4you,ORACLE,alsomanufacturersofITsolutionsCisco,IBM,hPandequipment Intermec,Motorola,Citizen,Zebra.

2009–Entranceintoonlinestoresmarket.2011–Firstprojectona“turn-key”basisfora

customer.Itincludedfinancialanalysisofpos-sibilityofownwarehouseterritoryrentingandprovisionofcompleteequipping,softwareandfurtherinvolvementofwarehouseprovider.

Now“TLS”isrepresentedbyhighlevelmulti-skilledspecialistswhosuggestactualsolutionsfromthebestworldpracticeswhichallowourcustomers to reduce logistics expenses sig-nificantlyandtoincreaseloyaltyoftheirclientsandpartners.

34 │ 01 │ 2015

Logistics Service

PONYEXPRESSwillfocusondeliveringfullyin-tegrated,globalservicesspeciallytailoredtocus-tomerspecifications.Duringnextfiveyears,thecompanyplanstospendsomeRb1billiononitsstrategicrolloutdriveinordertocementitsleadershippositioninthelogisticsmarket.Inor-dertodeliveramorecustomizedservice,PONYEXPRESSwillbeginbuildingalogisticsoutsourc-ingnetwork.Asathird-partylogisticsprovider,thecompanywill offer customers a comprehensive service.Thiswillincludeorganizingandmanagingship-ments, invoicingandmanaging inventory,pre-paring support documentation, warehousingpalletizedandoutofgaugecargoes,warehouseprocessing,includingbatchingordersofanycon-figuration, and expediting delivery to the endconsumer. Same-city, regional or internationalshipments will include Full Truckload and LessthanFullTruckloadtransit,routingandforward-ingservices.

PONYEXPRESShasalreadybegun implement-ingitsin-houselogisticsolutionsforfast-movingconsumergoodsandtheretail,pharmaceutical,banking, automobile and telecommunicationssectors.Inlinewiththecompany’srolloutstrate-gy,specialemphasisisbeingaccordedtoforgingnewpartnershipswiththeE-businesssegment.Withaviewtoassistingonline retailers,PONYEXPRESSisintheprocessofdeployingauniver-salproductconstructorthatenablescustomerstochoosefromalistofextraoptionsinadditiontothebasicpackageofexpressdeliveryservices.Also, PONY EXPRESS has updated its popular“ExpressMailDelivery”servicebyoptimizingin-ternationalshippingprocesses, thus increasingservicequality.Inordertomoveaheadwithitsnewstrategy,PONYEXPRESS ispoisedtoupdateitsoperationalplatform.Thisyearthecompanyintends to set up five logisticshubsinSaintPetersburg,Rostov-on-Don,Kazan,Yekaterinburg,andNovosibirsk.Warehousesareto be equipped with state-of-the-artsortinglines,computingplatformswillbeupdated,andthein-housemotorpoolexpanded.Commentingonthecompany’srollout plans, PONY EXPRESS CEO Georgy Ali-koshvilinotedthat“Russia’slogisticsmarkettodaycallsforintegrated,end-to-endsolutions.PONYEXPRESS’snewstrategyisgearedtowardtrans-formingthecompanyintoafull-serviceoperatordeliveringacomprehensiverangeoflogisticsser-vicesdesignedandmanagedbyasinglecompa-ny.Bypursuingthisstrategy,wewillbeontargettosolidifyourmarketleadershippositionsandbeabletoofferourexistingandpotentialclientsandpartnersbetterservicesathomeandabroad”.

PONY EXPRESS Moves into Third-party Logistics Market

At the end of 2014 PONY EXPRESS Group changed its corporate strategy with a view to expand its core competencies. Since then, as well as its mainstay expedited shipping and visa services, PONY EXPRESS has begun delivering end-to-end solutions specially geared toward meeting the diverse logistics needs of existing and potential customers. The company has moved beyond its conventional business segment in order to become a full-service logistics operator offering seamless, multiple solutions.

GeorgyAlikoshvili

36 │ 01 │ 2015

SuchtrendisespeciallycertainforWesterncompaniesthatchoose3PLprovider.Itcanoffer strategic optimization of the entire

supplychainutilizingmodern informationsys-temsandleading-edgetechnologiesofintegrat-edmechanizationoflogisticsoperationsandcon-siderspecificitiesoftheRussianmarketandLawatthesametime.Accordingtoexpertsthecompetitivenessof3PLsector isbasedonoperator’sability toprovidefunctionallyextendedrangeofhigh-qualityser-vices,ensureflexibleandindividualapproachtocustomers.TLSspecialists,beingactivelyparticipatedinthe-maticexhibitions,analyzedcustomers’requestsand monitored changes in clients’ needs havealsonoteddevelopingdemandforoutsourcing

services.Itisreflectedingrowingcustomers’ex-pectationstologisticsservicessuppliers.Custo-mersrequesttoperformconsultinginthecourseofdesigningsupplychains,implementingsoft-ware,developingpersonnelmotivationsystemandrenderingservicesofa3PLprovideratcusto-mer’sfacilities.Customersoflogisticservicesconsidertheabovetrendsandoptfordiversifiedcompaniesthatareactive inmultiple scopesof logistics, suchas:customsclearance, logisticsdesign,operatingactivitiesatownwarehousesandatcustomer’sfacilities, integration and application of auto-mation systems for warehouse and transport,supplyofvariousstorageandinformationtech-nologyequipmentaswellasprovidingtranspor-tationservices.

Technology Logistics Systems (TLS): "Customer-oriented Approach to 3PL Functionality"

‘‘Effective management of modern warehouse’’ conference was held in June 2014 as part of Rosupack exhibition. TLS presented a report on ‘‘Involvement of 3PL providers for operations at own warehouse under the control of own WMS integrated into ERP system’’. The report contained an idea that due to high competition level existing in logistics market nowadays customers want to get higher operation results from warehouse outsourcing as well as its deeper integration with business processes not limited by a standard range of services offered by 3PL provider.

Logistics Service


Intelligent multi-function Truck with Man-machine Interface for Industry 4.0

At CeMAT 2014 in hannover, for the first time STILL was able to present a functional prototype of the first "concept vehicle" cubeXX live in action. The multifunctional vehicle was developed based on logistics megatrends and has been presented as a concept study as early as 2011. Then the attendees to the German Logistics Congress in Berlin had the opportunity to experience the next development stage of cubeXX concept truck. The cubeXX was presented on a special presentation area in a number of different practical live application scenarios.

CubeXXcombinessixvehiclesinone:tuggertrain,lowliftpallettruck,counterbalancetruck,highliftpallettruck,doubledecker

pallettruckandorderpicker.Withtheconceptvehicle,completedjustintimeforthetradefair,STILLprovestheir innovationpowerandshowsthatactualtechnologies,particularlysensors,canalreadydo.Electrically-poweredcubeXXcanbeusedasamobileautonomousrobotorasaman-uallyoperatedstackerortractor.Thismultitaskmachineisextremelycompactandbuiltlikeapocket-knife-shapedmultifunctionaltool,onlythetoolcurrentlyneededisunfolded.Requiredenergyisprovidedbyaneasilyavailablelithium-ionbatterythatprovidesenoughenergyforall-dayuseofvehiclewithinterimcharging,incontrast toconventional lead-acidbatteries.This isduetoitssmaller installationspacewiththesameusableenergycontent.Inaddition,thelithium-ionbatterycanberechargedmuchfaster.Driveunitcomesfromthehorizontalpickingse-

rialvehicleCXandhasalreadyprovenitsworthmanytimesinthepast.STILL already offeres system adaptability withit’sfullyandsemi-automaticiGosolutions.ThecubeXXisaconsistentdevelopmentwhichalsomeetsthis trend.Thisflexibleautomation,andthemachine-machinecommunicationwhenusedasanautomatedguidedvehicle(AGV),alsocor-respondstotheconceptofIndustry4.0."Logistics of the future must be able to adjustfasterandfastertochangingrequirements.Forthis,ourlogisticsnetworks,distributioncentersandtheir technicalequipmentalsohavetobe-comeflexibleenoughtotakeovernewtasksveryquickly,orevenchangetheirsite.ThecubeXXisaflexiblesystemlikethis. Itpresentsthefutureadaptabilityofindustrialtrucks",Prof.Dr.Michaeltenhompel,managing institutedirectoroftheFraunhoferinstituteformaterialflowandlogistics(IML),emphasizes.

