Управління бізнес-процесами торговельних підприємств в умовах воєнного стану в Україні

This paper suggests a continuous improvement plan that can satisfy customer's value and eliminate waste in the enterprise business process. In order to explore the applicability of lean management principles in the enterprise business process, the five fundamental concepts (specify value, identify the value stream, flow, pull, and perfection) of lean management are being used as a stable and proved approach. In addition, Business Process Management is applied as a new method to constantly improve the elimination of waste in the enterprise business process. This can be accomplished by the lean management concept. Moreover business process problems, such as overlapping work, redoing work, communication gaps, inflexible processes, and obscure processes, have the possibility of being solved by lean management. Lean management has traditionally been adopted by manufacturing industries to improve operations through the identification and elimination of all forms of waste basically. The construction industry has also adopted this philosophy, primarily in the field of projects. In order to increase an organization's competitiveness and productivity, lean management is needed in the any business process as well as in the field. The intent of this work is to explore a method of introducing lean management which continuously improves any business processes. The five fundamental concepts (specify value, identify the value stream, flow, pull, and perfection) of lean management as an approach are being adapted in this project to improve quality of the processes. Hence the main objective of this paper to apply the tool of lean and six sigma management to improve the elimination of waste in the enterprises business process. Followed by a literature review which provides a brief summary of lean thinking and six sigma along with challenges might face while implementing. A case study follows that demonstrates how; Business Process Management is applied as a tool, method to constantly improve the business process.

Information System is one of the key domain in which lot of research has been done in the past few years. Applying Information systems to heterogeneous and distributed environments is one of the current research areas. Business Process Management Systems is the information systems which deal with the administration of tasks in the business processes, organizational structures, or in the related context. The Workflow Management system, the early idea of BPM, controls the workflow in an organization, data transfer, and integration of legacy information systems with existing programs and program modules, delegation of business tasks. Offering task management services especially modeling of business processes and underlying organizations, BPM serves it meaning and incorporates the WFM system. BPM supporting the use of knowledge concerning the awareness/unawareness of integrated software, and analysis of processes and organizational structure in terms of verification, modification, evaluation are key management in BPM system I.INTRODUCTION TO BPM: Combination of corporate restructuring and mergers urged the department and processes to be automated and linked together. Unfortunately it created largely disconnected spaghetti of systems and applications. Business Process Management (BPM) was born from a strong need to streamline internal processes and connections between both internal and external functions. It provides ability to model, monitor, manage and manipulate processes quickly in response to changes in strategy and market forces. BPM is an extension of classical Work Flow Management (WFM) systems and approaches. BPM delivers the maximum utility of legacy system. It is a method for revolutionizing the way the work moves throughout an organization. II.COMPONENTS OF BPM: The four key elements in Business Process Management are: Process modeling, Process rule, Process management, and Process performance analytics. Process modeling: Process modeling describes the flow of information (business process).It helps in building a model of process and mapping into an implementation frame work. Modeling requires a consistent analysis and representation of the processes. It forms the basis for the userspecific process environment. Process Rule: Process Rule is a heart of the BPM. It involves execution of discrete steps & integration of information. A process rules engine is used for this purpose. The engine is to monitor and manage the given steps by providing a flow control over the business process. If a process fails or delayed, a compensated action can be done to rectify. Process Management: Process Management is to correlate business/application events to fundamental business metrics .It enables the organization to monitor and optimize the business process. Once the process has been analyzed, modeled and the associated rules are formed. The next stage involves the visualization and management. Visualization means transaction data ranging from holistic to process-state or client state specific rules. Process Performance Analytics: Process Performance Analytics is a transition data source available for sophisticated management analytics .This data should be available on a retrospective or real-time basis. It should answer to one of the most difficult question like “how much does it cost to process a specific transaction?” By this way BPM mainly addresses four components. They are Work Flow Management, Content and records management Enterprise Application Integration (EAI) and Business Activity monitoring (BAM). III.RELEVENCE TO SYSTEM INTEGRATION: BPM can be fitted easily on the top of existing IT system. It is the Process rules that governs all the happenings and optimizes the process. BPM will not be able to work without the connectivity provided by the EAI layer. EAI layer provides BPM to gain and measure the value from the investment. On the other hand, BPM provides value to the EAI technology layer of Information technology. BPM layer offers business management the view of the message processing layer. It is used to unlock the value of the information held in the integration layer. It is also used to gather data of every transaction in the lifecycle. IV.APPLICATION OF BPM: BPM can be applied to any application which needs these advantages. BPM reduces unnecessary high losses in time critical transactions, helps to provide any critical information, practical application yield fast ROI ,better control over the information, identifying and maximizing the benefits faster, better analysis and tracking, provides enterprise-wide visibility of business processes, improve the effectiveness of the core operations, provides ability to coordinate interactions between information systems, business process and the people, flexible and easily changed by non-technical business people.

