Sales with components disposal. Document flow in trade

1. General Provisions

1.1.The sales department is an independent structural unit of the organization.

1.2. The sales department is formed by order of the director of the organization.

1.3. The sales department is liquidated by order of the director of the organization.

1.4. The sales department is headed by a chief who is appointed by the director of the organization and reports directly to the director of the organization.

1.5. Sales department employees are hired and transferred to department positions by the director on the recommendation of the head of the sales department.

1.6. The sales department is guided in its activities by:

Current legislative and regulatory acts;

Charter of the organization;

This provision;

- ________________________

1.7. During the absence of department employees (business trip, illness, vacation, etc.), their duties are performed by persons appointed in accordance with the established procedure, who acquire the corresponding rights and responsibilities and are responsible for the improper performance of their duties.

2. Department structure

2.1. The structure and number of the sales department is determined by the director of the organization by order in agreement with the head of the sales department and the personnel department.

2.2. The department consists of one structural unit headed by the head of the department.

At the same time, the sales department includes employees occupying the following positions:

2.3. The distribution of responsibilities of department employees and approval of their job descriptions is carried out by the head of the sales department in agreement with the director of the organization and the human resources department.

3. Tasks and functions of the sales department

3.1. Department tasks:

3.1.1. Sale of goods of the organization.

3.1.2. Planning and forecasting sales of the organization's goods.

3.1.3. Generating demand for the organization’s goods.

3.1.4. Study of market conditions.

3.1.5. Preparation of documentation for transactions with customers and suppliers.

3.2. Department functions:

3.2.1. Participation in the preparation of forecasts and product sales plans.

3.2.2. Participation in the development of pricing policies and discount schemes depending on various factors.

3.2.3. Ensuring the consistency of the organization's supply plans with goods and product sales plans.

3.2.4. Monitoring the status of goods in the warehouse, ensuring timely replenishment of goods in the warehouse.

3.2.5. Identifying potential buyers of goods (intermediaries, retail trade organizations, etc.) and establishing business contacts for further sales.

3.2.6. Negotiating with customers, agreeing on delivery terms, concluding supply contracts.

3.2.7. Preparation of documentation for the delivery of goods to customers.

3.2.8. Determining the form and method of payment for goods depending on the type of buyers and delivery conditions.

3.2.9. Ensuring the preparation of consignments of goods to customers on time and in full.

3.2.10. Ensuring timely receipt of payment for goods sold.

3.2.11. Conducting an analysis of consumer demand, the degree of satisfaction of customer requirements and requests for the goods offered and additional services provided (delivery to the buyer’s warehouse, etc.)

3.2.12. Consideration of incoming complaints and wishes of clients, preparation of responses to them.

3.2.13. Creation and maintenance of an information database on the number of buyers of each type of product, buyers, prices, forms of payment for transactions, competitors.

4. Rights of the sales department:

4.1. Provide employees of the department(s) ___________________ with instructions on issues within the competence of the sales department, in accordance with their job descriptions.

4.2. Participate in meetings of the organization, including on issues within the competence of the department.

4.3. Request from other structural divisions of the organization information, documents and materials related to the activities of the department and necessary for the proper performance of its functions.

4.4. Conduct correspondence with state and local authorities, with other structural divisions of the organization and with other organizations on issues within the competence of the department and not requiring approval from the management of the organization.

4.5. Represent on behalf of the organization in relations with state authorities and local governments, with other organizations on issues within the competence of the department and not requiring approval from the management of the organization.

4.6. Get acquainted with draft management decisions regarding the work of the department.

4.7. Endorsement of the following documents developed by the organization: _______________ ___________________________________________________.

4.8. Submit proposals for improving the work of the department, ideas on the application of incentives and penalties to department employees for consideration by management.

4.9. _____________________________________________________.

5. Relationships with departments of the organization

To implement the assigned tasks and perform functions, the sales department interacts with the structural divisions of the organization on the following issues:

5.1. With the director of the organization - on questions:

Determining the sales strategy for the future period, developing sales plans;

Sales reporting;

-_________________________________________.