Warehouse. Inventory management

38 │ 01 │ 2015

Information Technologies

Our company gives great importance to innovation, one of the ways to dif-fer from the competitors.Infact,a-SIS

doesnotdefineitselfasasimplesoftwaredeve-loperbutasabusinesssolutionstechnologyinte-grator.Thatiswhy,formanyyears,wehavebeenappropriatingthelatesttrendsinretaillogistics,asectorinwhichwearespecialists,andrespondingtonewchallengeswithinnovativesolutions.Theinnovationprocess,fromtheideatoconcre-tisationandintegrationislongandthereforere-quiresatrueupstreamconsideration.Thisimpliesthedefinitionofaverypreciseapproach,subjectidentification,creationofprototypes,applicationtesting,etc.Foranumberofyearsa-SIShasoperatedanIn-novationDepartment. Itsmission is toperformactivetechnologicalmonitoring(incollaboration

"With a-SIS View, a global hypervision solution, we provide our clients with a means to control and supervise their various warehouse systems and equipment"

a-SISRussia

AvroraBusinessPark82/2SadovnicheskayaStreet,Entrance6115035Moscow,RussiaTel:+7(495)641-1878Fax:+7(495)[email protected]

withourparentcompany,Savoye).TheInnova-tionDepartmentdesignstheprototypes,byinte-gratingtechnologiesthathaveapracticalapplica-tion.Thesearethenproposedtoourclients,sinceofferingcomplexprofessionalsolutionsremainsourobjective.


Information Technologies

Forexample,overthelastyearswehave: created an operational prototype of a

head-updisplaysolutionwithapartner; designedapicking trolleycontrolledby

put-to-lightdisplaysfortheE-commercefield;

edited a multimodal vocal solution, forwhichweoptimisethedialogues;

developedaproductweightanddimen-sions capturing system to automaticallyintegrate these characteristics into theWMS,etc.

Our clients are integrated into our in-novation process.Forexample,in2012wereleasedaDashboardwhich iscon-

nectedwithourwarehousecontroltools.Tode-signit,weconductedasurveyamongourclients.Weaskedthemwhatthemostrelevantindicatorswereintheiropinion.Wethensynthesisedtheirfeedback inordertodefinetheproposedsolu-tion.Thisdemonstratesourapproachofcreatingpracticaltools,theobjectiveofwhichisabovealltobeusefultoourclients.In2015,wearelaunchinga-SISView,a3Dhyper-visionsolutionthatallowssupervisingandcontrol-lingacompany’slogisticsenvironment,whichistosayallofitsequipment.Thisisagenuineconnect-edwarehousesolution,a3Dapplicationwhichwillbeusedtoretrieveandconnectelementsfromvarioussystems:WMSorWCStypeinformationsystems,scaletypeequipment,smokedetectors,alarmsystems,WiFihubs,andsoon.Untilnow,thesesystemscouldinteractwitheachother, but the operators did not have a singlesolutiontomonitorandsupervise their logisti-calstructuresandactivities.Witha-SISView,allthesesystemswillbeconnectedandsupervisedinacomprehensivemanner.Weofferawebin-terfaceforavirtual3Dtourofaconnectedware-house.Theinterfacewillbeparticularlyaccessiblefromasmartphoneoratablet.Thereturnedinforma-tionispresentedinaformclosetovideo.Withthistooltheoperatorwillbeabletonavigatethewarehouseandfindwhateveritisthatheislook-ingforwithouthavingtomovephysically.

a-SIS View presents numerous advantages for the users.Themoreweintegratethetools,the more complex their supervision becomes.Withtheglobalhypervision,wegivetheclientthemeanstotakeadvantageofalltheinforma-tion; particularly through the mapping of thewarehouseelements.

a-SISViewalsoallows: tomutualisehumanresourcesformain-

tenance.Inparticular,itwillbepossibletoidentifyandmapequipmentbreakdownsandfaults;forexampleforcontrollers.Thetechnicianwillalsobeabletoaccesstheconsole with simple tablet-type mobileequipmentorasmartphoneandwillbeguidedtothecorrectlocation;

toidentifyandmapthezoneswherethevolumetricsof storage locationsarenotadapted to the flows. Thus, bottleneckidentificationwillbefacilitated;

toreplayanactivity’stimesequenceandtovisualiseitlikeafilminwhichtheview-erwilltakehisownpointofview.Throughthesimulationmodeitwillbepossibletodesignanewvirtualmapping.a-SISViewwillreplaythesequence,allowingtovali-datethenewsettings.

40 │ 01 │ 2015

Production Logistics

In2013thevolumeofcontainertransportingbyJSCo“RZD”(JointStockCompany“RussianRailways”) had grown up on 3% compared

to 2012 and reached 2,095 million TEU [1].Ingeneral, thefreightnomenclatureofgoods,transportingbycontainer,consistedoflightandexpensive industrialgoodssuchasautomotivecomponents, non-food products, engineer-ingproducts,andothers.Onlyasmallsubsetoftransported goods refers to consumer goods:foodproducts,chemicals,constructionsupplies,productsofpulpandpaperindustry.Thesituationwasthatthecargoownersusedthefullspaceofthecontainerbut,infact,didnotusethefullcar-ryingcapacity.Asaresultithadaneffectonthetransportcomponentandfinalcostvalue.Ifwecomparethreedifferentwaysofpassengercartransportingfrommanufacturertoregionaldealer(byrackcars,byrailwaycars(autorack)and by container carrier), it is easy to see thebenefitsofusingrailwaytransportincaseoflongdistancetransporting(morethan3500km).Thecomparisonofthreewaysofmotor-cartransport-ingfromKalugatosub-centralcitiesisshowninFigure1.Wecanseethatcontainerswerecompetitivewithotherwaysofdeliveryonly incaseof longdis-tancetransportation(morethan3000km).Ac-tually,almostallvehicleshipmentswerecarriedoutbycartransporter(rackcars)andautorack.Inspiteofthis,thecarrailwayshipmentvolumehaddecreasedby13%in2013.RZDstatisticsshowsabitlessdecliningby10.6%,becauseofdifferentcalculationaccordingtothetotalcargotonnage.TheRTAexpertssaidthatitwascaused

bycartransporter'spolicy,whichwasorientedto-wardthepriceflexibility.Theyhadbeendecreas-ingtheirfreightratesseveraltimesduring2013.Asaresult,allmotor-cartransportingcompanieswhousedtherailwayshipmentswereforcedtoworkinatermsoflowreturnlevel.Itshouldbepointedoutthat insomecasesroadshipmentswerechosenbydealersnotonlybecauseoflowrates,butserviceoffered[2].Despite data given the author found out thattherewasacertainsegmentofcarsonthemar-ketwhichwasadvisabletobeshippedinthecon-tainer.Whenmonthlyfixedvolumeofcarswascompletelyloadedinautorackorcarracksome“single”carswerenot loaded.Asaresultsomecarswereidlewaitingforanotheronetrack.WecanseethelistofcarsawaitingthenexttrackintheTable.

MargaritaNechaevaMoscowStateUniversityofCommunicationlines,Departmentoflogisticstransportationsystemandtechnologies,post-graduate;OpenJointStockCompany“Novayaperevozochnayakompaniya”,commercialdepartment,deputychieffortheEastSiberia

LevMatyushinMoscowStateUniversityofCommunicationlines,Departmentoflogisticstransportationsystemandtechnologies,PhDinTechnicalSciences,assосiateprofessor;OpenJointStockCompany“TransContainer”,AdvisortotheDeputyGeneralDirector

AnnotAtion.Thearticlefocusesonuseofcontainerstoshippassengercarsfrommanufacturingsitestoregionaldeal-ers.Theauthorpresentsthecomparativeanalysisofthreewaysoftransportation:byrackcars,bycustomizedrailwaycars(“meshed”)andcontainers,andhasmadetheconclusiononeverytransportationwayefficacy.