Digital progress fundamentally transforms social reality, changing not only the key principles of social life but also all social institutions and spheres in which social interaction takes place, without neglecting the fundamental basis of the world's existence – the economy. Therefore, the problem of digitalization of the enterprise's business processes in the conditions of the digital economy becomes extremely urgent, given the need for high-quality management of the development of private capital.
 The purpose of the article is a multi-aspect system modeling of the encapsulated approach of the enterprise's business processes to find adequate justified management of flow processes in the conditions of digitalization of the economy. Research methodology – methods of digital analytics, based on the analysis of financial statements of enterprises and mathematical modeling of investment flows, including comparative analysis of indicators of comprehensive diagnostics of the effectiveness of digitalization of telecommunications enterprises. Findings - the key flows of business processes of enterprises are defined: material, innovative-intellectual, information-marketing, financial, the effectiveness of which management consists in the synchronization of flows with the possible assumption of temporary variations in the investment of one or another flow. Modeling made it possible to recognize the dominant flows – financial and innovative-intellectual, which allowed the authors to scientifically substantiate the need for systematic balanced management of the enterprise's business processes depending on the changing external environment, which is forced to transform intensively under the influence of the realities of the digital society. The theoretical constructs applied by the authors using the general and innovative theory of systems, the process approach of managing the quality of flows in combination with an interdisciplinary approach and analytical methodology made it possible to highlight the peculiarities of business processes in the conditions of digitalization as a general complex system that can be effectively managed using modern digital technologies.
 The study of key indicators and analysis of flow management is proposed to be carried out with the help of an encapsulated approach, which provides scientists with the basis for analytical analysis of the effectiveness of business processes at a modern enterprise in the conditions of a digital society. Research limitations – obtaining the analytical dependence of the key flows of the enterprise's business processes is a platform for making management decisions but requires the use of a more modern methodology using digital tools.

Enterprises in today’s networked economy face numerous information management challenges, both from a process management perspective as well as a decision support perspective. While there have been significant relevant advances in the areas of business process management as well as decision sciences, several open research issues exist. In this paper, we highlight the following key challenges. First, current process modeling and management techniques lack in providing a seamless integration of decision models and tools in existing business processes, which is critical to achieve organizational objectives. Second, given the dynamic nature of business processes in networked enterprises, process management approaches that enable organizations to react to business process changes in an agile manner are required. Third, current state-of-the-art decision model management techniques are not particularly amenable to distributed settings in networked enterprises, which limits the sharing and reuse of models in different contexts, including their utility within managing business processes. In this paper, we present a framework for decision-enabled dynamic process management that addresses these challenges. The framework builds on computational formalisms, including the structured modeling paradigm for representing decision models, and hierarchical task networks from the artificial intelligence (AI) planning area for process modeling. Within the framework, interleaved process planning (modeling), execution and monitoring for dynamic process management throughout the process lifecycle is proposed. A service-oriented architecture combined with advances from the semantic Web field for model management support within business processes is proposed.

