Трансформация систем управления предприятиями оборонно-промышленного комплекса в процессе диверсификации

Commercial enterprises operate not only in the conditions of military operations on the territory of the country, but also based on the growing need to transition from the traditional trade model to an electronic one due to the gradual increase in the share of the digital economy in Ukraine as well. The specified circumstances require a review of the principles of security activities in order to preserve business and create favorable conditions for the implementation of digital transformation in the conditions of each trade enterprise in accordance with the actual conditions of operation. Restructuring of security activities must begin with the formation or improvement of the appropriate management system. The purpose of the study was to clarify the essence of the concept of "security management system of a trading enterprise" as a basis for creating safe conditions for transformational changes in the activities of Ukrainian trading enterprises. In order to form the theoretical foundations of building a system of managing the security activities of a trading enterprise, the following methods were applied: induction and deduction, comparison and systematization – in the study of the essential characteristics of the terms "system" and "management system"; synthesis and analysis – for positioning the security activity management system within the enterprise management system; morphological analysis – to clarify the content of the main components of the security activity management system of a trading enterprise; graphic – for visual representation of theoretical and methodical material; abstract-logical – for theoretical generalizations and research conclusions. In order to create an appropriate theoretical framework, key approaches to the basic concepts, i.e. "system" and "management system", are defined. The author's interpretation of the term "security management system of a trading enterprise" is formulated, under which it is proposed to understand the organizational complex that forms the necessary and constantly updated, taking into account the change in the internal environment and the external security situation, the basis for exercising managerial influence, thanks to coordination with external security subjects in relation to security objects and subjects of the external environment, in order to fulfill the assigned tasks within the scope of security activities. The results obtained within the scope of the conducted research deepen the understanding of the security activity management system of the trading enterprise and fully take into account the specifics of their functioning and development trends.

The article covers the issues of modern construction of enterprise management systems. It is established that the last negative changes in the activity of enterprises are caused by post-transmission transformations. This gives grounds for business leaders to review and diagnose and monitor the enterprise management system. The search for new ways out of the crisis and stabilization of its activities depends on an effective management system of the enterprise. Thus, it is proved that all participants in market relations must independently and purposefully form and implement scientific and technical policy, promptly make new management decisions in the field of economics, technology and technology. And it is these changes that must be reflected in the transformed and improved enterprise management systems. The analysis of semantic understanding of the conceptual apparatus of the control system is carried out. This made it possible to form the structure of a modern management system. The main elements and subsystems of the modern enterprise management system are identified. The structural scheme of elements of modern system of management of the enterprise is given and constructed. The analysis of approaches is carried out. That is, an effective management system should cover all business processes of the enterprise and for their management it is necessary to use an integrated approach. A comprehensive approach to creating an effective management system in the enterprise must take into account and combine multifaceted aspects (technical, technological, economic, social, environmental, organizational, political, psychological and others), ie to ensure the unity of all components that be realized. The approach requires the internal unity of the entire system and process management to achieve maximum effect with minimum cost. There are three main ones that will enable the transformation, improvement and control of all subsystems and allow the integrated enterprise management system. That is, to create a modern effective management system requires constant diagnosis and improvement of its subsystems.

The object of this research is the enterprise management system with its subsystems. In the course of the research the methods of logical generalization and analysis were used in the study of literary sources on the subject of the research. And also methods of comparative analysis – at research of components of the enterprise and grouping management system – at selection of homogeneous groups on the basis of division of the management system into subsystems and at association of investigated subsystems into private collections on essential for them features. Tabular means were also used at displaying various approaches to consideration of variants of structural elements of enterprise management system.In the article the variants of interpretation of the essence of the concept «control system of enterprise» and approaches of different authors to the definition of the components of this system are considered. The selection of information about the list of enterprise management system components from publicly available scientific and electronic sources was carried out. As a result of indication of the main factors, conditions and risks, in which the enterprises function, it is recommended to include the following interrelated subsystems into the enterprise management system: planning; informational; operating; marketing; logistic; commercial; financial; social; innovative; investment; risk-management; controlling. It is also noted that the proposed list of subsystems will ensure the competitiveness of the enterprise in a complex and constantly changing economic environment. In addition, it is recommended to take into account changes in the role and weight of each subsystem in the overall management system of the enterprise depending on changes in external and internal environment factors, strategic goals of the enterprise, the level of use of modern technology, various risks and the like. Special attention is paid to the subsystem of risk management, in particular: the description of risks at three levels of management is carried out, the main tasks of risk management and directions of work with risk management are specified. Creation and use of the given subsystem will allow to increase efficiency of enterprise management system and will promote more rational use of own resources, qualitative control of expenses, minimization of risks connected with acceptance of administrative decisions.