5.2. With the legal department regarding:

Development and conclusion of contracts and other documents for sales transactions;

Collection of accounts receivable;

Conducting examinations of low-quality products and goods;

- _________________________________________

5.3. Contact the service department regarding:

Coordination of terms and procedure for delivery of goods;

After-sales service organizations;

- ____________________________________________

Studying supply and demand;

Studying information about the competitiveness of the organization’s goods;

- _____________________________________________

5.5. With Accounting on questions:

Accounting for goods sold;

Providing reports on costs and profits;

- ______________________________________________

5.6. With the HR department regarding:

Recruitment and training of personnel for the service department;

Labor discipline, application of incentives and penalties to employees, bringing to financial liability;

Motivation and certification of service department personnel;

- __________________________________________

5.7. From _____________________________________ - on questions:

(name of position or department)

-__________________________________,

-__________________________________.

6. Responsibility

6.1. The head of the department is responsible for improper performance of the duties of the sales department.

6.2. The degree of responsibility of other employees is established by job descriptions.

6.3. The head of the sales department, as well as the employees of this department, are responsible for:

Providing management and structural divisions of the organization with inaccurate information about the work of the department and within the competence of the department,

Providing state authorities, local governments, and other organizations with inaccurate information about the work of the department and organization and information within the competence of the department,

Unfair performance of official duties,

Violation of production and labor discipline;

Failure to comply with the Charter, local regulations of the organization and job descriptions;

Failure to ensure the safety of property entrusted to the sales department;

Signatures, visa approvals

The sales department in most companies is the most important department.

The volume of products sold, long-term relationships with clients, and business profitability directly depend on the coherence and correctness of the work of its employees.

In order for the organization to maintain a good reputation and develop effectively, all employees of this department must have a personal plan, comply with corporate rules and fulfill the company’s requirements for the quality of implementation of assigned tasks. This is why we need regulations for the sales department.

There are managers responsible for sales in every commercial organization. It is with the recruitment of this personnel that the full-fledged work of the company often begins (and in cases where there is no dedicated division yet, its functions are often assumed by the director or founder).

People responsible for communication with customers influence the creation of a certain image of the company.

Why create rules?

Regulations are a set of rules that standardize and streamline a company’s business processes. Small companies sometimes quite successfully implement their plan to conquer the market even without standardizing all procedures.

In such firms, management usually has a system of personal control for each employee. However, a large organization cannot work well without regulations. After all, today customers pay less attention to products and more to the level of comfort when collaborating with one or another company. Good service is one of the non-price ways.

The regulations are the result of a productive analysis of the company's activities. It fixes the most effective work scheme and determines the optimal motivation system. Each organization independently chooses the time to systematize work information and draws up a plan for implementing a standardization project.

However, in any business, several reasons can be identified that indicate the need to develop regulations. You should think about creating a set of rules for the sales department if:

• employees do not know about their areas of responsibility;
• the sales department team systematically fails to fulfill its direct responsibilities;
• the scheme used to attract and retain customers is not effective;
• problems constantly arise in the department’s communication with other departments;
• there are complaints from clients regarding the quality of service or the completeness and correctness of consultations;
• there is no coordination of actions and mutual understanding between sales department employees;
• the motivation system does not allow appropriate influence on the work process;
• The plan is constantly not being fulfilled.

If the sales scheme established in the regulations is effective, the sales department is audited periodically, the motivation system stimulates activity, then the effectiveness of work increases significantly.

This is due to the fact that the regulations (with the right approach to related issues) allow solving many applied problems:

1. determine the rights and powers of each sales department employee;
2. set standards for quality work performance;
3. indicate the main responsibilities of all specialists;
4. ensure proper planning of the working day;
5. establish certain requirements for work results, etc.