KPI-Based Approach for Business Process Improvement

Анотація. За останні роки ситуація істотно змінилася: ринкова система управління змінила адміністративну, підприємства і окремі працівники отримали доступ до досягнень технологічної, електронної та інформаційної революцій, вступили в конкурентні відносини. В результаті змін, що відбулися сучасні підприємства отримали не тільки нові можливості, але й численні проблеми, які потребують реалізації структурних змін в вигляді реінжинірингу бізнес-процесів відповідно до вимог домінуючих економічних, технологічних і соціальних тенденцій розвитку сучасної економіки.
 Використання реінжинірингу в якості основи для розробки моделі адміністрування бізнес-процесів підприємства вимагає докорінного перегляду традиційних основ побудови підприємства і його організаційної культури. Такі суттєві зміни вимагають використання, як спеціальних принципів, так і певних організаційних та економічних умов. Особливої актуальності в рамках розроблюваної моделі адміністрування представляє перепроектування внутрішньої структури управління бізнес-процесів для сучасних підприємств, що знаходяться в кризовому або передкризовому стані.
 Метою даної статті є формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств в сучасних вимогах світових стандартів ринку.
 Підґрунтям для формування ефективної системи виробничих процесів є спеціальне програмне забезпечення (реінжинірингові механізми) організації спільної роботи в локаціях підприємства. За допомогою ефективної організації системи виробничих процесів, використовуючи засоби електронних повідомлень та процес маршрутизації, існує можливість організувати прямий обмін інформаціє про результати роботи між учасниками бізнес-процесу. Функції контролювання за виконанням бізнес-процесу належать керівництву підприємства, з обов’язковою участю підрядників для завершення повного автоматизованого виробничого циклу.
 Авторами в статті детально розглянуто процес використання ІТ-технологій в процесі формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств. В статті визначено відмінність формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств та автоматизації їх діяльності.
 У статті виокремлено, що формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств характеризується: чітко визначеним початком і кінцем; впливом зовнішніх факторів, які або пов'язують його з іншими бізнес-процесами на підприємстві, або описують вихід у зовнішнє середовище; послідовність виконання функцій та правила їх виконання (ділові правила).
 Ключові слова: реінжиніринг, підприємства, бізнес-процеси, IT-технології, управління, реінжиніринговий механізм.

Business processes are essential components of all enterprises and the use of models, languages and execution engines as components of a Business Process Management (BPM) deployment are now commonplace. By definition, these processes describe an enterprise in terms of its organizational knowledge, structure and activities, and are often essential to realizing an organization's competitive advantage. It thus follows that the design, execution and, critically, responsiveness to change in the system or environment they are affecting, is of prime significance toward establishing and maintaining efficient business operation. Deploying a high quality and effective Business Process Management System (BPMS) is thus utterly essential to many modern enterprises. Yet current trends toward flexible methods of working, just-in-time organizational reaction times, distributed intra-organization and interorganization collaboration and constantly changing markets are creating new and complex business landscapes. This brings about increased complexity, further motivating the need for real-time dynamic change throughout an enterprise's business processes; ever more dynamic environments require key business processes to be more flexible and automated in both their design and behaviour. Yet many companies are now discovering that investments in conventional BPMS often suffers from poor return on investment due to a common inability to create business process models that are both meaningful to business people and capable of offering the real-time process flexibility and rapid process adaptation required to cope effectively with the fluid business conditions typifying many modern enterprises. As evidenced by our work with customers in the manufacturing domain, there is very often a need to alter executing process structures, sometimes in real-time, without perturbing the integrity of running process instances. If a BPMS is not built to innately support change in this manner the result can be reductions in both dependability and visibility, especially from a management perspective. Our observation is that many of the current procedural approaches to BPM are too inflexible and unresponsive to change, especially in any automated fashion. In fact many BPMS solutions provide only design-time modelling, with neither support for run-time determination of process structure, nor direct execution of industry standard Business Process Modeling Notation (BPMN) process models without the need for first translating BPMN into intermediary formats, such as the Business Process Execution Language (BPEL), in preparation for execution. In practice, these issues imply that process models can tend to become overly complex and brittle through the necessity of coding-in all O pe n A cc es s D at ab as e w w w .in te ch w eb .o rg

