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The delivery time of the goods to the customer is the most important indicator of quality transport services. The published material discusses the factors influencing this indicator and approaches to its optimization. In fact, the author describes the functioning of an information system that supports the processes of managing transport services.

Anyone who is able to grow two spikeletswheat in the place
where he grew up beforeone... deserves the highest praise of manhonors,
he does much for his countrymore than all politicians combined.
Jonathan Swift,English writer

The consequence of increasing competition in the market for goods and services is an increase in the level of customer requirements. In such conditions, the development of any company focused on serving a large number of consumers must be very dynamic. Its goal is to provide services, the quality and volume of which will meet the expectations of customers. It is likely that even a company that has achieved success in the market top level service and frozen for a moment in a complacent contemplation of the opening prospects and opportunities, as a result, you will have to see the backs of overtaking and rapidly receding competitors. Regular surveys of the preferences of economically active groups Russian consumers show a gradual change in the criteria for choosing a service. Undoubtedly low price and high quality Goods are still the most important on this list, but they are no longer just desirable, but rather indispensable for a competitive service. Today, consumers are increasingly paying attention to additional criteria, such as delivery time, the ability to receive the ordered goods at a clearly agreed time, as well as high-quality information support for the order fulfillment process.

So far, not all firms can offer their customers delivery of goods on the day of receipt of the order (the usual practice is delivery the next day). However, it is obvious that at present service standards are becoming more stringent, and the company's position in the market will depend on the ability to meet them.

We will try to analyze and determine the factors that determine the timing of the execution of a client order, and suggest ways to improve the relevant processes.

Shortening the order-delivery cycle

When determining the duration of the "order-delivery" cycle, the interests of different departments of the company often collide. In this context, the issue of interaction between the transport department and the marketing department is especially acute. Sales department managers are interested in getting goods from the supplier to the warehouse and from the warehouse to customers as quickly as possible. At the same time, transport workers are trying to organize the most economical route and tend to wait until the delivery vehicle is completely full. Obviously, it is necessary to take into account the opinions of both sides. The well-being of the entire company depends on the success of sales, and competent management of transport costs can significantly affect the final cost of goods. Of course, sales success also depends on the price of the product. It is known that the cost of producing some goods is only about 10% of their value, while the share of shipping costs can reach 50%. %, and in some cases even more.

A warehouse in this system is also a resource-intensive unit, but, unlike transport, its volume and productivity cannot be increased indefinitely. Its capabilities are limited by its physical size and throughput zones and sections of the warehouse. Under certain parameters of the cargo flow, the warehouse either can function or not, and it is usually impossible to ensure the functioning of a simple increase in the number of personnel or the number of pieces of equipment in the warehouse. The increase in the amount of transport used is a natural consequence of the reduction in the “order-delivery” cycle due to the lengthening of the distance to each of the customers, the high probability of successively sending several cars to the same point and underutilization of resources. If you do not optimize the application Vehicle, costs can rise sharply, which will negate the positive effect of increasing the level of service, and only modern logistics approaches can find the right solution to this complex two-criteria problem.

What are the main parameters that affect the length of the "order"delivery cycle?

For each company at a particular stage of its development, there are optimal response times to an incoming order, depending on the scale of allowable costs for implementation, organizational features of the enterprise, and a number of other factors. In particular, the timing is determined by the balance of external and internal specific parameters of the company's business and its technological possibilities. Some of the parameters that affect the intensity of the transport and storage system are briefly characterized below.

Number of applications and volume

The number of requests per day and the average order size are key parameters for determining the length of the order-delivery cycle. Obviously, the larger the orders and the more requests come in per unit of time, the shorter the optimal cycle, since the number of points in the route decreases. At the same time, the unit costs for delivery are also reduced due to the efficient use of vehicle resources.

Structure of clients

Corporate customers are much more predictable than private ones, and the risk of delivery disruption to the office is much lower than to the apartment. However, the advantage of serving individuals is usually a more flexible schedule (extended boundaries of the earliest and latest delivery). In addition, it is easier to agree with a private customer to transfer the order to another time in case of any problems.

Variety of assortment

The narrower the product range, the more stable the list of customers, the more complete the information about the product and order parameters, the more standard and familiar the packaging. Accordingly, the warehouse technologies used are much simpler, and the chances of failures and disruption of the rhythm of cycles are lower.

When warehousing a wide range of goods coming from different partners, a number of difficulties arise, in particular:

• there is a need for careful acceptance of each batch in order to update in information system data on weight and volume characteristics of units and packages of goods;
• you have to take into account the compatibility of goods in the back of one car and plan its placement;
• loading and unloading processes are complicated.