Key words.Railways,rackcars,containers,passengercars.

Logistical Aspects of Passenger Car Delivery to Country Regions (Containerization of Automobile Transporting)



RegionalcityQuantityofcarspermonth

Distanceontheroad

Transportationofcarsbytrucksandcontainers

Transportationofcarsbywagonsandcontainers

theremainingcars alltrucks all

containerstheremainingcars

allwagons

allcontainers

Rostov-on-Don 198 1006 4 32 2 6 23 3Kazan 230 1013 10 36 3 13 27 5Tolyatti 201 1083 4 32 2 0 24 0Kirov 36 1147 4 6 0 1 5 0Petrozavodsk 29 1169 5 4 2 3 4 0Krasnodar 252 1279 6 41 1 9 31 0Stavropol 86 1344 6 14 0 10 10 2Izhevsk 70 1401 8 11 1 8 8 2Astrakhan 39 1410 5 6 2 5 5 1Arkhangelsk 41 1421 5 6 2 7 5 1Kaliningrad 23 1498 0 4 0 0 3 0Ufa 194 1541 6 32 0 11 23 1Orenburg 70 1567 8 11 1 8 8 2Perm 126 1630 13 21 0 12 15 2Ukhta 23 1825 0 4 0 0 3 0Chelyabinsk 202 1967 6 33 1 1 24 1Yekaterinburg 309 1982 9 50 1 4 37 2Murmansk 37 2078 5 6 1 3 5 0Kurgan 22 2246 2 3 1 0 3 0Tyumen 257 2315 6 42 0 14 31 1Omsk 49 2792 7 8 1 7 6 1Novosibirsk 78 3435 10 13 0 8 9 2Barnaul 48 3665 4 8 0 5 6 1Tomsk 29 3687 6 5 1 4 4 0Kemerovo 108 3689 4 17 2 1 13 1Krasnoyarsk 104 4228 2 17 1 6 12 3Irkutsk 58 5283 8 9 1 6 7 1Vladivostok 20 9244 1 3 1 0 3 0

0

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v-on

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The cost of transportation in trucks, RUB

The cost of transportation by railway cars, RUB

The cost of transportation in containers, RUB

RUB Figure1.Comparisonoftypesoftransportationmotor-carwithamanufacturertoregionaldealers

42 │ 01 │ 2015


Remainedautomobilesshouldbeplacedinspe-cially equipped containers in a series of two,threeorfourvehicles.Thewaysofcar'slocationinacontainershouldbeasfollows:bytwobigmotor-cars inaccordancewithtechnicalspeci-ficationwiththeusageofstopbarsandspacingblocks;bythreemiddle-sizedcarswithausageofCarRackinaccordancewithalocalspecification[4];byfoursmall-sizedcarswiththeuseofTransRack[5].The“single”carstransportcostsfromKalugatoRussianregionsbyusingacontainerisshowninFigure2.Changesofcostsavingafterusingthecontainertransportationof“single”carsareclearlyshowninFigure2.Thistechnologyismoreusefulthanwaiting for an accumulation of another onecartrackorrailwaytracktothemomentofbe-ingfilled.Thecostadvantageofalmost20mil-lionrublesayearmightbegainthiscase.Afterthedetailedanalysisofmotor-cartransporting,itcanbeconcludedthatit ismoreprofitabletouse:acartrackforadistance100–1400kilome-terslong;acartrackoracontainerforadistance1400–3500kilometers long;andanautorackandacontainerforadistancemorethan3500kilometerslong.Expertssuggestthatthedynamicsofcontainermarketwilldependonmacroeconomicconjunc-turein2014.Themarketbecomesmoresophis-ticatedandmorecompetitiveand,asa result,influencesoncustomer'srequirementsofrangeandqualityofserviceoffered.Russia is lesscontainerizedthanothercountriesandthebigissueistodevelopandsetupcontainer

shipmentsinit.Newmannerofcarfasteningwillallowplacingthreeorfourvehiclesinsidethe40feetcontainer.Moreover,usingthecontainerofhighcapacityallowsplacinglarge-sizecarsinsideitandaffectsthecostvaluepositivelyindeed.Internationalexperienceshowsthatthedevelop-mentanduseofhighcapacitycontainersiseco-nomicallyadvantageous.Manymanufacturersgotowardsittospeedupthedeliveryoftheirpro-ductsandalsotoreducethetransportcost.De-velopedinfrastructure,modernrollingstockandmodernloading-unloadingoperationsarefavo-rableeffectingonintroductionandspreadofhighcapacitycontaineruse.

References

1. Ushakova E. Containers: deceleration ingrowth//RZD-Partner.2014;3(271):19.

2. SolncevА.Carssloweddown//RZD-Partner.2014;3(271):23.

3. Specificationofstowageandsecuringcargoin container. — Moscow: Law office “YUR-TRANS”.2003.—285p.

4. Local specification of stowage and securingcarsonroadoverpasses“Kronos”intheuniver-sallargecontainerofAAAtype//ApprovedbyJSCo“RZD”on13thJuly2009.No.1467.

5. Localspecificationoffourcarsstowageandsecuringina40feetuniversallargecontainerwithausageofmultiturnfixingequipment“Trans-Rakk”//ApprovedbyJSCo“RZD”on22ndDecember2009.No.2649.

RUB

0

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tov-

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The cost of transportation in trucks, RUB

The cost of transportation in trucks and containers, RUB

The cost of transportation by railway cars, RUB

The cost of transportation by railway cars and containers, RUB

Figure2.Transportshipping

costssinglecarsfromthemanufacturer

totheregionaldealerswiththeuse

ofcontainertransport


Transport. Transportations

KirillTulenevFormagLinerRussia,Managingdirector

AnnotAtion.Researcharticlerepresentsactualstrategicenvironmentofworldcontainertrade.Currentvolatilityofoceanfreightmarketiscausedbyunstableconsumerdemandandoversupplyofcellularcontainershipfleet.Authorofarticleanalyzesmainfactorseffectingoncontainerizedcargotrafficsandglobalprioritiesrequiredforeffectivede-velopmentincontainershippingindustry.

Key words.Cellularcontainershipfleet,containerizedcargotraffics,annualoperationalcosts,globalcontainershipor-der,optimizationofslotcost,capacitymanagement.

Strategic Priorities of Container Shipping Industry

Present development of world containertrade is performed in volatile consumermarketsandglobalgrowthofcellularcon-

tainershipfleet.Limiteddemandforcontainer-izedshippingservicesiseffectingonsignificantchallengespertaining toocean freightmarket.Inabovementionedcircumstancesprogressivegrowth of container shipping industry can beachieveddeployinggeneralintegrationofstrate-gicaims.

CapacitySupplyofContainerShippingIndustryWillConsiderablyExceedMarketDemand

AccordingtotheGDPgrowthoffastemergingeconomies,correspondingexpansionofworldcontainertradein2015isprojectedonthelevel4.5%.Furthertosofteninginvestmentofstron-gest economies the average supply of cellularcontainershipfleetwillbe including1.5millionTEUofnewbuildingvessels.Forecastedcapacityofcontainershippingindustryincomparisontothedynamicofprogressingcargotrafficsisrepre-sentedontheFigure1.Overall capacity of cellular containership fleetwillreach20millionTEUduringfourthquarterof2015.Compilationofspecifieddevelopmenttrends:oversupplyinglobalcontainershipinfra-structure(+5.5%)andactualdemand incon-tainerizedshipments(+4.5%)isconcludingthepredictedcapacitysurplusduetoslowergrowthofconsumerdemand.Expected imbalance of world container tradewillcausefrequentamendmentofbasicoceanfreightrates.Respectivearrangementsofleadingcontainershippinglinesorientedonmaintaining

oceanfreightprofitabilityareawillbeconnectedwith implementation of GRI/PSS surcharges,compensatingoperationalchargesforeffectivereturnofassets.Currentvolatile levelofoceanfreightrateisformingprominentpartofproduc-tioncostforconsumergoods;thereforeamend-mentsofcontainershippingmarketdestabilizemainsectorsofworldeconomies.Incompetitivemarketenvironmentandlimitedconsumerdemandmaincontainercarriersdirectstrategicprioritiestooptimizationofoperation-alexpenses.Global investmentsintocontainershippinginfrastructure,askeyfactorofopera-tionalcostsaving,providereductionofoperatio-nal cost referred to container slot per vessel’s