Purpose. The aim of the article is to identify the key features of the implementation of digital solutions in the business process management system of modern enterprises. Methodology of research. The following research methods were used to achieve the set goal: methods of system analysis (to analyse problems during the planning of the implementation of digital solutions in the business process management system of modern enterprises); methods of scientific abstraction, deduction and induction (for formulating a scientific hypothesis of work, laws and principles), analysis and synthesis – to analyse the state of development of the business process management system of modern enterprises; abstract and logical (for making theoretical generalizations, substantiating research methodology, formulating conclusions). The tabular method clearly reflects the current state of the investigated problem. Findings. It has been established that the transition to a digital economy is based on technologies that define the Fourth Industrial Revolution, which consists of digitization and includes the saturation of the physical world with electronic and digital devices. The study also found that the process of digital transformation of business processes consists of elements such as customer interaction, operational business processes and enterprise models. It is determined that the implementation of digital solutions in each of these parts of the model opens up new opportunities for the development of enterprises. It is substantiated that the introduction of digital solutions in the management of business processes of enterprises has a positive impact on efficiency, flexibility and adaptability to changes in the external environment. It is noted that in order to maintain competitiveness, it is important not only to implement technology, but also to change the corporate culture and adapt employees to new tools. The study also highlights the most common digital solutions that are often implemented by modern enterprises: artificial intelligence, big data, blockchain, Internet of Things and cloud computing, which provide transparency, security and integration in business process management. Originality. A modern systematic overview of the most common digital solutions used to manage business processes at the enterprise has been further developed. Practical value. The results of the study can be useful for business managers and business process management specialists, as they provide a clear idea of the advantages and peculiarities of using digital solutions in the practice of enterprises. Key words: artificial intelligence, blockchain, big data, cloud technologies, fourth industrial revolution, digitalization.

The anti-crisis management system should provide the company with a high level of stability in a crisis situation. Significant changes in the external environment of food industry enterprises require the development of new methodological approaches that allow taking into account the stage of the life cycle when developing an anticrisis strategy of an enterprise. The purpose of the study is to develop an effective methodological approach to improving the anti-crisis management system of food industry enterprises, which takes into account the phase of the enterprise’s life cycle and the type of crisis that causes the need to use anti-crisis measures. The research methods are: comparative analysis, benchmarking, matrix method. The result of the study is an approved methodological approach to improving the anti-crisis management system of food industry enterprises. The authors conclude that an effective methodological approach to improving the crisis management system can be built on the basis of a matrix of crisis management mechanisms.

Timely research and analysis of enterprise management systems, their competent decomposition into component parts in order to implement corrective actions to improve the final efficiency of the management process as a whole, are relevant areas of theoretical and practical scientific research. As a result of the study of existing approaches to the concept of a management system, its substantive characteristics as an anthropogenic system and directions for study, analysis and improvement at specific enterprises have been clarified. The importance of such properties of the management system in modern conditions is substantiated as: integrity, manifested in the presence of its own pattern of development and influence on the characteristics of the controlling and controlled subsystems; synergy, providing qualitatively new properties, and dynamic equilibrium, compensating for the effects of the internal and external environment on the functioning of the enterprise. As the main directions of the decomposition of the management system, the following are highlighted: functional areas of management – production subsystem, financial subsystem, personnel subsystem, etc.; management functions – planning, organization, motivation, control, etc.; object and subject of management; dynamic and static subsystems, where the static subsystem (structure, resources, controls) sets the framework for management activities, and the dynamic subsystem (management process carried out using management functions) transfers the system from one stable state to another to compensate for the effects exerted by the external and internal environment.

Actualmente muchas empresas tienen la necesidad de adoptar modelos y herramientas flexibles que permitan fortalecer la integración corporativa a partir de la gestión de variables de Tecnologías de la Información (TI). El desempeño de las variables asociadas a la gestión de TI incide directamente en el rendimiento de la empresa y en sus relaciones internas y externas. En esta investigación se propone un modelo de dirección estratégica que permite evaluar variables de Arquitectura Empresarial como enfoque de gestión de las TI para contribuir a la Integración del Sistema de Dirección de la Empresa. Su carácter adaptable permitió valorar y comparar resultados de desempeño de los sistemas de dirección en empresas cubanas de diferentes sectores.