Standard shipping unit and service level

The choice of a standard shipment unit (wagon, container, pallet, factory packaging, etc.) significantly affects the ratio - service level / cost of transport and storage technology?. Wagons or containers usually do not require warehouse handling and in most cases can be delivered to the customer directly from the supplier. In this case, the duration of the cycle depends on the quality of information communication in the supply chain and the choice of reliable suppliers. When switching to sales by pallets or factory packaging, an additional stage of warehouse processing is introduced into the order fulfillment process, but at the same time the circle of potential customers is significantly expanded. The sale of piece goods from a warehouse requires the organization of intra-warehouse production (to convert an industrial assortment into a commercial one), picking, packaging and labeling areas. maximizes the "order-delivery" cycle, but allows you to achieve the highest attractiveness of the service in the eyes of customers.

Motivation of transport and warehouse personnel

If the company uses a salary system for remunerating employees, then the cost of personnel in conditions of stability is easily controlled. However, in conditions of unstable demand with a salary system, there is a need for quantitative regulation of the state. In this case, during recessions, costs are stable, but when demand increases, there are no sufficiently flexible and effective levers to stimulate more active work of employees. Since the load is evenly distributed throughout the state, the size of the bonus fund is not always able to make a significant contribution. contribution to everyone's salary. At the same time, the increase in salary at the current moment is highly likely to lead to dissatisfaction with the staff, when, in the context of another recession, it will be reduced again. If the piecework principle is applied, then a sharp decline in the volume of work can lead to mass layoffs (in first line of the most valuable professionals). In some cases, the best solution may be the introduction of combined payment systems, for example, the salary for meeting the established norm is supplemented by piecework payment for work in excess of the norm.

General Process Diagram

The combination of the parameters described above determines the number of stages of order processing and circuit diagram organization of the warehouse. The duration of the "order-delivery" cycle directly depends on the speed of work of all functional divisions of the company and the degree of coordination of their actions. The list of possible participants in the process and the standard sequence of their actions are as follows:

1. the marketing and financial departments predict demand volumes, together with the logistics department determine the optimal schedule and rhythm of orders, hold promotions that encourage consumers to stick to the chosen schedule;
2. sales departments process the received application, checking the correctness of its filling, the creditworthiness of the client and the availability in warehouses required amount the required product; if the order is accepted, the client is informed about this, and he himself is registered in the information system (the beginning of the execution cycle);
3. the accounting department registers the concluded transaction;
4. the warehouse performs the selection of goods and completes the order, fixes the corresponding reduction in the balance, is engaged in labeling and packaging;
5. the expedition service forms parties, draws up accompanying documents and loads into a vehicle;
6. the forwarder organizes the delivery process and makes the final clearance accompanying documents, which, together with the completed route sheet, are handed over to the control room the next day.

Calculation of the optimal cycle

Calculation of the optimal duration of the "order-delivery" cycle for the company is carried out in the following sequence:

• the list of operations performed, taking into account the basic conditions and parameters of the services provided, is expressed in terms of cost for each of the really possible options for the “order-delivery” cycle;
• a forecast is made for the growth of sales volumes with an increase in the speed of customer service;
• the optimal level is found graphically by constructing a total curve that reflects the change in costs and revenues depending on the growth of the service level.

In the general case, the reduction in the duration of the “order-delivery” cycle is accompanied, on the one hand, by an increase in costs associated with an increase in the efficiency of execution, and on the other hand, by an increase in income due to an increase in sales volumes.

The optimal value of the cycle duration, at which the efficiency of the company will be the highest, will be determined by the coordinates of the maximum point of the curve of the final business efficiency t opt.

In the fig. In the 6th example, the result obtained indicates that the optimal cycle time is 11 hours, that is, an order received from a client, for example, at 8:00, should be delivered to him before 19:00 of the same day. If it is necessary to reduce the optimal cycle time, this can be achieved by shifting the cost curve to the left, that is, reducing the cost of fulfilling a customer order.

As already noted, the most significant role in reducing such costs is played by the improvement of transport management technology.

Rice. 6. Calculation of the optimal duration

How to improve transport performance?

A set of measures to improve the productivity of the delivery department depends primarily on the complexity of the task and may include both the adoption of organizational measures that reduce the influence of the human factor at all stages of order processing, and the almost complete automation of route planning operations, control and management of vehicles by the dispatch service.

Some of the technologies and techniques for improving the work of the delivery department are described below.

