title: Ð¡Ð¾Ð²ÐµÑÑÐµÐ½ÑÑÐ²Ð¾Ð²Ð°Ð½Ð¸Ðµ Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÐ¸ Ð¸Ð½Ð´ÑÑÑÑÐ¸Ð°Ð»ÑÐ½Ð¾-ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° Ð½Ð° Ð¾ÑÐ½Ð¾Ð²Ðµ Ð¸ÑÐ¿Ð¾Ð»ÑÐ·Ð¾Ð²Ð°Ð½Ð¸Ñ lean-ÑÐµÑ Ð½Ð¾Ð»Ð¾Ð³Ð¸Ð¹ Ð¸ Ð¿ÑÐ¸Ð½ÑÐ¸Ð¿Ð¾Ð² Ð±ÐµÑÐµÐ¶Ð»Ð¸Ð²Ð¾Ð³Ð¾ Ð¿ÑÐ¾Ð¸Ð·Ð²Ð¾Ð´ÑÑÐ²Ð°
title: Ð²ÑÐ¿ÑÑÐºÐ½Ð°Ñ ÐºÐ²Ð°Ð»Ð¸ÑÐ¸ÐºÐ°ÑÐ¸Ð¾Ð½Ð½Ð°Ñ ÑÐ°Ð±Ð¾ÑÐ° Ð¼Ð°Ð³Ð¸ÑÑÑÐ°
titleType: Subtitle
title: Improvement of the warehouse complex on the basis of implementing the principles of lean production and lean technologies
Creators: name: ÐÐ¾ÑÐ¾Ð½Ð¾Ð², ÐÐµÐ½Ð¸Ñ
Publisher: name: Ð¡Ð°Ð½ÐºÑ-ÐÐµÑÐµÑÐ±ÑÑÐ³ÑÐºÐ¸Ð¹ Ð¿Ð¾Ð»Ð¸ÑÐµÑÐ½Ð¸ÑÐµÑÐºÐ¸Ð¹ ÑÐ½Ð¸Ð²ÐµÑÑÐ¸ÑÐµÑ ÐÐµÑÑÐ° ÐÐµÐ»Ð¸ÐºÐ¾Ð³Ð¾
Year: 2021
Subjects: ÐÑÐ¾Ð¼ÑÑÐ»ÐµÐ½Ð½ÑÐµ Ð¿ÑÐµÐ´Ð¿ÑÐ¸ÑÑÐ¸Ñ
Ð¡ÐºÐ»Ð°Ð´Ñ
ÑÐ¸ÑÑÐ¾Ð²ÑÐµ ÑÐµÑ Ð½Ð¾Ð»Ð¾Ð³Ð¸Ð¸
Ð¸Ð½Ð²ÐµÑÑÐ¸ÑÐ¸Ð¾Ð½Ð½ÑÐ¹ Ð¿ÑÐ¾ÐµÐºÑ
digital technologies
investment project

description: Ð¢ÐµÐ¼Ð° Ð²ÑÐ¿ÑÑÐºÐ½Ð¾Ð¹ ÐºÐ²Ð°Ð»Ð¸ÑÐ¸ÐºÐ°ÑÐ¸Ð¾Ð½Ð½Ð¾Ð¹ ÑÐ°Ð±Ð¾ÑÑ: Â«Ð¡Ð¾Ð²ÐµÑÑÐµÐ½ÑÑÐ²Ð¾Ð²Ð°Ð½Ð¸Ðµ Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÐ¸ Ð¸Ð½Ð´ÑÑÑÑÐ¸Ð°Ð»ÑÐ½Ð¾-ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° Ð½Ð° Ð¾ÑÐ½Ð¾Ð²Ðµ Ð¸ÑÐ¿Ð¾Ð»ÑÐ·Ð¾Ð²Ð°Ð½Ð¸Ñ Lean-ÑÐµÑÐ½Ð¾Ð»Ð¾Ð³Ð¸Ð¹ Ð¸ Ð¿ÑÐ¸Ð½ÑÐ¸Ð¿Ð¾Ð² Ð±ÐµÑÐµÐ¶Ð»Ð¸Ð²Ð¾Ð³Ð¾ Ð¿ÑÐ¾Ð¸Ð·Ð²Ð¾Ð´ÑÑÐ²Ð°Â». ÐÐ°Ð½Ð½Ð°Ñ ÑÐ°Ð±Ð¾ÑÐ° Ð¿Ð¾ÑÐ²ÑÑÐµÐ½Ð° Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ñ Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÐ¸ ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° Ð¸ ÑÐ°Ð·ÑÐ°Ð±Ð¾ÑÐºÐµ Ð¿ÑÐ¾Ð³ÑÐ°Ð¼Ð¼Ñ ÐµÐ³Ð¾ Ð¾Ð¿ÑÐ¸Ð¼Ð¸Ð·Ð°ÑÐ¸Ð¸. ÐÐ±ÑÐµÐºÑÐ¾Ð¼ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ñ ÑÐ²Ð»ÑÐµÑÑÑ ÑÐºÐ»Ð°Ð´ÑÐºÐ°Ñ Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÑ ÐºÐ¾Ð¼Ð¿Ð°Ð½Ð¸Ð¸ Coca-Cola HBC Ð