Important Components

Each organization determines for itself what regulations it needs. Therefore, the set of rules for the sales department of one company may differ significantly from a similar document of another. Its content and form are influenced by the specifics of the business, the number of employees in the department, the level of process automation, etc. However, several universal elements can be identified. It is difficult to imagine a complete regulation of the sales department of any company without:

1. main provisions:

• definition of terms and key concepts (sales department, board of directors, planning, incentive system, etc.);
• responsibilities of the company (payment of wages, creation of appropriate working conditions, moral and material motivation of employees, provision of information support, etc.);
• areas of responsibility of the enterprise (fulfillment of obligations, compliance with the terms of the employment contract, etc.);

• subordination to the leader;
• planning your work;
• maintaining confidentiality;
• proper organization of the work process, etc.;

• providing reliable information;
• compliance with all corporate standards and regulations;
• correct behavior towards clients;
• loyalty to the company, etc.

Types of regulations

When the question is how to organize the work of the sales department with maximum efficiency, you need to choose the optimal way to record the necessary data.

Business processes can be standardized in the form of the following types of regulations:

1) textual (is the simplest in terms of execution, does not require a lot of development time, but does not involve rapid changes and does not contribute to the formation of a comprehensive view);

2) tabular (it is more visual, helps to quickly convey the essence of all actions, but does not make it possible to correctly display parallel tasks or alternative options);

3) graphical with flowcharts (visualizes and structures any processes, correctly displays all actions, but significantly increases development labor costs and can complicate perception if implemented incorrectly).

Combined regulations allow you to plan most effectively and solve most problems. In this case, the diagram is accompanied by a detailed description or table.

About motivation

Motivation is a productive way to regulate the work of any department. For the sales department, it is the right motivation that is often the main incentive for active, fruitful and correctly carried out work. The presence of a regulation does not in itself guarantee compliance with all requirements.

To properly standardize actions in the sales department, the organization must ensure a close connection between the regulations and the motivation system. This task can be achieved both by rewarding those who fulfill all the requirements, and by punishing those who ignore the established rules (or partially comply with them).

To increase the efficiency of the sales department, it is advisable to highlight key parameters in its work that directly affect the motivation system. The most universal parameters for determining the performance of a sales department are:

• proper planning of your day;
• logical organization of the work process;
• number of attracted clients;
• quality of service;
• percentage of sales plan fulfillment;
• professionalism of consultations;
• creating long-term relationships with clients;
• efficiency of performing current tasks;
• compliance with corporate standards and rules;
• the ratio of effort and results;
• structure of the product portfolio;
• structure of the client portfolio, etc.

The benefits of proper drafting

Every commercial organization focused on dynamic development should have correctly drawn up regulations for the sales department.

The positive results of standardization and regulation of business processes are the ability to increase productivity and fulfill sales plans.

With the help of the regulations you can:

• plan the work of the department;
• monitor the completion of tasks;
• improve schemes and procedures;
• ensure effective communication;
• increase sales volumes;
• improve the quality of service;
• speed up the training of new employees.

Document flow is an important and mandatory component of almost any activity related to trade, the correct organization of which guarantees the correct and complete reflection of all transactions in accounting and tax accounting.

Organization of document flow

Despite widespread computerization, trading enterprises are required to have printed documents reflecting trade turnover, the movement of goods and materials and cash, as well as the formation of markups, mutual settlements with debtors and creditors.

Organization of document flow is the task of the head of the enterprise. Document flow rules must be specified in the company's accounting policies. Together with her, the leader states:

• forms of non-unified primary documents used in the enterprise;
• forms of internal reporting documents;
• frequency of reporting;
• accounting data processing technology.

When organizing document flow, the size and internal structure of the company, the frequency of business transactions, and the specifics of the activity are taken into account. In any case, the rules of internal document flow should not violate the current Regulations on Documents and Document Flow in Accounting. Organization of document flow involves the development of rules for the formation and movement path for each document. For this purpose, management determines the responsible persons at each stage of document creation, schedules for transferring documentation to other structural units, and the frequency of reporting.