44 │ 01 │ 2015


Figure1.Worldcontainertrade

development

Figure2.Cellularcontainership

fleetstructure

0

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13%

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9.9%10.3%

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8.8%

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3.2%

4.4%4.5%

Actual containershipfleet by capacity shares,TEU

Containership fleet breakdown by vessels age,years

Global containershiporder by capacity range,TEU

4,000–5,09922%

3,000–3,9994%

2,000–2,9999%

1,500–1,9995%

1,000–1,9996%

100–9994%

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> 13,3005% 1%

30%

35%

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4%

13%

exceeding 25 years20–24 years15–19 years

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5,100–7,4996%

7,500–9,99930%

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>13,30035%4,000–5,099

5%

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2%

USD

04,000

Comparison of operational costs by vessels capacity

5,000,000

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ual O

pera

tiona

l cos

ts

Containership capacity, TEU

9,000 12,500 18,000

Total labour costs (per year) Total equipment costs (per year) Total capital costs (per year)

Figure3.Comparisonof

operationalcostsbyvesselscapacity



Figure4.Comparisonofoperationalcostsbyvesselscapacity

Capacity utilization, %

Ope

ratio

nal c

ost o

f con

tain

ersh

ip s

lot,

%

150

140

130

120

110

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90

70 75 80 85 90 95 100

13,000 TEU

16,000 TEU

18,000 TEU

20,000 TEU

roundtrip,supportachievingofcompetitivead-vantageinoceanfreightcostsandtargetedrev-enuelevels.

GlobalStrategyofOperationalCostSaving

Optimizationofoperationalexpensesincurrentcontainershippingindustryisformedbyestab-lishment of innovative transport infrastructuremaintaining flexibility of ocean freight marketdue to the decreased producing costs of con-tainerslot.Thisstrategicaimisapproachedbyin-vestmentstothecontainershipnewbuildingpro-gramsreplacingexistingtonnagebyvesselswithincreasedcapacity.SegmentationofworldcellularcontainershipfleetontheFigure2 ismarkingthe largestshareofvesselsincategorybelow10,000TEU,15%ofvesselsexceedcapacity10,000TEU.Atthesametimemorethan50%ofnewbuildingcontainer-shipswillhavecapacitygreaterthan10,000TEU.Ageofgiant-containerships isgeneratingnewstandards of environmental sustainability andenergyefficiency inworldcontainertrade.Op-erational cost of container slot for A14–A18classvesselsisconsiderablylowerthanaverageproduction expenses of present containerizedshipments.AccordingtotheFigure3,growingcapacityprovidesdecreaseofcontainerslotpro-duction cost subject to the implemented utili-zationofoperationalspace.Deploymentofcontainershipswithhighcapa-cityandeffectiveenergyefficiencywillchangestructure of market competition minimizingnumber of middle sized vessels on mainlineshipping services, especially Asia–NorthernEurope trade lane. Referring to this prospectscompetitivecapabilityonthiscontainermarketsegmentwillberegulatedbycarriershavingin-novativecontainershipfleets.

StrategicSignificanceofCompleteCapacityUtilization

Stimulationoffreightmarketflexibilityisdeter-miningnextessentialpriorityofglobalcontainercarriers–stablecapacityutilizationintheroundtrip voyage. In compliance to the dynamic ofoperationalcostsdefinedontheFigure4,insuf-ficientutilizationofproductioncapacitywillpro-videincreasingof1TEUslotcostinconsideredshipment.Stablecapacityutilizationofcellularcontainershipfleetwillbeattainedbytransferring80–85%ofcustomerbasetothelong-termservicecontractsrequiringcommittedbookingvolumesinstatedtimeperiod.Inthisprimarytrend,containerizedcargotrafficsareconsolidatedbygloballogisticprovidersdueto

competitivecommercialconditionsandopportuni-tyofcargotrafficdiversification.StrategicprogressofintegrationispositioningNVOCC,terminalin-frastructure,forwardingsectorasinstrumentssta-bilizingperformanceofcellularcontainershippinglinesandcorrespondingoceanfreightmarket.Proactiveassignmentofconsolidatedcargotraf-fics in linewithcapacityutilization targetswillgrantcompetitiveoceanfreightpolicytothein-volvedlogisticproviders.Integrationofdevelop-mentaimswithglobalprioritiesofcellularcon-tainershippinglineswillmaintainachievementofstrategicadvantagesforallpartiesinworldcon-tainertrade.

References

1. Bowersox D., Closs D. Logistical Manage-ment:TheIntegratedSupplyChainProcess.—Moscow:Olymp-business,2008.—640p.

2. LimonovE.L.Internationaltradetransactionsof marine transport and multimodal ship-ments—Saint-Petersburg:Informationcenter"Vybor",2003.—254p.

3. Stepanov А.L. Transhipment equipment ofportsandtransportterminals.—Saint-Peters-burg:Polytechnic,2013.—427p.

4. StockJ.,LambertD.StrategicLogisticsMan-agement.–Мoscow:Infra-М,2005.—828p.

5. GDPForecasts//MorganStanley—GlobalEconomicForum;weblink:http://www.mor-ganstanley.com/views/gef.

6. "Marine Traffic" service; web link: http://www.marinetraffic.com/ru/ais/index/ships/range.

7. "VesselFinder"service;weblink:http://www.vesselfinder.com/vessels.

8. AlphalinerTOP100Operatedfleets;weblink:http://www.alphaliner.com/top100.

46 │ 01 │ 2015


Introduction

Transportationand logisticssystemconsti-tutesoneofthemajorelementsoftheMos-cowregioneconomy.Inthetotalscopeof

thegrossregionalproduct,transportation,asatypeofeconomicactivity,takesupabout8.5%(includingtrucking–2.45%)[7].Meanwhile,theMoscowregiontransportationandlogisticssystem(hereinafter–TLS)coversnotonly theneedsofpopulation inMoscowCityandMos-cowregion,astransitcargoflowsbetweenotherregionsoftheRussianFederationand/orforeignstatespassviatheregion.Today,MoscowregionTLShasalotofproblems,withoutsolutionwhereofefficientoperationofeconomicentitiesisimpossible.

AnalysisofTransportationandLogisticsProblemsoftheMoscowRegion

By resultsof cargo traffic studiescarriedout in2013(withinthescopeofdevelopmentofaStra-tegicPlanforFreightTransportTrafficOrganizationinMoscowbytheMoscowCityTransportAgencywithparticipationofconsultingorganizations),av-erageutilizationratiooftheroadfreighttransportmakesup24%[5],whichisarecord-lowvalueas

comparedtootherlargecitiesofdevelopedcoun-tries,wheretheindicatornevergoesbeyond47%.Theratioofusingtruckusefultimeintranspor-tationwithinMoscowCityandMoscowregionmakesup0.57,whichmeansthat43%ofthetotaltransportoperationtime(lessthetimere-quiredfortechnicalmaintenanceandrepairs)istakenbyloadingandunloadingoperationsandtimeofserviceexpectation[5].Suchasituationiscausedby lowlevelofwarehouse infrastruc-ture.Only4%ofwarehouses inRussiaprovide

AnnotAtion.ThearticlereferstocurrentproblemsoftransportationandlogisticssysteminMoscowregion.WehaveanalyzedcurrentandoperationalcostsofRFIDtechnologyimplementationinMoscowregionasamethodforprob-lemsolution.

Key words.Transportationandlogisticssystem,RFIDtechnology,transponder,roadtransport,warehouseandtermi-nalcomplex.