The article systemises methodical instruments for evaluating efficiency of measures of digitalisation of business processes of enterprise. A schematic diagram of a general algorithm for evaluating the effectiveness of measures to digitalise the business process of enterprises has been developed. It is determined that assessing the degree of effectiveness of measures to digitalise the business processes of enterprise will also indirectly create conditions for identifying bottlenecks, based on which the management of enterprise will be able to make operational management decisions to optimise the business process through its digital development. It is substantiated that the assessment of business processes and their digitalisation should lie within the functional responsibilities of a certain entity; for this purpose, it is proposed to establish committees at the enterprise to assess the efficiency and digitalisation of business processes. In addition to formulating proposals for eliminating bottlenecks and directions and methods of digitising the company's business processes, the functional responsibilities of the Business Process Efficiency and Digitalisation Committee include the function of assessing the efficiency of an already digitised business process. For this purpose, the Committee develops analytical tools using established business process evaluation methods adapted to the evaluation of a digitised business process, which may include the PDCA cycle, internal audit of business processes, analysis of key performance indicators, functional and cost analysis, and analysis of stakeholder requirements. Each of the proposed instruments for evaluating the effectiveness of measures to digitalise the enterprise's business processes is adapted. It is summarized that when assessing the efficiency of business processes with a view to determining the need for their digital transformation or assessing the efficiency of a digitised business process, it is advisable for an enterprise to approach this issue in a comprehensive manner, namely, to develop clear policies and procedures by establishing and regulating the activities of the committee for assessing the efficiency of the enterprise's business processes by delegating to it a responsible person from each unit for managing business processes that create value or participate in this process.

Nowadays, the problem in business process management (BPM) is that BPM systems should both be easy to use for business process developers and be based on a sound formal method. Business process management systems are often based on semiformal modeling techniques such as event-driven process chains (EPC) or UML. Unlike semiformal modeling techniques, the process calculus CSP comes with mature verification sup- port. Surprisingly little work has been done on using CSP for business process modeling and management. In this paper, we present our approach to business process management, which is based on the observation that CSP is well suited not only for specifying business processes and verifying work???ows but also for executing work???ows using our CSP4J framework. We report on a work???ow server, which is specified in CSP and implemented using our CSP4J framework. The server accepts work???ows that are modeled in CSP and also implemented using CSP4J. This allows us to integrate the mature verification support of CSP into both the management system itself and the development process of the end users’ business process definitions.

In the modern business scenario, organizations are vesting high efforts in managing process sustainability as part of their operations management practices. The global environmental concerns for the welfare of the society have facilitated this change. Research studies have reported Information and Communication Technology (ICT) as one of the prerequisites in developing and maintaining efficient business processes. The process sustainability related initiatives and various processes related regulatory compliances have created the need for sophisticated IT tools like BPM (Business Process Management) and BI (Business Intelligence) in organizations. Thus with the advancement of ICT, a strong desire to enhance the business process performance through BPM and BI applications is felt across organizations. However, there is scant research available on leveraging the advantages of these applications in sustainability development. Therefore, this paper aims to present a conceptual architecture framework using an integrated BPM and BI solution to develop an orientation among practitioners and academicians towards the inclusion of ICT in attaining a sustainable, energy efficient business operations or processes. The framework is based on the literature pertaining to the role of BPM and BI in process sustainability as well as from the inputs of practitioners involved in the field of BPM and BI.