Every document in an organization must go through the following path:

1. Creation,
2. transfer of the document to the accounting department,
3. document verification and processing,
4. archiving.

Basic documents used in trade

Each operation must be confirmed by the appropriate document. Typically, unified forms of documents are used as primary ones. If an enterprise, at the direction of management, uses non-unified forms of primary documents, they must in any case be drawn up in compliance with current rules and, at a minimum, must have the number and date of compilation, information about the organization in the form of its details, the content of the business transaction and the signature of the responsible persons with transcript. The SBU is responsible for checking the correctness of the primary documents. Only correctly drawn up documents have legal force and can be accepted for accounting.

Receipt of goods

The goods arrive to the trading company according to shipping documents, which include:

• a regular, freight or railway invoice from the supplier, one copy of which with the signature of the person responsible for delivery remains with the trade organization;
• invoice from the supplier;
• act of acceptance of goods with signatures of the transferring and receiving parties;
• a statement or act of identifying discrepancies in the quantity and quality of goods.

The package of documents is filed with the product report or transferred to the accounting department separately.

Sale and movement of commodity and monetary assets

When selling and moving goods, the following are formalized:

• invoices in the form TORG-12 or 1-T (TTN) in case of transport delivery, indicating the form of payment,
• invoices for returning goods,
• invoices for the movement of goods,
• invoices,
• cash receipts for completed and paid transactions,
• acts of write-off of goods.

Every day for each outlet at the end of the day the following are formed:

• commodity report reflecting the balance of goods at the beginning of the day, the arrival of goods, data on sales, returns, write-offs and transfers of goods;
• cash report, reflecting the balance of funds in the cash register at the beginning and end of the day, transactions of receipt and issue of funds, confirmed by the cash register tape.

The data from the cash and product reports on transactions for the day must necessarily converge. Depending on the specifics of the trading enterprise’s activities, the commodity report can be confirmed by primary documents (invoices, acts of return, write-off and acceptance and transfer of goods).

Attached to the product report:

• register of current prices relevant for a given date (price list);
• sales statement;
• a list of markups, if they are formed directly at the point of sale and the report is compiled taking into account;
• statement of revaluations during the day.

The cash report also, depending on the specifics of the retail outlet’s activities, may, in addition to the cash register tape and the cash register report at the beginning and end of the day, contain cash receipts and debit orders, and a statement of cash withdrawals by collection.

Audits

In any trade organization, audits must be periodically carried out according to a schedule approved by management. When conducting audits, acts are drawn up for writing off shortages and posting surplus goods, which must be signed by auditors and materially responsible persons at the place where the audit is carried out. These audits are also submitted to the SBU for the correction of inventory balances and the calculation of wages to financially responsible persons.

Reports

To prepare company financial statements and management accounting, by order of management, in addition to daily commodity and cash reports, the following can be compiled:

• report on markup formation;
• reports on settlements with suppliers and customers;
• sales reports, including for individual product groups.

The frequency of preparation of such reports is not regulated by law and remains at the discretion of management.

Let's remember how you started your business. Most likely, at first, you sold your goods or services in the company on your own.

Since you were the founder and owner of the business, you needed money, and you dealt with attracting clients yourself, and with all the paperwork at the same time.

By the way, we had the same thing. I still laugh and remember my first cold calls, which we made from a cafe when we didn’t have an office yet.

And if you did everything correctly and clients appeared, then money appeared accordingly.

The volume of work increased and you could no longer sell on your own; you had to devote time to marketing and perform management functions.

Naturally, sooner or later everyone was faced with the question of creating a sales department.

And most likely you have created a sales department “like everyone else.” But has it become effective with this scheme?

Soooo, now we will create

Let me tell you about the structure of the sales department and its functions. I’ll show you an example of what the organizational structure of a sales department might look like in different businesses.

Why You Need It?

Sometimes a business needs a small cog to make it work much faster.