Assessment of Technical and Economic Parameters of Applying RFID Technology for Solution of Transportation and Logistics System Problems in Moscow Region

VitaliyBorschMoscowAutomobileandRoadConstructionUniversity,DeanoftheDepartmentforLogisticsandGeneralTransportationIssues,AssоciateProfessor,PhDinEngineeringSciences



forsingle-stage1(rapid)executionofloadingandunloadingoperationswithroadtransport[11].Technologicalproblemswithutilizationoftrucksalsoessentiallyaffecttheformationofsuchin-dicator:over80%ofheavytrucksusedinRussiafortransportationofunitizedcargohavenoop-tionofrapiddisconnectionoftractorandtrailerunitsforthepurposeofconductingloadingandunloadingoperations.AverageroadspeedoftheroadfreighttransportinMoscowregionconstitutes45km/h,andintheterritoryoftheEuropeanUnion–about70km/h[12].Suchadifferenceismostlyconditionedbylowqualityoftheroadnetwork.Theaboveproblemsresultinthatthoughthecostofcombustiveandlubricatingmaterialsandthesizeof labour remuneration fund is2–3timessmaller than in Central and Western Europeancountries,RussianratesforfreighttransportationoftenexceedtheEuropeanones,andthus thecostofanyproductsproducedorsoldintheterri-toryofourcountryturnsouttobeoverstated[5].MainproblemsoftheMoscowregionTLScanbedividedintothreegroups:

– infrastructural (deficit of high-qualityroads,chaoticlocationofwarehousefa-cilities,etc.);

– managerial(lackofcoordinationinestab-lishmentandoperationofsystems);

– regulatory(lackor inefficientutilizationofregulatorydocuments,regulationsandstandards that ensure methodologicalsupportofthelogisticsactivity).

TechnologicalandmanagerialsolutionsthatallowincreasingtheefficiencyoftheMoscowregionTLSareasfollows:balancedloaddistributionbetweentransportmodes,increasedlengthoftheroadnet-work,activeimplementationofinnovativemeth-odsandtechnologiesonfreighttransport.Introduction of the above solution will allowachieving:

– reductionoftransitfreighttransportationviatheMoscowregionby20–25%[7];

– truckfleetreductionby80thousandunits[7];

– better traffic and ecological situation inMoscowregion;

– increasedefficiencyoftruckfleetopera-tion;

– lowerleveloftransportationcosts;– betterqualityoflogisticsservice;– optimizeddelivery,storageanddistribu-

tionoffreightwithapplicationofmoderntechnologies.

It should be noted that for implementation ofthemajorportionofsuchsolutionswerequire

1 Single-stage technology of loading and unloadingoperationsinvolvestheuniformleveloftransportvehi-cleloadingheightanduniformloading-unloadingsite.

investmentsthatarecomparablewithMoscowCity’sandMoscowregion’sannualbudget(forinstance,forroadinfrastructuredevelopment),aswellas,probably,alongperiodofimplementa-tion.Takingintoaccounttheeconomicefficiency,bestresultscanbeachievedinquiteashortperi-odbymeansofRFIDtechnologyimplementationthatensuresrapidhandlingofcargoesandtrans-portvehiclesatall logisticschainsections,con-stantreceiptof informationoncargotrafficforregion’sTLSplanningandmanagement,controloverconditionsandsecurityofcargotransporta-tionandstorage.

AssessmentofCurrentandOperationalExpensesforRFIDTechnologyImplementationintheMoscowRegionTransportationandLogisticsSystem

ForRFIDtechnologyimplementationintheMos-cowregionTLS,equipmentofthefollowingtwotypesisrequired:1. Equipment for operation in the warehouse

andterminalcomplexesunderconditionsofinteractionwithroadfreighttransport.

2. Equipment for reading RFID transpondersfromroadfreighttransportintheprocessofmovingalongtheMoscowregionroadnet-work.

The first group includes equipment for serviceposts(docks)ofwarehouseandterminalcom-plexes(hereinafter–WTC).AminimumsetofequipmentforensuringrapidgoodsreceiptanddispatchoperationsatclassAandBwarehousesshallconsistof:

permanentRFIDreaderunit(four-port); RFIDantennae(4pcs); cablesthatconnectantennaeandreader

units(4pcs); powersupplyunit for the readerwitha

mainscable; afasteningkitfortheantennae(4pcs).

FordeterminationoftherequiredamountofWTCequipment,calculationofthequalityclassAandBwarehouses inMoscowCityandMoscowre-gion was performed. Warehouses of just suchclassesallowustoperformrapidloadingandun-loadingoperationsduetotheirtechnicalandpro-cess,spaceandplanningsolutions.Byestimatesoftheleadingrealestateandana-lyticalagencies2,totalareaofhighqualityware-housesinMoscowregionasoftheendof2013madeupabout10millionm2[10].Totalnum-berofdocks(serviceposts)atMoscowregionwarehousesisdefinedsubjecttostandardsandrequirements set to class A and B warehou-ses(minimumoneservicepost is requiredper

2JonesLangLasalle,KnightFrank,RBC,etc.

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1,000m2ofwarehousearea, i.e.10thousanddocksintotal).Correspondingly,inordertofullyimplement the RFID technologies for ensuringWTCandroadfreighttransport interaction,10thousandequipmentpackagesareneeded.Ac-cording to preliminary expert estimations, theamountofinvestmentsintocompletingofMos-cowregionWTCwithRFIDequipmentforensur-ingrapidoperationsrelatedtohandlingofenter-ingandexitingtransportflowswillbeabouttoRUB1,062,135,000.Forpermanentmonitoringofinformationonthestructureof freight transport flows inMoscowregionandtheirquantitativeassessment,RFID

unitshavetobeinstalledatthemajorhighwaysoftheMoscow-regiontransportnetwork.ReaderunitscanbemostefficientlyinstalledinMoscowat circular highways of the city: Moscow Loophighway, theThirdRingRoadand theGardenRingRoad,aswellasatthemainradialroads.Thenumberoftherequiredautomatedroadra-dio-frequencyreaderunitsatthecircularhigh-waysshallbecalculatedasfollows:notlessthanonepereachcrossingwithmainroads,but,atthesametime,notlessthanoneper3kmoftheroad;forradialroads–oneperevery3kmoftheroad.Thus,formonitoringofinformationonthestructureoffreighttransporttraffic inMoscow,

TotalamountofinvestmentsforRFIDtechnologyimplementationintheMoscowregion

Expenses Measurementunit

Priceper1unit,RUB

Number Amount,VATincluded,RUB

Equipmentpackageforwarehouseandterminalcomplexes(WTC)

dock 106,213.50 10000 1,062,135,000.00

AssemblyandcommissioningoperationsforWTC(includingon-sitetrials,developmentofdesignandestimatedocumentation,facilityexamination,etc.)

dock 72,692.00 10000 726,920,000.00

EquipmentpackageforaroadunitinMoscowCity

pcs 520,000.00 148 76,960,000.00

EquipmentpackageforTLSinMoscowregion

pcs 520,000.00 171 88,920,000.00

AssemblyandcommissioningoperationsforTLSinMoscowCityandMoscowregion

pcs 64,000.00 319 20,416,000.00

Basicsoftware(SW)andamoduleforsupportofone-typereaderunitforWTC

pcs 144,000.00 2000 288,000,000.00

LicenseforaWTCreaderunit

pcs 1,170.00 10000 11,700,000.00

BasicSWforaroadunitinMoscowCity

pcs 144,000.00 1 144,000.00

BasicSWforaroadunitinMoscowregion

pcs 144,000.00 1 144,000.00

SWlicenseforaroadunitinMoscowCity

pcs 1,170.00 148 173,160.00

SWlicenseforaroadunitinMoscowregion

pcs 1,170.00 171 200,070.00

Total 2,275,712,230.00



13RFIDunitshavetobeinstalledattheGardenRingRoad,14–attheThirdRingRoad,36–attheMoscowLoophighway,from4to6–ateachradialroad,dependingonitslength.Theestimat-ed amount of investments into the equipmentpurchaseforcompletingRFIDunitsofthemajorMoscowroadsmakesupRUB76,960,000.Automated road radio-frequency reader unitscanbemostefficientlyplacedinMoscowRegionat the Moscow Inner and Moscow Outer RingRoads.Theirnumbershallbecalculatedasfol-lows:not less thanoneunitpereverycrossingwithmainroadsoroneperevery10kmoftheroad;forradialroads–oneperevery10kmoftheroad.Thus,formonitoringofinformationonthestructureoffreighttransporttrafficinMos-cowRegion,34RFIDunitshavetobeinstalledattheA107Federalhighway(MoscowInnerRingRoad,MMK),55–at theA108Federalhigh-way(MoscowOuterRingRoad,MBK),from6to8units–ateveryradialroad,dependingonitslength.Therefore171readerunitshavetobein-stalledatMoscowRegionhighways.Totalinvest-mentsintotheequipmentpurchaseforinstallingRFIDreaderunitsatthemajorMoscowRegionhighwaysmakeupRUB88,920,000.