The rapid advancement of artificial intelligence (AI) fundamentally transformed the business environment by optimising management processes, enhancing operational efficiency, and generating new challenges for enterprises. This necessitated a comprehensive analysis of its impact on the transformation of business processes. The objective of the study was to examine the influence of AI on the transformation of business processes in enterprises of various sizes, identify primary directions of its application, and assess development prospects. The study was grounded in the use of systemic analysis, comparative analysis, case study method, and statistical data analysis. Scientific publications, corporate reports, analytical materials, and practical implementation cases were processed. The findings revealed that the adoption of AI significantly increased the efficiency of business processes in large enterprises through operational automation, customer interaction personalisation, and enhanced market forecasting. In the financial sector, machine learning algorithms reduced fraud rates and expedited document processing, consistent with global practices in banks such as JPMorgan Chase, Mizuho, and SMFG. In retail, improvements in recommendation system accuracy were observed, as reported by global companies like Amazon and Netflix, where personalisation contributed to increased conversion rates. Manufacturing enterprises reported optimised logistics and reduced operational costs due to AI implementation. Furthermore, enterprises actively explored the potential of generative AI in marketing, product development, and employee productivity, yielding results aligned with international experience, including the deployment of GitHub Copilot, which improved the speed and quality of software development. The practical value of the study lay in the applicability of its results for executives, analysts, and consultants to enhance digital transformation strategies and improve enterprise competitiveness

The purpose of this study is to determine the nature, value, principles and tasks of reengineering business processes of wholesalers, as well as developing recommendations on the formation of an optimal mechanism for reengineering business processes of these enterprises, taking into account various factors of the internal and external environment, as an element of managing the efficiency of their operating activities. To achieve this goal, a range of research tasks was defined, among which: 1) the study of the nature, value, principles and tasks of reengineering business processes of wholesalers; 2) determination of influence factors and classification of types of business process reengineering; 3) analysis of reengineering implementation techniques; 4) forming recommendations on the development of an optimal mechanism for reengineering the business processes of wholesalers as an element of managing the efficiency of their operational activities. Having studied different approaches to determining the essence of business process reengineering, the authors give a generalized definition of it, which is based on institutional, process and systemic approaches and represents a combination of principles, methods, procedures, sequential steps and interrelated elements that ensure the transformation of the main business processes of a wholesale enterprise in accordance with strategic changes in order to increase the competitiveness of this enterprise. The basic principles of business process reengineering are: the principle of their enlargement, independence, flexibility and adaptability, clarity in the distribution of functions, completeness of information, remuneration for the result. Therefore, its main tasks are: changing the organizational structure of the wholesale enterprise, creating a motivation system and a new corporate culture in ambushes to maximize the needs of wholesale buyers. The authors also determine the great influence on the reengineering of business processes of the wholesale enterprise of internal and external factors, on the basis of which they propose to classify its types depending on the stage of the life cycle of the enterprise itself. After analysing many existing business process reengineering techniques, the authors propose their own methodology, which is based on the X-engineering methodology and includes such stages as: business planning of a reengineering project, project start-up, process redesign, verification of results and decision-making on the effectiveness of business reengineering processes. Thus, the authors formulated proposals on the formation of an optimal mechanism for carrying out reengineering of business processes of wholesale enterprises, which provide for the focus of enterprise management on three areas: processes, proposals and participants.

The article seeks to provide a robust framework to ensure effective management of innovative business processes at agricultural companies in rural areas. Based on different conceptual interpretations of the "innovation" and "business processes" terms, this study suggests to consider the innovative business processes as a goal-oriented set of operations (activities) performed sequentially or simultaneously (transforming inputs into outputs) that shapes a desired ultimate result with a focus to its application and R&D commercialization. Presenting innovation-based activities of rural agricultural companies in a business process format will facilitate their better adaptability to rapidly changing external environment, enable to assess the effectiveness of individual innovations as well as to detect the bottlenecks and errors and eliminate or mitigate them at the initial stage of innovation development. From the perspective of a process-based approach, the proposed model of managing innovative business processes of agricultural enterprises in rural areas provides an opportunity to: 1) benefit from effective use of innovative technology to achieve strategic goals of rural agricultural enterprises; 2) harmonize stakeholder interests of all rural agribusinesses and accumulate resources for their implementation) to provide rationale for agribusiness activities in rural areas in terms of ensuring their competitiveness; 4) to boost the profitability of rural agribusinesses and generate unused resources. The identification of such common elements contributes to better understanding of the logic of a systemic framework to manage innovative technology process based on business process compositional modeling. The findings demonstrate that step-by-step algorithm based on the proposed model will enable to carry out a sound assessment of the innovation potential of agricultural companies, build their sustainable competitive advantages along with contributing to creating a favourable environment to implement innovative development strategy in the agriculture industry and promote the application of technological innovations in manufacturing and management.