And perhaps the knowledge from this article, the diagrams that I will show you, will become just such a gear. You will change your approach to marketing, document flow and management in general.

The most important part of the business

No, this is not accounting (although you definitely need to pay taxes! The question is just the amount;)) and not the document flow of the enterprise, and not even marketing.

The most important part in any business is this! There will be sales, the business will prosper and grow. Therefore, the issue of organizing the structure of your sales department always arises.

Please note, this is the sales department, not the customer service department, as is often the case in large companies.

There are quite enough clients and sales managers work with existing ones, while occasionally closing new deals from incoming clients.

Well, at best, they do it occasionally. That is, they do marketing, accounting, closing documents, but sales are the last thing they do! And this is all with the approval of management!

In this article we will talk specifically about organizing sales at your enterprise.

Types of structures

Let's deal with each sales department in turn, where we will look at its differences and main features:

1. Sales representative

Preface. If suddenly you don’t know, then ROP is. Oh, these professional terms!

What business is it suitable for?– Retail (corporate sales), network marketing, services, b2b.

There is a head of the company who himself performs the role of manager and ROP, or he has a separate person in this position. He has several sales representatives under his command.

A simple example. The enterprise of one of our clients, which is engaged in the wholesale sale of building materials in Siberia (4 branches).

There is a general director to whom the ROP reports (in the main branch), and the ROP has from one to five sales representatives subordinate to him.

As a rule, the division of sales representatives in such a scheme occurs either on a territorial basis or by product range.

2. “Like everyone else”

Preface. The position “sales manager” implies not only big business, such as wholesale companies.

This concept also includes retail store salespeople and, possibly, company dispatchers who provide services and simply receive incoming calls.

For me, the position of sales manager is comprehensive and is automatically given to the person who is responsible for sales in the company :)

Why is it like everyone else? Yes, because we see a similar example of building sales departments all the time, because it is universal and suitable for any business.

A slight difference from the first one is that there are one or more sales managers/salespeople/dispatchers subordinate to them, who, for the most part, sit at their desks or occasionally go to meet with clients.

One more example. Our client who sells special equipment in Russia (5 branches throughout the country).

There is a general director who is in charge of basic management; in each ROP branch and under him there are from one to ten sales managers who sell special equipment worth tens and even hundreds of thousands of dollars, without even leaving the office.

What business is it suitable for?– Retail (only if your sellers simply accept incoming calls), services, b2b and online stores (incoming calls).

3. Three-stage

Preface: I’ll say right away that these names are not generally accepted. I wrote the names in simple and understandable language.

But if the first 2 examples of managing a sales department are known and understandable to everyone, then this and the next one are rare and their construction can be done in any way.

For example, experienced consultants will charge a wholesale company from 500 thousand rubles (and we will not be an exception, since the work process is indeed very complex).

I even foresee your question: “What is Lead Generation, Lead Conversion, Account Management?” I agree, anyone can throw around clever terms, so I prepared what each of these mysterious people does.

1. Lead Generation– generation through cold calls and active sales. In fact, searching and collecting a database of potential clients.
2. Lead Conversion– those same familiar “sales people” or sales managers who meet with the client and directly try to close him on a deal.
3. Account Management– not very common, but extremely necessary people in the company. After the contract is concluded and payment is made, they arrive. These are people who directly lead the client to the completion of the project/receipt of the desired product.

What business is it suitable for?– Services, b2b (especially when selling expensive products or a long transaction cycle).

Example: Companies that sell CASCO/MTPL. In the evening, students come to the office (or a call center is hired) and call clients using a prepared database, selecting potentially interested ones.

Naturally, they do all this using template sales scripts. Next, the list of potentially interested clients is transferred to sales managers.

Who already conclude a deal, process the client and all his objections and invite him to the office, where the client is served by completely different people.

They calculate the insurance, conclude an agreement and take money from the client, that is, they do not sell, but simply arrange it. It's all so interesting and simple!