The boundaries and location of service areas are determined by such a criterion as the ease of movement along the area's road network, and the dimensions depend on the maximum number of orders that can be served by one vehicle.

The task of managers of the delivery department when using this method is not to plan routes (the driver himself determines the optimal order of delivery), but to update the parameters of the zones. Moreover, as practice shows, the possible incomplete use of the carrying capacity and volume of the car body is compensated by an increase in the number of customers to whom the goods were delivered, by reducing the distance between the route points. However, the problem of incomplete loading of the car can be solved by supplementing the route with orders from adjacent zones.

In one company, different zoning schemes can be used simultaneously for different types of delivery, in particular courier and automobile. In some cases, the courier can complete the order much faster and at lower cost. This applies, for example, to the delivery of an order to the central part big city, where traffic jams often occur and there are serious problems with parking.

The essence of this method lies in the fact that a certain number of vehicles in a strict order in certain time arrives at the warehouse, becomes under loading and goes on the route. The quantity is determined by the throughput of the shipment section and the predicted volumes of goods prepared by the warehouse for shipment for the period of time between the "waves". The frequency of "waves" is due to warehouse cycles. The result is minimal downtime for vehicles and efficient use of the shipping area, but vehicles leave the 1st route, even if they are not fully loaded. This principle is applied when it is necessary to ensure delivery as soon as possible.

A car with a product that is in great demand leaves the warehouse in the morning and stays in a certain area all day so that it can go to the client at any time at the call of the dispatcher. The same vehicle can be used in the event of a breakdown or accident on the routes closest to this zone. This method allows you to achieve the minimum time spent on order fulfillment, however, it has one important drawback: the nomenclature of the delivered goods very limited.

Transport standardization

The use of transport with standard parameters for each type of delivery (wholesale, retail, VIP, city center, etc.) facilitates the process of route formation and ensures full interchangeability in case the driver is absent from work. The route is not formed for a specific car, which is characterized by unique features of the body, speed of movement and technical condition and controlled by a specific driver, but under the brand of vehicles. At the same time, a change in the route sheet of the name of the driver and the state registration number of the car will not lead to the need to re-form the finished transport module with the goods or adjust the sequence of visiting the route points. To ensure this possibility, of course, either a reserve of own vehicles or flexible agreements with transport company, but the costs caused by this are not comparable with the losses due to the failure of the rhythm of loading and unloading operations.

Optimizing the processing of out-of-schedule orders

Work logistics system any commercial enterprise based on rules and regulations. The more accurately calculated optimal periods performance of certain stages of processing a client order and the more clearly they are observed by the staff, the more efficient the activity of the entire company. However, there are external factors which can negatively affect the rhythm of business processes even in the most technologically advanced transport and warehouse complex. One of them is the requirement of the client to fulfill his order earlier than it is stipulated by the established standards.

The potential danger of making changes (albeit temporary) to technological schemes is obvious. The working day of staff in the warehouse is lengthening, the quality of planning delivery routes is decreasing, all technological cycles in the warehouse are shifting, resulting in a general decrease in the level of service, expressed in errors in order picking, delays and disruptions in deliveries. It would seem that the solution is obvious: the client will have to refuse. But in a highly competitive environment, every customer is valuable, and firms are increasingly willing to take risks. Such loyalty during peak months of sales can turn into big problems for the company. Sales managers will get used to the wording “who pays, he orders the music”, and the warehouse will have only two ways: to work around the clock or to deliberately violate the deadlines for already accepted orders.

In order to achieve a balance of interests, it is enough to observe one rule: the client must receive the ordered goods in strict accordance with the initial promises of the sales manager, and these promises must be made taking into account the available transport and storage resources. No resources, no promises. A client upset by a rejection is much better client deceived. And how can this be achieved when the sales manager is interested in selling the goods for the largest possible amount? In order for the client to place an order, he uses all methods of persuasion, and one of the main trump cards in his game will be the delivery of the order on any convenient date. And with the same zeal with which the seller persuaded the client, he will convince the head of the warehouse and the delivery department, insisting on the need to fulfill a couple more VIP orders outside the established quotas and regulations.

In addition, in this situation, the influence of subjective factors is noted when making a decision on extra-regular orders. As a rule, a person holding a responsible position in a warehouse does not particularly analyze the parameters of an order that he is offered to “push out of line”. He has many other, more important problems. And the decision is made quickly, on emotions. If the mood is good and the work goes smoothly, the order will be accepted! But if such a request is already the tenth in the evening, and the wife has just called and said that she scratched the car on the neighbor's Megcedes, the refusal is inevitable. At the same time, no one knows if this client was really important to the company or if this was the sales manager's last chance to fulfill his plan. The solution to the problem is to formalize the process of transferring orders to transport and warehouse complexes (TSK) using specialized software.

