66 Journal of Engineering, Mechanics and Architecture www. grnjournal.us AMERICAN Journal of Engineering, Mechanics and Architecture Volume 2, Issue 6, 2024 ISSN (E): 2993-2637 Organizing Management in the Transport Logistics System Karimov Akmal Akbarovich Associate Professor of Karshi Institute of Engineering and Economics, Doctor of philosophy in technical sciences Sharipov Umrzoq Otabek o’g’li Graduate student of Karshi Institute of Engineering and Economics Abstract: The article deals with the development of logistics work in enterprises. Proper organization of logistics in enterprises helps to increase the efficiency of transport. Keywords: economy, technical supply, service, distributed services, management, type of product, material flows. Introduction. In the conditions of the market economy, industrialized companies of the country use two forms of organization of material and technical supply: centralized and decentralized. Each of these forms (supply and sales) is a unique grouped and distributed supply sales service. In a grouped service, all its departments perform separate functions (supply, sales, storage, transportation, etc.). For distributed services, it is typical to split linear sections over two or more sections. Material and Methods. Usually, the centralized form of material and technical supply management is used in firms that produce one type of product and enterprises operating in one region. A decentralized form of management is used in firms located in different regions and specializing in the production of the same or several different products. Sometimes a mixed form of management is used. Reduction of transaction costs in the centralization of material and technical supply is achieved by receiving large quantities of goods from suppliers and buying them at discounted prices. In a decentralized form, the supply service organization, production and sales departments purchase relatively small quantities of raw materials and products, resulting in delivery costs. Material equipment supply reduces transaction costs due to reduction of material stocks in each production department and enterprise activity. Material equipment supply takes responsibility for the movement of material flows within the enterprise, including incoming raw materials, semi-finished products and finished products (sent to consumers), as well as ensuring the production process of all necessary materials at the required time and in the required quantity. This organization of the materials management service reports to the vice president of the firm and may sometimes be combined with the production service and design in a single department. According to this diagram, the president and vice-president of the firm manage each department, including financial issues, market policy issues, product production, research, and finally material and technical support issues. 67 Journal of Engineering, Mechanics and Architecture www. grnjournal.us Its organization in the form of a centralized management of the group service of material and technical supply implies a special responsibility for production supply and sales in the activities of each firm, which is specialized in the production of a specific type of product. The diagram below shows the concentration of material and equipment supply function within the service of each firm responsible for this or that type of product. In the case where the concentration of such a function is not necessary, the form of centralized management of the spread service of material equipment supply is used. Results. Under the influence of the new commodity policy and strong competition, the constant restructuring of the work of large industrial corporations is inevitably associated with a change in the size of the material value of goods and the formation of a new system between different functional departments. An important issue of the management apparatus is to ensure such reorganization in a short period of time with few losses. Under the material flow management system in companies, 2 main directions of sustainable communication adaptation can be distinguished. The first direction is the acceleration of interaction between different functional departments due to the development of various economic mechanisms. The second direction is the development of the necessary level of cooperation through organizational changes in corporations. These directions, as a rule, develop in parallel and complement each other. Discussion. In the experiment, various methods of adaptation are used with the help of a model that controls the actions of managers and specially developed procedures within the framework of material flow management. In recent years, the main attention in American corporations has been focused on stabilizing the management of material resources with the help of specialized information systems and computers. Stabilization of planned and controlled work procedures in the process of material flow management based on the widespread use of computers is carried out simultaneously with the organization of service restructuring. This led to the emergence of a newly organized mechanism of control and adaptation. Among the most common, it is possible to show mechanisms organized in three different ways:  special functional departments are formed, in which a large part of the planning, management and control functions, and the regulated part of the movement of material flows through new corporations are controlled. This method is most often used in practice;  if a special leader or adaptation group is appointed, the main issue is the adaptation of the decision-making process on the management of material flows in functional blocks;  a matrix mechanism based on two-way subordination to departments will be created, which will depend on effective management of material flows. The development of a special structure for the management of material resources is usually carried out at the expense of the problems in this field that each company faces. Under the material flow management system, 3 main structural blocks are divided according to functional specialization: 1) planning and adaptation; 2) management or regulation; 3) control. The first option is designed to increase the efficiency of the use of raw materials and materials in the production process and at the supply stage, and is often used in corporations that produce products of industrial importance. The main problem here is the need for constant communication between production departments and supply works, the organization of control over the storage and use of material resources, and the provision of operational management of the movement of material resources through production departments. are issues. The second option - the structure of the material flow management department is often used in companies that serve a large number of customers and produce a wide range of products. Conclusion. A control system has an input, that is, it has a specific purpose depending on the level of the control hierarchy. It is not always possible to achieve goals during a specific period of management. Success in one activity may lead to failure in another. It is very important to 68 Journal of Engineering, Mechanics and Architecture www. grnjournal.us determine the type of measurement unit of activity results on the way to achieving the goal. After this stage, control begins. For example, you have been given responsibility for the development of a new product, and you are primarily interested in the high quality of this product. Meanwhile, accountants are interested in reducing production costs, and economists are interested in its efficiency. The experience of working with a team shows that if the attention of employees is drawn to a specific dimension, the received control numbers will be sharp. References 1. Каримов, А. А., & угли Кичкинаев, М. А. (2023). ПРИСАДКА ДЛЯ МОТОРНЫЕ МАСЛА. 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