Any advantages?

At least one and very important, in the first 2 examples of sales departments you will always have one or two sales representatives or sales managers.

The so-called “stars” who, having developed their own client base, contacts with suppliers and others, will immediately leave you in 2-3 years.

And they won’t be afraid that there is no built-in system for attracting clients, for example, marketing (“there are clients who buy, I’ll just offer a lower price!”); the desire to stop “working for someone else” will always win.

In this same model, turnover is not excluded, but “business loss” is excluded, at least because you do not employ generalists, but narrow-niche specialists.

The caller (the one who makes cold calls) is excellent at calling, but at the same time does not know how to sell at a meeting, etc. I think you understand the main idea.

4. Four-stage

What business is it suitable for?– Services, b2b (especially for companies when selling expensive products or a long transaction cycle).

What is the difference from 3-stage?
Another type of people is being added, namely Lead Development. Look who it is below 😉

Lead Development– these are people who, after you and the client have closed a deal and he has received his product/service, call him, remind him of himself, increase loyalty and try to make repeat sales.

Example. The most commonplace and understandable for everyone is business – car dealerships.

Where some call and make appointments, others hold meetings and finalize the deal, others guide the client during the warranty period, and others deal with repeat sales and receiving feedback.

Briefly about the main thing

It was logical to end this article with such advice, in the style of “Here are examples for you. Here are the pros and cons. Choose which sales department structure you like best!”

But no, I’ll just add a couple of phrases on my own – a 3-position department, in my opinion, is ideal for complex businesses, or for very ambitious and focused ones.

With its devilishly complex implementation, it can be used to scale many times faster.

If you are just starting out, then you should choose the “Like everyone else” scheme, and when you see that it is time to increase efficiency, you will switch to a 3 or 4-stage sales department.

But it’s fair to say that no sales department will work effectively without the right tools to do so. For example, such as sales scripts.

At the heart of any successful project is labor-intensive work, one of the most difficult is organizing effective planning. With a properly planned process, the chances of success increase many times over. For a manufacturing enterprise, a production planning system is the foundation for success, since the main cost responsibility centers are involved in the process: financial service, purchasing department, sales department, production site. Let's consider the experience of organizing a planning system at a fictitious enterprise.

At all times, the basis of any effective planning of a production process is the principle uninterrupted supply of necessary goods to the end consumer. Here it is appropriate to recall Philip Kotler with his most famous law of marketing: produce what sells, and not sell what is produced. That is, any production of products is based on realized demand, and supply is adjusted to this demand. It is the final consumer and consumption that determine production.

If the principle of uninterrupted supply is observed and the consumer does not have a shortage of the enterprise’s products, then in general we can talk about effective planning and organization of the production process at the enterprise.

At various industrial enterprises, the organization of the production process has its own nuances due to various features: specifics and production technology, agreements with suppliers and working conditions with them, delivery times for raw materials, materials, components, ingredients, production and storage capacities of the enterprise, the number of links in the chain of promotion and bringing the goods to the consumer, features of distribution and sales channels, logistics and much more another.

Before we begin to describe the planning process, let us define features of the organization commercial and economic activities of the enterprise:

• the enterprise produces alcoholic products for the local market (region);
• sales of products are carried out through our own trading house, which is a separate legal entity;
• the trading house supplies 90% of all retail outlets in the region with manufactured products, the share of product sales on the consumer market reaches 35% of the total capacity of alcoholic beverages on the local market;
• the product range includes 50 different types of products;
• shipment is carried out daily, the route of the sales representative is cyclical and repeated weekly. Consequently, shipment to the retail outlet is carried out 5 times a month on a specific day (Monday, Tuesday, etc.) and depends on the retail outlet’s need for the required quantity of products.

Production planning is the responsibility of the financial and economic department.

Let's look at the example of our organization to build a production planning system.