Conclusion

Letusdrawtheconclusion. ImplementationoftheRFIDtechnologythatensuresrapidhandlingofcargoesandtransportvehiclesatalllogistics-chainsections,aswellaspermanentreceiptofinformation on the freight flows, on the basiswhereof it is possible to plan and manage theMoscowregionTLS,controlconditionsandsecu-rityofcargotransportationandstorage,requirestotalinvestmentsofRUB2,275,712,230.Within thescopeof the researchconductedattheMoscowAutomobileandRoadConstructionUniversity,mainmaintenanceandoperationalex-pensesthatareconnectedwithRFIDtechnologyimplementation in the TLS have been defined,andprofitfromtheirreductionhasbeencalcula-ted.Moreover,comparisonwithasystemwithoutradio-frequency identification was performed.Resultsoftheresearchwillbedescribedinfuturepublications.ThearticlewaspreparedonthebasisofresultsofResearchandDevelopmentWork2.1.1/1–Car-ryingoutComprehensiveTechnicalandEconomicCalculationsthatProvetheEfficiencyofIntrodu-cingRadiofrequency-IdentificationTechnologiesunderConditionsoftheirUtilizationwithintheTransportationandLogisticsSystemofaMega-lopolis–thatwasperformedwithinthestrategicdevelopment program of Moscow AutomobileandRoadConstructionUniversityin2014.

References

1. AkimovaI.V.etal.AnnualStatisticPublication“TransportinRussia.”–M.:FederalServiceforNationalStatistics,2009.–2015p.

2. Mikheyev V.A., Utkin A.V. Requirements toRFIDTechnologyasaComponentofInforma-tionSystemsofhighComplexityLevel//Rus-sianEngineer.2012;2(33):76–78.

3. NationalStandardoftheRussianFederationGOST R ISO 17363–2010 “Application ofRadio-FrequencyIdentification(RFID)intheSupplyChain.FreightContainers”.

4. MoscowGovernmentProgram“Transporta-tionSystemDevelopmentin2012–2016”.

5. DiominV.A.TheSituationandTendenciesofTransportationLogisticsDevelopmentinRus-sia.ReviewoftheKeyPerformanceIndicatorsoftheRoadTransport.Accessmode:http://www.ec-logistics.ru/articles/sostoyanie-i-tendencii-razvitiya-transportnoj-logistiki-v-rossii/,free.

6. AnnualResearch“LogisticsandTransportationoftheCentralFederalDistrict”conductedbytheLogisticsMonitoringCenterattheTsSRL.

7. MoscowRegionInvestmentProgram“Devel-opmentofTransportationandLogisticsSys-teminMoscowRegionin2011–2015”:GA-RANTwebportal.Accessmode:http://base.garant.ru/36729665/,free.

8. “TransportationandLogisticsSystem”Sub-Program of the Moscow Region Govern-ment Program “Development and Opera-tionofaRoadandTransportationSystem”in 2014–2018. Access mode: http://b a s e . co n s u l ta n t . r u / co n s / c g i / o n l i n e .cgi?req=doc;base=MOB;n=194771, re-stricted.

9. Resultsofstudyingfreighttrafficwithinthescopeofdevelopmentof theStrategicPlanforOrganizationofFreightTransportTrafficinMoscow.Accessmode:http://www.slide-share.net/mos_ru/ss-19147048,free.

10.Market of Warehouse Premises in Mos-cow Region – Review over the Quarter I of2014.–ZdanieInfoRealEstateConsulting.Ac-cessmode:http://zdanie.info/2393/2421/news/4681,free.

11.Condition of the Warehouse and TerminalComplexesandTransportationhubs.–M.:LogisticsMonitoringCenter,2008.

12.FunctionalCharacteristicsofRoadTransport:ReferenceBook.–M.,2012.

13.KhusnullinM.Sh.Present-DayConditionoftheTrunkRoadNetwork.ReportattheInter-nationalConference“UrbanPlanning:Trans-portAspect.RussianandInternationalExperi-ence”.–M.,2013.–10p.

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Mostdevelopedcountrieshaverealizedtheneedandurgencyforthedevelop-mentofsuchmeansaspublic-private

partnership(PPP). Inthisregard,thetrendsofcooperationbetweenbusinessandgovernmentaredevelopingnowadays.Thepublic-privatepartnershipinRussiabeganitsactivedevelopmentin2004byadoptinganum-berofstatutoryactsregulatingtheeconomicre-lationsbetweenastateandbusiness.Thefollow-ingadoptedlegislativeinitiativesshouldbenoted:

TheFederalLawNo.115-FL“Aboutconce-ssionagreements”issuedon21.07.2005;

TheFederalLawNo.82-FL“AboutBankofDevelopment”issuedon17.05.2007;

TheFederalLawNo.116-FL“Aboutspe-cialeconomiczonesintheRussianFedera-tion”issuedon22.07.2005;

TheFederalLawNo.94-FL“Aboutmak-ingofordersconcerningthedeliveryofgoods,theperformanceofworksandser-viceprovisionforthestateandmunicipalneeds”issuedon21.07.2005;

TheresolutionoftheRussianFederationgovernmentNo.516“AboutOpenJointStock Company “Russian Venture Com-pany”issuedon24.08.2006.

It shouldbenoted that there isno formalandunifiedunderstandingandinterpretationofPPPnotioninRussia, includingtheabsenceofsuchanunderstandingandinterpretationatthestatelevel.Fromourpointofview,itisreasonabletohighlightsomeof“PPP”definitionsforsomefur-therresearch.

According to the World Bank materi-als,PPPisasetofagreementsbetweenapublicandaprivatepartyconcerningthe production and provision of infra-structureservices,concludedinordertoattractsomeadditionalinvestmentand,more importantly, as the means of thebudgetfinancingefficiencyimprovement[13].

Ingeneralandinthebroadestsense,PPPmeansanyformalconstructiveinteractionbetweenbusinessandgovernmentineco-nomics,politics,cultureandscience.

The most popular field of PPP applica-tionwithitspracticaldevelopmentisthe

AdamAlbekovRostovStateEconomicUniversityDepartmentofCommerceandLogistics,DoctorofEconomics,Professor

AnnotAtion.Currently,oneofthemajorobstaclestotheeffectivedevelopmentoftheRussianeconomyisthelackofquantitativeandqualitativeaspectsoftransportandlogisticsinfrastructure.Inthisregard,aswellasthebudgetaryconstraints(risingcostsinconnectionwiththeOlympicGamesinSochiandtheinclusionoftheCrimeanpeninsula)becomepopulartoolstoattractextra-budgetaryresources.Apublic-privatepartnershiphasbecometodayarelevantmechanismofcooperationbetweenstateandbusiness,especiallyininfrastructureprojects.

Key words.Public-privatepartnerships,transportandlogisticsinfrastructure,PPPinstruments.

Public-private Partnership Means of Transport and Logistic Infrastructure Project Implementation in Russia

AnatolyKizimKubanStateUniversity,DepartmentofWorldEconomicsandManagement,DoctorofEconomics,Professor

AnastasiaDemchenko(Zhuravleva)KubanStateUniversity,Theprogram“Logistics”2ndyearstudent


Infrascructure

implementation processes of social andinfrastructureprojectswhichhaveasig-nificantnationalimportance.

The most descriptive definition close tothe current situation was given by theRussianscientistV.Varnavsky:“Apublic-privatepartnershipisaninstitutionalandorganizationalalliancebetweenagovern-mentandbusinessinordertoimplementsociallyimportantprojectsandprogramsinawiderangeofindustriesandR&D,in-cludingthesectorofservice”[3].