Functioning of the regulatory module

The software module responsible for compliance with the regulations consists of two parts: the first is a kind of filter through which all client orders pass at the time of their creation, and the second works on the TSC, ensuring the process of coordinating the acceptance of non-scheduled orders by the warehouse. Technically, the task is implemented within the framework of supplementing the existing information system with appropriate functions.

Let us describe the logic of the functioning of this software package.

At the moment an order is created in the IS, the dates of delivery and picking, determined in accordance with the optimal technological cycles of the enterprise, are automatically entered into it from a special regulatory directory, but if necessary, they can be adjusted manually.

When the order is transferred to the warehouse, the “Required delivery date” field is checked, and if it has been changed and does not fit into the framework established by the regulations, additional fields will need to be filled in to select actions in case of refusal (they will be discussed in more detail below. The process is regulated already at this stage, since for orders that do not meet certain parameters, transfer to the warehouse with an out-of-schedule date may be prohibited.

After passing all the checks and getting orders into a single IS, they are divided into two streams: standard, which are immediately transferred to the warehouse and extracurricular, which first pass the approval stage (Fig. 7).

When transferring a document to the category extra-regular the manager does not know for sure whether his order will be fulfilled or not, but he can be sure that the request itself will be considered. Under given the operation is allocated special resources, the use of which is prescribed in job descriptions warehouse guides. Of course, the decision can be both positive and negative, therefore, in order to optimize subsequent operations with the order, even at the stage of its creation, a choice of options for the development of events is provided in the special field “Actions in case of refusal”. Depending on the decision made by the transport and warehouse complex, the order is either accepted for execution in the current state, or accepted with automatically changed dates, or deleted from the system. The system automatically generates a message about any decision by e-mail the manager who created the order to notify the customer. The picking date is included in the document automatically. It is related to the order acceptance time and is calculated taking into account the duration of technological cycles and the priority of execution. Standard orders accepted by the warehouse are transferred for execution in accordance with the order of acceptance, and non-scheduled orders - with one of the highest priorities (only express orders are higher).

Principles of creating a regulatory function

When developing a system, it is necessary to take into account many parameters, conditions and restrictions.

We list the main ones common to all firms and describe possible implementation options.

Object classification

To automate any logistics process, first of all, it is necessary to classify the objects with which you will have to work. As you know, no company in the world can provide its customers with a 100% level of service (if we consider, for example, such a classic parameter for determining the level of service as the presence in the warehouse of any goods the client needs) - this will mean too serious financial investments with inadequate returns. In the situation with the reception of out-of-schedule orders, we cannot allow everyone customers to demand delivery from us at any time they need. Such conditions are granted only to the elect, bringing most arrived. The main purpose of classifying objects is to limit the possibility of generating extra-regular applications for those clients who do not play a strategic role in the financial well-being of the enterprise.

Let's describe the classification objects and list the possible options (Object/Variants).

1. Client (VIP; AX; AY; BUTZ; VX; ATY; ATZ; CX; FROMY; FROMZ).

To accurately assess the importance of the client for the company, the classification can be made according to two criteria: attractiveness (ABC-classification) and stages of customer relationships (XYZ-classification). ABC-classification is based on the Pareto rule and allows you to divide customers into three groups according to their importance: high (class A); medium (class B); low (class C). The following stages of relationship with clients are distinguished: regular client (class X); one-time client (class Y); potential client(class Z ). Combinations of these characteristics determine the company's policy towards the client. The VIP class is assigned to strategically important clients and business partners and implies the unconditional fulfillment of the set conditions.

2. Sales manager (standard; special).

A number of employees in the sales department may specialize in working with potential key customers. The client may not have any status at all in the corporate system, since he has never placed orders, but the sales manager encourages him to cooperate with additional conditions.

3. Sales division (SP) (standard; special).

To stimulate sales activity, for example in newly opened sales divisions or specializing in special important groups clientele, the regulatory program can be set to the most favored nation regime (the principles of tuning will be discussed below).

Among the parameters that affect access to the out-of-schedule ordering function, the amount of the order is also often present, but it should not always be decisive. A regular customer who makes orders of average value is much more important for the company than a one-time customer who ordered goods for a large amount and demanded individual approach. Therefore, the inclusion of this option depends on the policy adopted in a particular company for building relationships with customers.

To open access to the creation of out-of-schedule orders, it is enough to meet the conditions for at least one of the listed parameters (Table 11).

