## 4 Results
### Analysis of the Needs of Service Centers for Spare Parts
\begin{table}
\begin{tabular}{c c c c c c c} \hline \hline  & \multicolumn{6}{c}{P\({}_{\rm j}\) (n\({}_{\rm j}\))} & \multicolumn{1}{c}{Average Profit} \\ \cline{2-7} \multicolumn{1}{c}{\(\mathbf{A_{i}\) (n\({}_{\rm i}\))}} & \multicolumn{1}{c}{P\({}_{\rm 1}\)} & \multicolumn{1}{c}{P\({}_{\rm 2}\)} & \multicolumn{1}{c}{P\({}_{\rm 3}\)} & \multicolumn{1}{c}{P\({}_{\rm 4}\)} & \multicolumn{1}{c}{P\({}_{\rm 5}\)} & **with Strategy** \\  & \multicolumn{1}{c}{(\(\mathbf{n_{\rm i}\) = 5})} & \multicolumn{1}{c}{(\(\mathbf{n_{\rm i}\) = 15})} & \multicolumn{1}{c}{(\(\mathbf{n_{\rm i}\) = 25})} & \multicolumn{1}{c}{(\(\mathbf{n_{\rm i}\) = 35})} & \multicolumn{1}{c}{(\(\mathbf{n_{\rm i}\) = 45})} & \multicolumn{1}{c}{} \\ \hline A\({}_{1}\) (n\({}_{\rm i}\) = 5) & 9125 & \(-\)69,100 & \(-\)131,025 & \(-\)70,075 & \(-\)96,475 & \(-\)357,550 \\ \hline A\({}_{2}\) (n\({}_{\rm 2}\) = 15) & 7300 & 109,500 & 2925 & \(-\)25,425 & \(-\)51,825 & 42,475 \\ \hline A\({}_{3}\) (n\({}_{\rm 3}\) = 25) & 5475 & 102,200 & 136,875 & 19,225 & \(-\)7175 & 256,600 \\ \hline A\({}_{4}\) (n\({}_{\rm 4}\) = 35) & 3650 & 94,900 & 131,400 & 63,875 & 37,475 & 331,300 \\ \hline A\({}_{5}\) (n\({}_{\rm 5}\) = 45) & 1825 & 87,600 & 125,925 & 62,050 & 82,125 & 359,525 \\ \hline State probabilities, q\({}_{\rm i}\) & 0.1 & 0.4 & 0.3 & 0.1 & 0.1 & — \\ \hline \hline \end{tabular}
\end{table} 
Table 11: Profit matrix. Figure 3: Dependence of the payoff on the strategy. The data shown in Table 11 allow us to draw the following practical conclusions. Firstly, the optimal strategy (A\({}_{5}\)\({}^{\circ}\)) was determined, following which the production organizers receive a guaranteed gain of 359,525 rubles. Obviously, the presence of 45 units in the warehouse is a given target standard for the organizers of the storage facilities of the service center. As follows from Figure 3, the reduction of the working capital is inappropriate compared to the optimal. As for the excessive increase in the working capital, here we do not observe negative trends, since the dimensions of the starter are small and do not entail large costs in organizing storage. At the same time, the shortage of starters will force the service center to organize an urgent delivery, during which the owner of the vehicle will need to provide a replacement vehicle. The latter is also associated with additional costs for the service company. It should be noted once again that strategy A\({}_{5}\)\({}^{\circ}\) is optimal when it is used repeatedly, which means on average for repetitive situations. For a one-time implementation, it may not be optimal. For example, with P\({}_{1}\) (initial variant), it will have a minimum profit of RUB 18,500, and for P\({}_{2}\), the profit will be less than when using the A\({}_{2}\) strategy. Secondly, a zone of a rational stock of aggregates in a warehouse has been identified, in which the enterprise is guaranteed income, which means b\({}_{\text{j}}\) > 0. Such a zone is the presence in the warehouse P\({}_{1}\) = 15-45 starters, which corresponds to the strategies A\({}_{2}\), A\({}_{3}\), A\({}_{4}\), and A\({}_{5}\). This zone should be considered as an interval assessment of the target standard for warehouse management. Thirdly, an instrumental base is being created to determine the amount of material incentives the enterprise organizes for warehouse management, which should be proportional to the income actually received by the enterprise from meeting the need for aggregates. Obviously, while maintaining a stock of 45 starters in the warehouse, material incentives will be maximum. If there are 35 starters in the warehouse, and then the amount of material incentives is reduced in proportion to A = RUB 359,525 \(-\) 331,030 = 28,225, and if there are 25 units in the warehouse--even more--then A = RUB 359,525 \(-\) 256,600 = 102,925. The presence in the warehouse of less than 15 may lead to a financial sanction against the organizers of the warehouse or partners (dealers and distributors).