Introduction. In the context of modern challenges and needs of the global business environment, effective management of business processes and ensuring economic security are extremely important for the success of IT enterprises. This article examines the key aspects of economic security and business process management in the context of information technology, enabling analysis, evaluation, and optimization of enterprise activities in this sector. Research Objective. Studying key aspects of economic security and business process management in the context of their optimization in the IT sector, as well as researching methods of business process management and providing practical recommendations that can be useful for IT enterprises to improve their efficiency and competitiveness. Method (methodology). The research methodology involves literature analysis, empirical studies, and the use of analytical, synthesis, modeling, and forecasting methods to gain a deeper understanding of economic security and business process management in the IT sector. General scientific techniques have been utilized, including the analysis of scientific literature addressing issues of economic security and business process management. Empirical studies include the analysis of practical situations in the IT sector, allowing for the examination of specific cases of success or challenges in the field of economic security and business process management. This combination of methods will enable a comprehensive analysis and provide recommendations for improving practices in the IT sector. The results. The research methodology encompasses literature analysis, empirical studies, and the utilization of analysis, synthesis, modeling, and forecasting methods to gain a deeper understanding of economic security and business process management in the IT sector. Empirical research involves analyzing practical situations in the IT sector, allowing for the examination of specific cases of success or challenges in the realm of economic security and business process management. This combination of methodologies enables a comprehensive analysis and provides recommendations for improving business process management practices within the context of economic security in the IT sector Conclusions. The issues of achieving economic security status by IT businesses have been studied and summarized, taking into account their specificities. Methods for assessing the effectiveness of business process management through the use of indicator systems adapted to the IT industry have been generalized. Suggestions have been made for developing performance indicators for IT enterprise business processes to enhance management practices and ensure stability and competitiveness of IT companies within the context of economic security.

Aspects of the reengineering of business processes of HoReCa enterprises are being studied. Aspects of the benefits of business process reengineering as a means of significantly improving the operations of hospitality enterprises are revealed. The aim of the work is to generalize the existing methodological approaches to the processes of business process reengineering and to justify the content, stages and format of the business process reengineering organization for HoReCa enterprises. The authors emphasize that hospitality and catering services have always been characterized by high profitability. Unfortunately, the consequences of the corona crisis, global crisis phenomena and the deployment of hostilities in our country have become a difficult test for the entire HoReCa industry. The emphasis of the work is on the fact that the reengineering of business processes is an effective measure to ensure the further effective development of HoReCa enterprises. Reengineering is the basis of a radical change in the functioning of enterprises, ensuring significant competitive advantages and achieving an improvement in the financial condition. The author's definition of the concept of «reengineering business processes of HoReCa enterprises» is proposed. It is understood as a mechanism of fundamental improvement and optimization of the activities of enterprises, the action of which is aimed at qualitative restructuring of business processes, achieving significant changes and improving indicators of quality, level of costs, speed of service, and, therefore, increasing the competitiveness of enterprises of the hospitality industry. The article emphasizes that the reengineering of business processes is the embodiment of a complex program of transformations and fundamental restructuring of the functioning of enterprises. Its important components are: replacement of the existing management system with new effective concepts; development and implementation of improved business processes and their management methods; preliminary assessment of the acceptability of the riskiness of radical change projects. The article offers the main characteristics of the reengineering of business processes of HoReCa enterprises, namely its goals, tasks, and positive consequences The authors emphasize that the reengineering of business processes of HoReCa enterprises is a rather complex transformation mechanism. But it is precisely thanks to him that every enterprise in the field of hospitality is able to carry out qualitative improvement of its business processes.