Ð¾ÑÑÐ¸Ñ Ð² ÐÐ¾ÑÐºÐ²Ðµ (ÐÐÐ Â«ÐÐ¾ÐºÐ°-ÐÐ¾Ð»Ð° Ð­Ð¹ÑÐ±Ð¸ÑÐ¸ ÐÐ²ÑÐ°Ð·Ð¸ÑÂ»). ÐÑÐµÐ´Ð¼ÐµÑ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ñ â Ð¸Ð½Ð²ÐµÑÑÐ¸ÑÐ¸Ð¾Ð½Ð½ÑÐ¹ Ð¿ÑÐ¾ÐµÐºÑ Ð¿Ð¾ ÑÐ¾Ð²ÐµÑÑÐµÐ½ÑÑÐ²Ð¾Ð²Ð°Ð½Ð¸Ñ Ð¿ÑÐ¾Ð¸Ð·Ð²Ð¾Ð´ÑÑÐ²ÐµÐ½Ð½Ð¾-ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° Coca-Cola HBC Ð Ð¾ÑÑÐ¸Ñ Ð² ÐÐ¾ÑÐºÐ²Ðµ. ÐÐ°Ð´Ð°ÑÐ¸, ÐºÐ¾ÑÐ¾ÑÑÐµ ÑÐµÑÐ°Ð»Ð¸ÑÑ Ð² ÑÐ¾Ð´Ðµ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ñ: â Ð¸Ð·ÑÑÐµÐ½Ð¸Ðµ Ð¾ÑÐ¾Ð±ÐµÐ½Ð½Ð¾ÑÑÐµÐ¹ Ð±ÐµÑÐµÐ¶Ð»Ð¸Ð²Ð¾Ð³Ð¾ Ð¿ÑÐ¾Ð¸Ð·Ð²Ð¾Ð´ÑÑÐ²Ð° Ð² ÑÐ°Ð¼ÐºÐ°Ñ ÑÑÐ½ÐºÐ° ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð¹ Ð½ÐµÐ´Ð²Ð¸Ð¶Ð¸Ð¼Ð¾ÑÑÐ¸, â Ð°Ð½Ð°Ð»Ð¸Ð· ÑÑÐ½ÐºÐ° ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð¹ Ð½ÐµÐ´Ð²Ð¸Ð¶Ð¸Ð¼Ð¾ÑÑÐ¸ Ð² ÐÐ¾ÑÐºÐ²Ðµ Ð¸ ÐÐ¾ÑÐºÐ¾Ð²ÑÐºÐ¾Ð¹ Ð¾Ð±Ð»Ð°ÑÑÐ¸, â Ð¸Ð·ÑÑÐµÐ½Ð¸Ðµ Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÐ¸ ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÑÐ¾Ð·ÑÐ¹ÑÑÐ²Ð° ÐÐÐ Â«ÐÐ¾ÐºÐ°-ÐÐ¾Ð»Ð° Ð­Ð¹ÑÐ±Ð¸ÑÐ¸ ÐÐ²ÑÐ°Ð·Ð¸ÑÂ» Ð² Ð Ð¾ÑÑÐ¸Ð¸, â ÑÐ°Ð·ÑÐ°Ð±Ð¾ÑÐºÐ° Ð¿ÑÐ¾Ð³ÑÐ°Ð¼Ð¼Ñ Ð¸Ð½Ð²ÐµÑÑÐ¸ÑÐ¸Ð¾Ð½Ð½Ð¾Ð³Ð¾ Ð¿ÑÐ¾ÐµÐºÑÐ° Ð¿Ð¾ ÑÐ¾Ð²ÐµÑÑÐµÐ½ÑÑÐ²Ð¾Ð²Ð°Ð½Ð¸Ñ Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÐ¸ Ð¿ÑÐ¾Ð¸Ð·Ð²Ð¾Ð´ÑÑÐ²ÐµÐ½Ð½Ð¾-ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° Coca-Cola HBC Ð Ð¾ÑÑÐ¸Ñ Ð² ÐÐ¾ÑÐºÐ²Ðµ. ÐÑÐ¾Ð²ÐµÐ´Ñ Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ðµ Ð¾Ð±ÑÐµÐºÑÐ° Ð¸ Ð¿ÑÐµÐ´Ð¼ÐµÑÐ° Ð½Ð°ÑÑÐ½Ð¾Ð¹ ÑÐ°Ð±Ð¾ÑÑ, Ð° ÑÐ°ÐºÐ¶Ðµ Ð°Ð½Ð°Ð»Ð¸Ð· ÑÑÐ½ÐºÐ° Ð¸Ð½Ð´ÑÑÑÑÐ¸Ð°Ð»ÑÐ½Ð¾-ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð¹ Ð½ÐµÐ´Ð²Ð¸Ð¶Ð¸Ð¼Ð¾ÑÑÐ¸ Ð¸ ÑÐµÐ½Ð´ÐµÐ½ÑÐ¸Ð¹, ÑÑÐ¾ÑÐ¼Ð¸ÑÐ¾Ð²Ð°Ð²ÑÐ¸ÑÑÑ Ð¿Ð¾ÑÐ»Ðµ Ð¿Ð°Ð½Ð´ÐµÐ¼Ð¸Ð¸ covid-19 Ð² 2020 Ð³Ð¾Ð´Ñ, Ð±ÑÐ» ÑÐ´ÐµÐ»Ð°Ð½ Ð²ÑÐ²Ð¾Ð´ Ð¾ Ð½ÐµÐ¾Ð±ÑÐ¾Ð´Ð¸Ð¼Ð¾ÑÑÐ¸ ÑÐ¾Ð²ÐµÑÑÐµÐ½ÑÑÐ²Ð¾Ð²Ð°Ð½Ð¸Ñ ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° ÐÐÐ Â«ÐÐ¾ÐºÐ°-ÐÐ¾Ð»Ð° Ð­Ð¹ÑÐ±Ð¸ÑÐ¸ ÐÐ²ÑÐ°Ð·Ð¸ÑÂ». Ð¡ Ð¿Ð¾Ð¼Ð¾ÑÑÑ SWOT-Ð°Ð½Ð°Ð»Ð¸Ð·Ð° ÐºÐ¾Ð¼Ð¿Ð°Ð½Ð¸Ð¸ Ð¸ Ð°Ð½Ð°Ð»Ð¸Ð·Ð° ÑÐµÑÐ½Ð¸ÐºÐ¾-ÑÐºÐ¾Ð½Ð¾Ð¼Ð¸ÑÐµÑÐºÐ¸Ñ Ð±ÑÐ»Ð¸ Ð²ÑÑÐ²Ð»ÐµÐ½Ñ ÑÐ·ÐºÐ¸Ðµ Ð¼ÐµÑÑÐ° Ð² Ð´ÐµÑÑÐµÐ»ÑÐ½Ð¾ÑÑÐ¸ ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð³Ð¾ ÑÐ¾Ð·ÑÐ¹ÑÑÐ²Ð° Coca-Cola HBC Ð Ð¾ÑÑÐ¸Ñ Ð¸ ÑÐ°Ð·ÑÐ°Ð±Ð¾ÑÐ°Ð½Ñ Ð½Ð°Ð¿ÑÐ°Ð²Ð»ÐµÐ½Ð¸Ñ Ð¿ÑÐ¾Ð³ÑÐ°Ð¼Ð¼Ñ Ð¸Ð½Ð²ÐµÑÑÐ¸ÑÐ¸Ð¾Ð½Ð½Ð¾Ð³Ð¾ Ð¿ÑÐ¾ÐµÐºÑÐ° Ð´Ð»Ñ Ð¾Ð±ÑÐµÐºÑÐ° Ð¸ÑÑÐ»ÐµÐ´Ð¾Ð²Ð°Ð½Ð¸Ñ. ÐÐ°Ð¿ÑÐ°Ð²Ð»ÐµÐ½Ð¸ÑÐ¼Ð¸ Ð¸Ð½Ð²ÐµÑÑÐ¸ÑÐ¸Ð¾Ð½Ð½Ð¾Ð³Ð¾ Ð¿ÑÐ¾ÐµÐºÑÐ° ÑÑÐ°Ð»Ð¸ Ð¼ÐµÑÐ¾Ð¿ÑÐ¸ÑÑÐ¸Ñ Ð¿Ð¾ Ð¿Ð¾Ð²ÑÑÐµÐ½Ð¸Ñ ÑÑÑÐµÐºÑÐ¸Ð²Ð½Ð¾ÑÑÐ¸ Ð¸ÑÐ¿Ð¾Ð»ÑÐ·Ð¾Ð²Ð°Ð½Ð¸Ñ Ð¿Ð¾Ð»ÐµÐ·Ð½Ð¾Ð³Ð¾ Ð¾Ð±ÑÐµÐ¼Ð° ÑÐºÐ»Ð°Ð´Ð°, Ð¾Ð¿ÑÐ¸Ð¼Ð¸Ð·Ð°ÑÐ¸Ð¸ Ð¿ÑÐ¾ÑÐµÑÑÐ¾Ð² Ð¿Ð¾Ð¸ÑÐºÐ° Ð¸ Ð¸Ð½Ð²ÐµÐ½ÑÐ°ÑÐ¸Ð·Ð°ÑÐ¸Ð¸. ÐÐ½ÐµÐ´ÑÐµÐ½Ð¸Ðµ ÑÐ¸ÑÑÐ¾Ð²ÑÑ ÑÐµÑÐ½Ð¾Ð»Ð¾Ð³Ð¸Ð¹ Ð½Ð° ÑÐºÐ»Ð°Ð´ÑÐºÐ¾Ð¼ ÐºÐ¾Ð¼Ð¿Ð»ÐµÐºÑÐ° CCHBC Ð Ð¾ÑÑÐ¸Ñ Ð² ÐÐ¾ÑÐºÐ²Ðµ Ð¿Ð¾Ð·Ð²Ð¾Ð»Ð¸Ð»Ð¾ ÑÐ²ÐµÐ»Ð¸ÑÐ¸ÑÑ ÑÑÐ¾Ð²ÐµÐ½Ñ Ð¼ÐµÑÐ°Ð½Ð¸Ð·Ð°ÑÐ¸Ð¸ ÑÐºÐ»Ð°Ð´ÑÐºÐ¸Ñ Ð¾Ð¿ÐµÑÐ°ÑÐ¸Ð¹, ÑÑÐ¾, Ð² ÑÐ²Ð¾Ñ Ð¾ÑÐµÑÐµÐ´Ñ, Ð¿Ð¾Ð²Ð»Ð¸ÑÐ»Ð¾ Ð½Ð° ÑÐ¾ÐºÑÐ°ÑÐµÐ½Ð¸Ñ ÑÐ°ÑÑÐ¾Ð´Ð¾Ð² Ð½Ð° Ð¾Ð±ÑÐ»ÑÐ¶Ð¸Ð²Ð°Ð½Ð¸Ñ 1 ÑÐ¾Ð½Ð½Ñ Ð¿ÑÐ¾Ð´ÑÐºÑÐ¸Ð¸ Ð½Ð° 13 ÑÑÐ±Ð»ÐµÐ¹, ÑÑÐ¾ ÑÐºÐ²Ð¸Ð²Ð°Ð»ÐµÐ½ÑÐ½Ð¾ 77,48 Ð¼Ð»Ð½ ÑÑÐ±Ð»ÐµÐ¹ Ð² Ð³Ð¾Ð´.
description: The subject of the final qualification work: "Improvement of the warehouse complex on the basis of implementing the principles of lean production and lean technologies". This work is devoted to the study of the activities of the warehouse complex and the development of a program for its optimization. The object of the research is the warehouse activity of the Coca-Cola HBC Russia company in Moscow (Coca-Cola HBC Eurasia LLC). The