TheauthorswouldliketoformulatetheirowndefinitionofPPP.So,inouropinion,aPPPisasetoforganizationalandeco-nomicrelationsbetweenastateandbusi-nessinrespectofplanning,organization,implementationandmonitoringofvarioustypesofmodernization,optimizationandotherinfrastructureprojectswithinawiderangeofeconomicactivities.

PPPhasthefollowingmainfeatures: apartialorafullfundingbyprivatesector

(withtheprovisionofbenefitsandprivi-legesbyastate);

long-term and medium-term partner-ships;

the presence of formalized cooperationagreements;

theseparationofcosts,intangiblebenefitsorincomeandvarioustypesofrisks;

theobtainingofsomeadditionalbenefitistheprerequisiteforanagreement;

theobjectofactivityimplementationun-derthePPPiseitherthecreationofaso-ciallysignificantproductortheprovisionofpublicservices.

DespiteasufficientnoveltyofPPPcategory,manyscientistsdevelopedanumberofprinciplesthatmayimplementsuchcooperation.Thus,accord-ingtoV.G.VarnavskyandA.V.Klimenko,theba-sicprinciplesofPPPare[3]:1. Equalityofpartyinterestsandthefreedomof

actionchoice.

2. Contractexecutionresponsibility.3. Transparencyandfeedback.4. Competitiveness.5. Non-interferenceofastateinthesphereof

aprivatepartnerresponsibility.6. Compensationprinciple.7. Stimulationandwarranty.8. Non-discriminatorytreatmentofforeigncom-

panies.PPPimplementationmeansmaybeclassifiedonthebasisoffundingsources,accordingtowhichthe PPP means are divided into several groups(Fig.1).A.A.Kizim incollaborationwithE.G.SerdtsevaoutlinedthefactorsthatcontributetoaPPPpro-gramsuccess[9].Let'senumeratethem:1.Thepoliticalwillofastate,thepresenceofa

necessaryregulatorylegalbaseandPPPregu-lationsystem.

2.Thepresenceofaprojectseries,thedepthofcontractstudyandthefinancialmarketpossi-bilityforaprojectinvestment.

3.Anadequateleveloflegalandeconomictrain-ingforexecutiveauthoritymanagersandex-pertsinvolvedinPPPprojects,theprofessionalskillsoftheprojectparticipants,thewilling-nessof theparties tocompromiseandfindthesolutionsforcontentiousissues.

ThemostcommonformsofPPPimplementationintheworldpracticearethepublicprocurementandtheprovisionofservices,themanagementagreements, the lease, theconcessionandtheprivatization[4].PPPwassuccessfullyprovenasindevelopedsoasindevelopingcountries.Unlikethepublicpro-curementPPPhasseveraladvantages.Firstofall,asarulePPPprojectsareimplementedwithintheprovidedbudgetandwithinadesig-natedtimeframe.Secondly,privateinvestors,intheirturn,arewellawareoftheindustrystatewheretheyoperate.Theyknowthemosteffectivewaysofinvestment.Thirdly,privateinvestorsoftenuseadvancedtech-nologies(whichisespecially importantforfor-

Figure1.Classificationofpublic-privatepartnershipmeansbythesourcesandmethodsoffinancing(compiledbytheauthors)

GroupingofPPPmeansbyfundingsources

Budgetinvestmentmeans(federalandregionaltargetprograms)

Budgetaryfinancingmeans(servicecontracts)

Privateinvestmentmeans(concessionagreements)

Mixedfinancingmeans

Meansofforeigninvestmentparticipation

Vnesheconombankfinancialmeans(loans,guarantees)

52 │ 01 │ 2015

eigninvestmentattraction).PPPmechanismsareeconomicallyadvantageousandallowtoreducethedebtburdenonthebudget,aswellastodis-tributerisksreasonably.PPPisoneofthemainmeansforeconomicde-velopment. The developed countries reinforcetheirpowerduetoaneffectiveeconomicstrategyaimedontheinteractionbetweenbusinessandastate.Theforeigngovernmentandbusinessarematurepartners:theyremainindependentfromeachother.Atthatastateofthedevelopedcoun-triesactsasthefirstandaleadingpartnerduringtheinteractionwithbusiness.Theboundariesoftradecooperationareexpan-dinggradually,theexchangeofgoodsisaccele-ratingandtheconsolidationofmarketsbetweencountries requires an improved transport andlogisticssystemandthefunctioningofthetrans-portandlogisticsinfrastructure(TLI)servingthis

systemfromeachcountryintheworldeconomicsystem. The important starting factors for TLIdevelopmentistheinvestment,aswellastheirimplementationthroughthemeansofpublic-pri-vatepartnerships[6].Theeconomicrelationsbetweenastateandpri-vatebusinessrepresentativeswithinaPPPhaveanumberofspecificfeaturesattheimplementa-tionofinfrastructureprojects[10]:1.Theentrepreneurs investingin infrastructure

relatedtothestateproperty,plantobecomeitsusers,butcannotbecomeitsowners.

2.Thepurposeofprivateinvestorsatpublicin-frastructureinvestmentisanactiveandanef-fectiveuseoftheseobjectsinordertomakeaprofit.

3.Thepurposeofastateinprivateinvestmentat-tractionisthepublicinterestprovisionduringtheexerciseofeconomicactivitiesbyprivate

Typicalphaseddistributionofrolesforthedevelopmentoftransportandlogisticsinfrastructureprojectsviaapublic-privatepartnership1

Iphase:State IIIphase:Business

—Theallocationofland;—Preparationofalotforinvestment;—Thecreationofanespeciallyfavorableregime

—Theconstructionofstoragefacilities;—Theconstructionoftransportandfreightcenters

IIphase:State IVphase:Combined

—Infrastructureconstruction:highways,bridges,railwaylines,oilpipelines,productpipelines,powerlines,docks

—Adjustmentofaunifiedinformationanddocumentationsystem

1Compiledbytheauthors.

Infrascructure


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companies, as well as the obtaining of taxrevenuestothebudgetsofdifferentlevels.

4.CreationanddevelopmentofTLIhasamulti-plicationeffect.

ThedistributionoftasksduringtheorganizationofeventsandTLIdevelopmentusingPPPinstru-mentsinmostcasesisasfollows(seetheTable).Theforeigncountriesappreciatedthehighpo-tentialofthisfinancingmethodandcooperationwithbusiness,which led toanactivedevelop-mentofPPPmeansandthe implementationofmanyprojectsbasedonthismethod.According to the International Monetary Funddata,thePPPprojectsweredevelopedintensivelyduringthelastdecadeincountrieswitharelative-lystableeconomicsituation,thestablemacro-economicconditions,thestrongpoliticalregimesandalowlevelofcorruption[15].The foreign experience of project implementa-tionusingaPPPshowstheselectionofanysinglepriorityindustryinaparticularcountry.Accordingtostatistics,themostpopularareaofapplicationandimplementationofPPPprojectsisthetrans-portsector(ports,airports,pipelines,highways,etc.),followedbysocialinfrastructure(education,health,tourism,culture),thehousingandpublicservices(thegrids,heating,watersupply)[2].It should also be noted that there is a certaincorrelationbetweenthelevelofastatedevelop-ment, thepopulationwelfareandthe industry,whichisselectedbyastateasapriorityoneforthedevelopmentviaPPPmeans.Thedevelopedcountriesandthecountrieswithhighlivingstan-dardsusuallychoosetheelementsofsocialinfra-structureasaPPPpriority,whileatthesametime,thecountries thatareat thestageofanactivedevelopment,prefertheactivitiesforthedevel-opmentoftransportand logistics[1].ThisfactisconfirmedbythestatisticsofPPPtransactionvolumeinEuropewithinthefieldsofinvestment(Fig.2).IntheEUcountriesPPPmeansareusedtoimple-mentsuchtransnationalprojectsasPhARE,TA-CIS,MEDA.TheseprojectsareaimedtoremovethebarriersofregionaldevelopmentasfortheEUcountriessoasforMediterraneancountrieswhicharenottheEUmembers[8].Considering a PPP as an important means ofTLI development, it is worth noting the Ger-man model of logistic center development asafundamentalandanacceptableoneforRus-sia.Currently,theRussianFederationMinistryofTransportconsidersthismodelasanimportantcomponentofinternationalpracticesapplicationinRussia.Thecentersoflogisticsastheobjectswarehous-ing,transportation,information,logisticsanddis-tributionofgoodsaccumulation,carriedoutonacommercialbasisbyvariouslogisticoperatorsmakeanimportantpartofTLI.