Production planning is carried out on following principles:

• break-even activity of the enterprise;
• uninterrupted supply of retail products to the enterprise through its own trading house (or other exclusive representatives) in accordance with the approved assortment matrix of the enterprise;
• high-quality, fastest and most accurate fulfillment of customer requests.

Depending on the planning period, the enterprise has established three types of plans:

1. Production plan(implementation)finished products for a year— plan for the production (sales) of alcoholic beverages for the year, broken down by month, focused on determining resource needs:

• financial;
• labor;
• material.

Application area: this plan is necessary to determine the enterprise’s needs for resources (labor, financial) and production capacity. In addition, the plan determines the strategy for purchasing components, raw materials, materials, and the frequency of bottling the current assortment of the enterprise.

1. Production plan(implementation)finished products per quarter— medium-term production (sales) plan for the quarter, focused on detailing and clarifying the annual plan.

Application area: determining the need and ordering federal special stamps (FSM); calculation and ordering of alcohol; ordering components, determining the need for labor resources and production capacity.

1. Production plan(implementation)finished products for a month— a production (sales) plan for the month, focused on fulfilling orders (requests) for the supply of finished products to the enterprise’s clients in the required quantity with minimal total costs.

Application area: order and supply of main components; direct bottling of products in accordance with the approved production plan, calculation of production costs and financial results.

Depending on the purpose it was allocated two types of plan:

1. production plan— determines the production process of the enterprise, based on it the need for raw materials, components, and ingredients for production is determined;
2. implementation plan— determines the financial result of product shipment.

The general diagram of the production planning and sales system is shown in the figure.

The procedures for creating a production plan for finished products for the year, quarter and month are presented in Table. 1.

Let's look at the planning processes in more detail. The head of the financial and economic department prepares draft plan production of finished products on the basis of a trading house’s application for production, which is drawn up based on the market capacity and the position of the enterprise on it, taking into account the actual balances of finished products. Application for production from a trading house is prepared by the deputy financial director of the enterprise based on the current retail needs for finished products together with the commercial and general director of the trading house. The application is endorsed by the commercial director and signed by the general director of the trading house.

The head of the financial and economic department sends the draft production plan by email (to the executive director, financial director, head of the supply department, head of production, head of the Unified State Automated Information System department) before the 4th of the current month for review and preparation of information for the scheduled meeting to approve this document.

The above persons collectively review the submitted draft production plan. Changes are made to it (if necessary) based on the following indicators:

• rhythm of production;
• reduction of time for equipment readjustment;
• the ability to timely provide production with the necessary components;
• remains of components that have sell-by dates or expiration dates;
• FSM residues, terms of their use.

The production plan for finished products is agreed upon at a meeting on the 7th of the current month.

Based on the results of reviewing the draft plan for the production of finished products, the head of the financial and economic department makes the necessary changes to the plan.

The plan is signed by the responsible executives (financial director, head of the financial and economic department, head of the supply department, production manager, head of the Unified State Automated Information System department) and approved by the executive director before the 8th day of the current month.

Signed And approved plan production of finished products:

• sent by the head of the financial department by e-mail (scanned) to all responsible executives (executive director, financial director, head of the supply department, head of production, head of the Unified State Automated Information System);
• entered by the Deputy Financial Director into the 1C: “Enterprise” program four documents:
• documents - production management - production plan;
• documents - production management - production order;
• documents - production management - production assignment;
• documents - sales management - buyer's order.

The originals of the signed plans are kept V financial and economic department, responsible for the safety of plans - head of financial and economic department.

Necessary changes to the production plan for finished products during the current month are initiated by the head of the financial and economic department (at the request of counterparties when the market situation and demand for products changes), the supply department, and the production manager in the form of a memo addressed to the executive director. The submitted memo indicates the changes (decrease/increase, transfer, refusal) and the reasons for the change.

A scanned memo, approved and signed by the executive director, is sent out Deputy Financial Director by email to all responsible executives (executive director, financial director, head of the supply department, head of production, head of the Unified State Automated Information System).