Table 11. Access to filing an extra-regular application

Order classification

Orders executed according to different technological schemes must have different execution regulations; accordingly, their classification also needs to be worked out in detail and taken into account when developing the system. There are the following main options.

1. Standard customer order. To this class includes the bulk of orders arriving at the warehouse, which have the most typical properties (in particular, on the basis of "Locality" or -Region).
2. Order for internal movement of goods. It usually consists of replenishing stocks in the sales departments of the company or moving goods to another warehouse.
3. Pickup order. In this case, the regulations are prescribed only for the configuration. The customer collects the goods on his own.
4. Express order. Processed by warehouse first. It is delivered, as a rule, on the day of receipt of the application from the client.
5. Regional order. One of the most difficult types of orders in terms of formalizing regulations. It can be either a standard client or an internal one, with different lengths of technological cycles depending on the region. In addition, when calculating regulations, the most important point is to take into account time zones, since registration can be carried out centrally at the main office, and then distributed to regional warehouses.

Building the process of approval of non-regulatory applications

The work of any company and any department is a living and creative process that cannot always be enclosed in a strict framework of rules. And extra-regular applications, despite their name, are not something extraordinary - they are an integral part of daily work. As a rule, the most important clients fall like snow on their heads in the most last minutes work, make a huge order and demand delivery "all this" then and then and then and not a minute later. If the scale of the business is not too large and such situations are rare, the issue is resolved by a simple call to the warehouse manager. He weighs all the pros and cons, evaluates his resources and makes a decision. It is important in this process that the decision is influenced by such informal factors as mood, well-being, employment at a particular point in time, etc. But if the sales department consists of several departments and the mass sales representatives, calls in the hottest evening will come to the warehouse in huge numbers, and you can’t count on an objective reaction from the boss. And everything depends not only on whether the warehouse can complete the order, but also on the availability of transport resources for delivery, so the decision must be made by all the functional structures responsible for fulfilling the order.

The lack of resources to fulfill an out-of-schedule order from one department is the final decision on this document, so it makes no sense to coordinate it with all departments. According to the proposed technology, orders go through the process of coordination with the heads of all warehouses involved in the execution of the order, sequentially, and then they go to the transport department.

The function interface should provide all information on orders relevant to the decision:

• required date/time of delivery;
• required picking date/time;
• name and type of client;
• order cost;
• type of payment (cash, non-cash);
• volume and weight of the order;
• delivery address;
• additional address parameters (direction, segment, the need for a pass, the height of the passage, restrictions on the make of the car, etc.);
• required delivery time.

The ability to sort and group will add flexibility to the decision-making process, and this is especially important for the delivery department. Orders are received at a time when it is impossible to find additional transport or there are no free forwarders for collection, only those of them that can be relatively painlessly added to the already formed route lists will be accepted.

If a refusal is received from one of the departments, the field "Actions in case of warehouse failure" is checked and, depending on its value, the order is either automatically canceled or accepted for work with the changed value of the fields "Required picking date" and "Required delivery date" to the values in accordance with established regulations. In order to insure against the human factor at the approval stage, at a certain moment, embedded in the program algorithm, the function can be triggered automatically, processing all orders “hanging” in it, as if they had been refused (failure to make a decision before a certain time will be tantamount to refusal). However, each responsible person must understand that the information is open to analysis by interested departments (for example, sales or senior management) and justification may be required.

The structure of the regulatory directory

The scheduled directory is the main mechanism that manages the flow of orders and regulates the process of assigning documents to the required due dates. Regulation is implemented online as part of the connection of the system user interface (sales manager or call center operator) with the regulations directory. When the created order is transferred to the transport and warehouse stage of processing, the current time is automatically checked against the corresponding limit value of the required delivery and picking dates.

The composition of the directory fields depends on the goals pursued by the developers. If, for example, the task is to differentiate regulations for various types customers or sales departments, the parameter (“Client” or -SP-, respectively) is added to the directory, otherwise the established regulations will apply to all system objects.

The mandatory elements of the structure of the regulatory directory include:

• type of order (regular; non-regular);
• order class (separate directory);
• time restrictions (for example, until 14:00 we accept orders for today, and after - for tomorrow);
• required picking date;
• desired delivery date.

For optional:

• sales department code (standard; special);
• client (VIP; AX; AY; AZ; BX; BY; BZ; CX; CY; CZ);
• sales manager (standard; special).