ThefeaturesoftheGermandevelopmentmodelforthelogisticcentersonthebasisofPPP:

apowerfulstatesupportatalllevels; the federal budget takes part in invest-

ment financing via Deutsche Bahn AG(“GermanRailways”);

theallocationofsubsidiestothefederalstatebudgets,aswellasthegrantsandloansforspecificinvestmentprojectsarepracticedalot;

thestatefundingareperformedasbyfed-erallands,soasbythelocalgovernment[11].

InRussia,PPPisstilldevelopingandtheappropri-atemeansarealsodeveloped.however,itisclearthat the high quality implementation of infra-structureprojectsinatransportandlogisticsys-temisimpossiblebyastateorbybusinessonly.The institutional PPP development and statesupport base in our country is represented byVnesheconombank(VEB),theInvestmentFundofRussia,aswellastheinternationalfinancialin-stitutions,developmentinstitutions,commercialbanks,infrastructurefundsandprivatepensionfundsasasourceoffunding.ThemainfieldsofPPPapplicationsasaninvest-mentmeansareTLI,territorialdevelopment,en-vironment,socialinfrastructure,energyefficiencyandinformationtechnologies[12].Itisnecessarytomentiontheconstructionofthehighway“Moscow–SaintPetersburg”intheareaof15–58kmwiththeinvestmentamountof72billionrublesastheexampleofthepilotprojectsforPPPmeansimplementation.Therearealsothefollowingexamples:theVEBparticipationinte-restof20%;thereconstructionofPulkovoInter-nationalAirportwiththeinvestmentamountof1.2billioneuro,partofVEB0.24billioneuro;theconstructionofindustrialparkengineeringinfra-structureintheKalugaregion(thetotalamountof investmentmade9.3billionrubles,theVEB

17%

16%

Education

Transport

Healthcare

Socially important services

State orders and defense

Telecommunications

Environment

5%

1%

34%

21%

6%

Figure2.PPPinvestmentstructure,accordingtothenumberoftransactionsperformedin2012

54 │ 01 │ 2015

Infrascructure

participation interest made 80%), as well astheconstructionandreconstructionprogramofRostov-on-Donwatersupplyandthesouth-westof Rostov region with the investment amountof14billionrublesandtheVEBparticipationof4.18billionrubles.ItshouldbenotedthatundertheauspicesofthefederalandregionaldevelopmentprogramswithinaPPPanetworkoflogisticcentersisactivelydevel-opinginourcountry.Thus,therearethefollowingexamplesofcurrentlyfunctioninglogisticcenters:theTomilinotransportandlogisticcomplex,theLeningradterminal,Krekshino,NorthDomodedo-vo,themultimodallogisticscenterwiththeforeignparticipation“FreightVillageKaluga”,Megalogix(Logopark Neva), the multimodal logistic park“Duckcreek”(St.PetersburgandtheLeningradre-gion),NLC-Bataysk(Rostov-on-Don)[7].TheTLIdevelopmentcannotbeisolatedfromtheexistingfacilitiesandconstructedroads.This isparticularlytrueforthesystemof internationaltransportcorridors(ITC),developedfora longtimeduetoanobjectivenecessity.Thissystemcorrelatesthetraderelationsofmanycountriesallovertheworld.Theterritoryofourcountry,whichplaysanim-portant role in international traderelationsbe-tweenthecountriesofEurope,AsiaandthePa-cific region, includes 5 international transportcorridors:No.1—“Balticarea”,No.2—“East-West”, No. 3 — “European”, No. 7 — “South”,No.9—“North-South”[5]. Inouropinion,theinternational transport corridors should be theterritorialstartingpointsforthedevelopmentandimplementationofPPPprojectswithinPPParea.WeshareopinionofA.A.Kizimandwealsobe-lievethattheadditiontotheMTCnumber9mostpopularinRussiahasahighpotentialandisneed-edobjectivelyinthedirectionofKrasnodarregionwiththeaccesstotheportofNovorossiysk[5].Krasnodarregiontoday isoneof themostdy-namic regions, which provides not only foodsafetyofthecountry,butalsoactsasapowerfultransport,logisticandtransithub.TheproposalconcerningMTC“North-South”developmentbe-comesparticularlyimportantaftertheCrimeaan-nexationbyRussia.Most of the projects concerning a modern TLIcreationviaaPPPwithintheKubanterritoryhavebeenimplementedalready.Inthiscontextsuchwell-functioninglogisticcomplexes,asaninter-nationallogisticcenterofClassA“EurAsEC-Kras-nodar”withtheareaof7hectares,the logisticcenter“Adwa”inOctyabrskyhomestead,thelo-gisticaltransportcenterinSochi,thelogisticcen-ter“Logecenter-Kuban”[7].AccordingtotheRussianFederationMinistryofEconomicDevelopment,theinvestmentrequiredfortherestorationoftransportandrecreationalinfrastructureofCrimea,makes4–5billiondol-


Infrascructure

lars, including, according to rough estimates,about2.8billiondollarsfortransportandlogisticinfrastructureandmorethan1billionfortheres-torationofrecreationalfacilities.Itisalsoimpor-tanttonotethatmostoftherequiredfinancialresourcesareexpectedtobeprovidedbyRussianbusinessmenwhoareveryinterestedinthesein-vestmentsthataretheimplementationofvariousPPPprojectsisassumed.PPPdevelopsintheregionsofRussia,theregu-latorybasedevelopsandimproves.Andthereisalsoasuccessfulpracticeof implementedpro-jects.Nevertheless,finally,weconsiderthatitisnecessarytolistanumberoffactorshamperingthedevelopmentoftheRussianPPPmarketandTLIimprovement:

thelackofqualifiedpersonnelinthefieldof PPP at the regional level and, there-fore,thelackofpossibilityunderstandingconcerningtheapplicationofcertainPPPmechanismsinspecificcircumstances;

thelackofskillsinaddressingtheissuesofpreparationandimplementationof localPPPprojects;

a lowqualityofPPPprojectpreparationandelaboration;

theabsenceofsystematic(orstandard-ized) selection and project preparationprocess,aswellastheprocessofcompeti-tiveproceduredevelopment;

theinstitutionalunavailabilityofgovern-ment departments and municipalitiesas theownersconcerningcertain rightstransfertotheprivatesectorintheareaofinfrastructure;

theabsenceofdevelopeddocumentationconcerningsometypicalPPPmodelsusedforprivateinvestmentattractionandtherisksharingbetweenpublicandprivatepartners;

theabsenceofcompaniesinvolvedinTLIissuesmanagement;

theinsufficientdevelopmentofaninstitu-tionalenvironmentandPPPsupportanddevelopmentmechanismsasatthefede-ralsoasattheregionallevel;

sufficientlylowcreditworthinessofmostRussianFederationregions.

Itshouldbenotedthatthereisasufficient,yetlittleusedPPPpotentialinsomecapitalintensivesec-torsoftheRussianFederationeconomyatthefed-eral,regionalandlocallevels,inthefieldofsmallandmediumbusiness.Avarietyofconceptualap-proaches,tools,forms,methodsandPPPmeansaccumulated by developed countries could beusedtoaddressanumberofimportantissuescon-cerningamoderneconomicpolicy.Somereason-ablepolicyinthefieldofPPPdevelopmentserveasastartingpointintheareaofnaturalmonopolyreforms,theexpansionofpracticeconcerningthe

productsharingagreementsandhelptosolvetheproblemsandimprovethetransport,logisticandsocialinfrastructure.

References

1. AyrapetyanM.S.Foreignexperienceofpub-lic-privatepartnershipuse//Stateandlocalgovernment.2009;2:35–42.

2. BelitskayaA.V.Foreignexperienceofpublic-privatepartnershipstateregulation//Busi-nessLaw.2010;4:10–15.

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