subject of the research is an investment project to improve the production and warehouse complex of Coca-Cola HBC Russia in Moscow. The tasks that were solved during the study: - study of the features of lean production in the framework of the warehouse real estate market, - analysis of the warehouse real estate market in Moscow and the Moscow region, - study of the activities of the warehouse of Coca-Cola HBC Eurasia LLC in Russia, - development of an investment project program to improve the activities of the production and warehouse complex Coca-Cola HBC Russia in Moscow. After conducting a study of the object and the subject of scientific work, as well as an analysis of the industrial and warehouse real estate market and trends that emerged after the covid-19 pandemic in 2020, it was concluded that it was necessary to improve the warehouse complex of Coca-Cola HBC Eurasia LLC. With the help of the company's SWOT analysis and technical and economic analysis, bottlenecks in the activities of the Coca-Cola HBC Russia warehouse were identified and the directions of the investment project program for the research object were developed. The directions of the investment project were measures to increase the efficiency of using the useful volume of the warehouse, optimize the search and inventory processes, as well as mechanize internal logistics. The introduction of digital technologies at the CCHBC Russia warehouse complex in Moscow made it possible to increase the level of mechanization of warehouse operations from which, in turn, influenced a reduction in the cost of servicing 1 ton of products by 13 rubles, which is equivalent to 77,48 million rubles in year.