Terms of execution of orders, both standard and non-scheduled, are determined by the technological cycles of the enterprise. Therefore, the described compliance control mechanism should set certain ranges of available dates and times for picking and delivery for each of the possible combinations of order parameters. In the case of out-of-schedule orders, the timing of the execution of the client's task should be determined, if not by the optimal processes, then at least by common sense.

Features of the interface of the function for creating customer orders

When determining the date of arrival of the ordered goods to the client for the IS operator, the main field is the "Desired delivery date". A specific time (or period of time) of the arrival of the car can also be indicated in the "Required delivery time" field, but this option is optional and should be used only at the urgent request of the client. In order to optimize route planning, the number of orders indicating the specific time of arrival of the car to the client must be limited by the introduction of special quotas, for example, no more than 10% of the total number of orders.

According to the program algorithm, it is allowed to enter the required date with the condition:

[Required Delivery Date] is greater than or equal to [Regulation Value].

The picking date is entered into the document automatically. It is strictly related to the delivery date, so the out-of-schedule orders accepted by the warehouse are assigned one of the highest priorities (only express orders are higher).

When sending an order to a warehouse, the system operator may encounter two types of problem situations. In the first case, the value of the "Required delivery date" field is empty or filled in incorrectly; in the second case, the date does not fall within the terms of the regulation. In both cases, an error message is displayed, as well as information about the earliest date that can be entered for a given combination of current time, customer, and other order parameters, with a suggestion to use it. The operator either selects the proposed date or returns to editing the order.

Regulatory Matrix Administration

Hoping that the company will never encounter technical failures, friendly visits from the tax office and other force majeure circumstances is at least short-sighted. Therefore, it is necessary to develop in advance an easy-to-use mechanism for adjusting the regulatory matrix or including temporary rules for various groups of internal customers, as well as appoint an employee, answer

We attended a meeting of the "Quick Wins" working group at the Department of Transportation. Target - optimization and efficiency increase of SUE "Mosgortrans" by relatively simple solutions(which may be implemented in the near future).

The agenda for discussion was as follows:

The only point that caused us complete embarrassment was the equipment of the NGPT with luggage racks. Two things are not clear: where should this shelf be located and why is it needed at all? People use public transport when they travel mainly to and from work, as well as to travel around the city, while no one carries a few suitcases in their luggage, and a small flow of passengers always goes to train stations and airports by public transport.

You can evaluate and comment on the rest of the proposals yourself, I will tell you what we proposed for our part:

1. Increase in the number of rolling stock with extra large capacity(harmonicas) and tram trains. If you know bus and trolleybus routes where crowded buses run, then write to us, we are compiling a list.

2. Reducing the number of stops for main bus routes. Long routes should not stop at every stop. As an example, we discussed route No. 716 “Sokolniki - pos. Vostochny, which most of the route along Stromynka and Shchelkovskoye Highway is duplicated by trolleybus routes. If there is a trolleybus "stopping at every pole", then the bus running on the parallel track must be a semi-express. Here, too, everything is simple - we form a list of routes and stops that we want to cancel - after that we form a list of proposals for consideration in the MGT and DT.

3. Ghost routes at intervals of half an hour or more, it is necessary to partially transfer to small-capacity buses (minibuses) with a reduction in traffic intervals. That is, instead of one large bus every 30 minutes, we propose to run three small ones, but with an interval of 10 minutes. After monitoring the passenger flow, it is possible that such routes will be rolled out and the demand for them will increase. We also believe that on such routes it is always necessary to leave at least one "big" bus that will run according to a clear schedule.

4. "Draw charts". They promised to accelerate the movement along the routes. Now there is a paradox that being late according to the schedule is not considered a violation, but arriving earlier is considered a violation! A lot of work remains to be done in this direction by the MGT. A trolleybus should not travel at a speed of 15 km per hour along an empty street simply because it has such a schedule.

5. Cancellation of extra and double stops. After the introduction of ASKP, Mosgortrans made separate stops at stops with a large passenger flow for boarding and disembarking passengers. That is, the bus actually stopped twice at the same stop, passing 5-10 meters between disembarkation and landing. This led to an even greater increase in travel time along the route. Once it was justified - it was necessary to teach people to get into the front door, but now people have already adapted to this, there is less sense in such stops. We proposed to revise them and liquidate a significant part of them.

Another problem is too frequent stops on the route: it is not uncommon for stops to be located 40-50 meters apart. Too frequent stops also slow down the movement along the route, some stops should be transferred to the "On demand" category.

6. Tram traffic lights. We are expected to provide specific proposals on problem areas that collect tram traffic jams and where an increase in the tram cycle is required. In the same paragraph, they added a promise to deal with delusional instructions, according to which two cars in a row cannot pass the intersection, or it is possible, but it is necessary to maintain a considerable distance there, otherwise they will be deprived of the bonus.