At the end of the month, the head of the FEO draws up a certificate with a plan-fact analysis of the implementation of the production plan, specifying the reasons for the deviation of actual data from the planned data for each position. All changes must be accompanied memos, which are stored along with the original production plan.

The sales plan for finished products is prepared by the head of the FEO based on the following data:

• applications from buyers for production from buyers;
• balances of finished products in the enterprise warehouse;
• daily production plan of the enterprise;
• balances of finished products in the warehouses of exclusive representatives of the enterprise.

Implementation plan is signed authorized representative of the buyer and sent by email to the head of the financial and economic department. The scanned implementation plan is stored in the financial and economic department.

The assigned responsibility has an important impact on the quality and efficiency of planning. The responsibilities of production planning participants are presented in table. 2.

Now let's look at the production planning procedure itself, including a specific example. All sales were carried out mainly through our own trading house. All information about sales and balances of finished products is promptly sent to the financial and economic department. The planning was based on daily reports on sales and balances for each type of product.

Based on daily sales reports, data on average daily sales of the current month(P tm), and also used data on average daily sales for the last three months(P 3 pm).

So everything leftover finished products(TZ) were translated into sales days(ТЗдн) based on average daily sales of the current month and average daily sales of the last three months. The estimate of finished product balances in sales of the current month (days) is calculated using the formula:

TZdn tm = TZ / P tm.

The assessment of finished product balances based on average daily sales for the last three months (days) is calculated using the formula:

TZdn 3pm = TZ / P 3pm.

Note that this approach is suitable for planning the production process for an established assortment that is in constant demand among the population (end consumer). Planning of a new assortment at the first stage is mainly carried out intuitively based on the forecast and experience of merchants.

For more rational production planning, for each item, standard values:

• minimum production volume (minimum order) - this standard takes into account parameters such as sales, circulation of components and prices depending on the circulation, delivery times for raw materials, components and ingredients;
• minimum balance of finished products in all warehouses in days;
• optimal frequency (or periodicity) of bottling, taking into account the peculiarities of production technology.

These standards were established on the basis of calculations by the financial and economic department jointly with the heads of the main areas: the purchasing department, the production department, and the commercial department.

Due to the peculiarities of the production of alcoholic products (ordering FSM, ordering alcohol and issuing bank guarantees for brands and alcohol, delivery of raw materials, components, ingredients), if there were leftover finished products in the current assortment for less than 45 days, according to one of the listed indicators, these products were included in the plan next month's production.

Let's consider the effectiveness of organizing planning using the example of one of the types of products of the enterprise (special vodka “Rodnik” 0.5 l, Table 3).

In all cases, the assessment of balances is carried out according to the most critical option for the presence of balances in all warehouses. In this case, the sales scenario for the last three months is taken as a basis, according to which 0.5 liters of special vodka “Rodnik” will remain for 33.1 trading days. Based on the minimum standard for the availability of finished products in all warehouses (45 days), bottling is required next month in quantities of at least 664.9 dcl((45 - 33.1) × 56.1).

The optimal frequency of bottling this type of product was determined to be within 60 days(once every two months) with a minimum quantity 500 dcl. Therefore, the bottling plan for the next month is 1000 dcl(664.9 /500 = 2 (round up) × 500).

All payments for the entire range are carried out in MS Excel. It is automated and does not require manual labor.

The above production planning regulations and the algorithm for calculating the product bottling plan allowed our group of companies:

• uninterruptedly provide retail consumers with in-demand products;
• streamline production;
• include all managers responsible for their area in the planning process;
• through standards, establish optimal quantities for ordering components, the minimum volume of bottling, based on the specifics and production technology of each specific item;
• avoid excess raw materials and components, and therefore excessively frozen funds.

The proposed algorithm is tailored to the production of a specific enterprise. When testing it at other enterprises, it is necessary to take into account the peculiarities of production and marketing of finished products of each specific enterprise.

N. N. Rodin, Deputy Financial Director of BSP LLC