7. Launch a website where GLONASS will show the location of buses and trolleybuses. Implement a mobile application site for iPhones and Androids.

8. In all air-conditioned buses gotta hang up the phone hotline and a short SMS number where you can quickly send a complaint about a non-working air conditioner in a particular bus.

All our proposals were approved and accepted for consideration. After analyzing the labor costs and time costs, arrangements for specific terms will be given.

What other questions were raised during the discussion:

1. The idea was put forward to make most of the stops, except for the nodal ones, "on demand". That is, what they tried to implement a few years ago and gave up - the doors should open only at the request of passengers. Well, in general, the idea may not be bad, but in our opinion, for its success, massive informational advertising is needed, as it once was with the introduction of ASKP.

2. Increasing the ticketing network - any measures that will reduce the number of ticket purchases from the driver.

3. Installing a board with the time of arrival of the shuttle bus. This is a very good, correct idea, but we see it as completely unrealistic to install a scoreboard at ALL MGT stops. On the main passenger-generating ones - it is possible, but in other places it is the mobile application that can be the solution.

4. Possible rebranding of Mosgortrans. But in order to change the sign, it is desirable to change the content, in the case of Mosgortrans, this would need to be summed up by some significant event, for example, the abolition of turnstiles. By the way, how would you suggest renaming Mosgortrans?

P.S. Members of the working group:

An interesting study was conducted in February 2009 by teachers and students of the Kamyshin Institute of Technology: following the instructions of the mayor's office, they analyzed the work of the "state" public transport using a tabular-survey method. Dozens of volunteers communicated face-to-face with passengers on the buses for several days, asking questions and filling out tables. In the course of processing the extensive collected material, a number of important indicators characterizing the passenger flow, traffic congestion, etc.

So, in winter, buses of motorcade No. 1733 transport daily from six (on weekends) to eight (at the height of working week) thousand passengers, of which about 37% are beneficiaries - pensioners, students, schoolchildren. The average travel distance is 5 stops, or 3.5 km. The most popular among the reeds are the stops "Gorrynok", "Department Store", "Oktyabrskaya", the number of incoming and outgoing passengers at them is maximum. Routes No. 1, 5u, 7 remain the most popular.

Analyzing the indicative indicators of the monthly income and expenses of the convoy, the researchers came to the conclusion that with the existing organization motor transport company is likely to be unprofitable. It is necessary to look for and use various ways to increase profitability. Such ways can be, for example, the transition to a flexible bus schedule, taking into account the uneven passenger traffic in different time days, that is, optimization of the traffic schedule, renewal of the bus fleet on the basis of the principle of abandoning large-sized buses, the introduction modern system remote dispatch control, etc.

Participating in the survey, passengers also shared their own proposals for improving the quality of public transport: in particular, the respondents spoke in favor of increasing the number of buses in almost all directions, for the need to oblige the convoy to more strictly follow the traffic schedule, for the introduction of a new route "5 microdistrict - Meat Processing Plant" , for organizing the movement of state transport on route No. 20, etc.

Last week, the KTI leadership presented a detailed report on the research work carried out to the specialists of the city administration. The head of Kamyshin, Alexander Chunakov, suggested that in order to obtain a more objective picture, similar measurements should be carried out in May and carefully calculate the economy and efficiency of transportation. “The administration must be sure that every budget ruble sent to transport workers in the form of subsidies is used with full return,” he explained . “If for this it is necessary to use some other, more modern schemes for organizing passenger service, we will adopt them from other regions and use them.”

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Slides captions:

"Transport in my city" Sociological survey of Michurinsk 2014

Questioning and a sociological survey about the work of transport in the city of Michurinsk, Tambov region were conducted by students of grade 9 "A" of MBOU secondary school No. 7 Yakovlev Alexander Maslova Svetlana Andreev Sergey Dubrovsky Grigory

5 questions were asked: 1) How do you assess the work of urban transport? (excellent, satisfactory, unsatisfactory) 2) What type of transport do you use? 3) Which mode of transport is more efficient? 4) What do you not like about the work of transport? 5) How to improve the work of transport in our city? In January 2014, 102 residents of Michurinsk were interviewed.

excellent satisfactory unsatisfactory 25 44 33 1) How do you rate the work of urban transport?

Personal transport 25 Bus 27 Fixed-route taxi 32 Taxi 14 Do not use 4 2) What type of transport do you use?

Personal transport 30 Bus 11 Fixed-route taxi 24 Taxi 37 3) What type of transport works more efficiently?

1) Few buses in the morning hours 16 2) Transport leaves the route early 20 3) Poor condition of transport 13 4) Value for money (high price, poor quality of transportation) 13 5) Heavy traffic jam 20 6) Chanson Radio 8 7 )Everything suits 12 4)What do you not like about transport?

1) Improve the quality of roads 44 2) Increase the operating time of urban transport 20 3) Increase the number of buses 10 4) Make new routes to the outskirts of the city 12 5) Make transport more convenient 16 5) How to improve transport in our city?

On the topic: methodological developments, presentations and notes

Project "Historical monuments of my city""

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The colors of my town. (Colors of my city.)

Stavropol, February 20 - AiF-SK. The fare in buses and minibuses of the capital of the region has once again risen in price by two rubles. Meanwhile, the quality of his work leaves much to be desired. We talk with the manager about what could be changed and why this is not happening. public organization"Committee of Public Security" for Stavropol by Dmitry Fedoseev, who distributed " open letter” with the requirement to finally pay attention to an acute problem.

Dmitry, you have repeatedly addressed both regional and city authorities on this issue. Why don't they hear you?

Yes, we have written about this several times. After reviewing the response to a letter addressed to the Governor of the Stavropol Territory published in the electronic information system "Democrator" with proposals for improving transport service of the population of Stavropol, it becomes clear that the committee of urban economy of the administration of the regional capital does not see an opportunity for this. We proposed to switch from minibuses to buses.

The main reason is indicated - focus on making a profit in the implementation of commercial activities by carriers. While agreeing that for private carriers the issue of profitability is in the first place, one cannot agree that for a municipal carrier it is also in a decisive place.

Every resident of the city pays taxes, including the maintenance of urban municipal transport. And this means that he has the right to receive modern, serviceable, clean transport of the required class of capacity according to the established schedule, taking into account the interests of the majority of citizens, along the most significant routes connecting all districts of the city and socially significant objects.

I want to remind you that “urban routes should provide transport connection residential and industrial areas of the city, communication with enterprises of cultural and recreational purposes, railway stations, airports, stations, platforms, marinas, etc.” (Clause 12 of the Provisional Rules for the Carriage of Passengers and Baggage by car in Russian Federation dated 29.09.97). The statement about the low profitability of the "transportation business", which is taxed under a simplified scheme, is also groundless. In fact, this is already unfair competition with municipal carriers.

- What are your main claims to the city "wheels"?

The policy of increasing "small" public transport on the already busy urban highways only leads to a decrease in the low quality of passenger service and an increase in discontent among motorists.

The buses and trolleybuses purchased over these 4 years are used inefficiently due to the lack of proper maintenance, frequent breakdowns, lack of proper repair facilities and spare parts.

- What would you change on city routes?

For a long time, route No. 29M could not cope with the passenger flow from the new Perspektivny microdistrict, but the decision to launch buses was made relatively recently.

The extension of route No. 8 to the Perspektivny microdistrict, which is served exclusively by buses of especially small capacity, does not allow residents of the microdistrict to travel comfortably to Lenin and Mira streets.

Certainly, as a business, private transportation should not be eradicated. It's about that the number of buses and trolleybuses on busy routes with maximum load during peak hours should be increased, their route network should be restored and optimized. Nothing prevents private traders from serving routes with low passenger traffic (which is adequate for the capacity category of GAZelles) or from working earlier and later. And on busy routes, work as an auxiliary transport, for example, during the daytime, when the intervals of buses and trolleybuses increase. Commercial transportation should be returned to its main role - auxiliary transport of increased comfort, and large-capacity buses and trolleybuses should be given the main role in passenger transportation.

The issue of restoring the trolleybus route No. 6 or No. 10 has already been raised more than once, but the matter is not moving forward to this day. SMUTP has already received a proposal to close route No. 5, due to its minimum social significance and replacing it with bus route No. 19, and “transferring” the rolling stock to route No. 6.

By the way, during the collection of signatures for the resumption of service on trolleybus route No. 6, more than 1,000 potential passengers from among the residents of the Industrial District signed their signatures.

In addition, during peak hours, the main load on bus routes No. 12 and No. 13 is taken up by PAZs and duplicate routes of fixed-route taxis No. 12, No. 13, No. 43, and not large-capacity buses. On route No. 12 there are only 3 of them “at most” and not a single municipal one, and on route No. 13 they come to stops at unreasonably long intervals, “skipping” the “rush hours”, especially in the evening, following “to the garage” without passengers.