The essence of the article is to present the results of research on the importance and benefits of risk assessment in the quality and occupational health and safety management systems of enterprises in Slovakia. Part of the goal is the evaluation of the most important risks in the quality and occupational health and safety management systems of enterprises in Slovakia. Basic scientific methods, as well as mathematical-statistical methods, were used to evaluate the data obtained from the survey to fulfill the set goal. The results show that enterprises are currently more concerned about the risks arising from the OSH management system than from the risks of the quality management system. The most serious risks considered by enterprises in the occupational health and safety management system are an increased number of accidents and in the quality management system customer dissatisfaction.

Introduction . The rational organization of the management system as a whole, and in the context of certain types of management activities, such as financial, strategic, innovation, personnel management, etc., now becomes not an additional business advantage, but an objective condition for the existence of an enterprise. But since the market economy, within which the modern production of business, financial, investment processes must be carried out by modern business entities, focused primarily on the needs of the final consumer and guided by the demand and supply trends, it is necessary for the management of domestic enterprises to distinguish market management as an applied bases for the functions of planning, organization, motivation, coordination and control over economic activities, taking into account market trends and customer-oriented needs of all categories of stakeholders . Purpose . The purpose of the article is to identify the features of market management in enterprise management systems in Ukraine. In order to realize the goal set within this study, it is necessary to fulfill a number of the following tasks: to offer an author’s definition of the concept of market management; to establish the list of goals and results of effective realization of market management processes for domestic enterprises in modern economic conditions; to identify obstacles of the integration of market management practices into enterprise management systems in Ukraine. Methods. Method of theoretical analysis, monographic method, method of generalization, abstract-logical method are used. Results. Under market management, it is proposed to understand a separate form of management activity that is dynamic and flexible, and which is dominated by the type of innovation management, able to respond in a timely manner to the market conditions changes, new conditions of competition and quickly transform the mechanisms of enterprise activity, taking into account the requirements of the environment and in line with the expectations of stakeholders. The list of goals and results of effective realization of market management processes for domestic enterprises in the modern economic conditions is established. The main ones are: orientation on the needs of customers and other categories of stakeholders, the formation of price and production policy, depending on the trends of supply and demand; cost optimization and transition to innovative production technologies; flexibility in making managerial decisions and information transparency. Originality. Author’s definition of the concept of market management is proposed. The list of goals and results of effective realization of market management processes for domestic enterprises in the modern economic conditions is established. The obstacles on the way to integration of market management practices into enterprise management systems in Ukraine are identified. Conclusion . The obstacles of the integration of market management practices into enterprise management systems in Ukraine are identified. Thus, obstacles to the active use of market management practices were: business entities resource constraints, the lack of skilled personnel, lack of information on market trends necessary for wise management decisions, traditions of doing business that are difficult to undergo transformation, etc.

By analyzing the features and knowledge management system of virtual enterprise, the research introduces the complex adaptive systems into the knowledge management system of virtual enterprise. It offers a model based on the knowledge management system of virtual enterprise and discusses the functions of each agent as well as mutual communication and coordination mechanism.

The article examines the issue of using artificial intelligence in the enterprise management system. The relevance of the use of artificial intelligence in the enterprise management system is manifested in its ability to transform and optimize key aspects of business. It is emphasized that the application of artificial intelligence technologies has become an integral part of successful business in the modern world. The integration of these technologies into the activities of enterprises helps to ensure competitive advantages and rise to a new level of competitiveness. Therefore, it is important for enterprises to be aware of the possibilities and prospects of integrating artificial intelligence technologies into their business and quickly adapt them to achieve success. As a conclusion, it is said that artificial intelligence is a powerful tool for implementation in business process management systems. This tool automates processes, increases efficiency, reduces costs and improves the quality of decision-making. However, it is important to consider the shortcomings and limitations associated with the availability of quality data and the integration of systems. The use of artificial intelligence requires careful planning and analysis, but can be a key success factor in business process management. In general, artificial intelligence has become an integral part of the modern world and can be successfully used in business process management systems. Its advantages include the ability to analyze large volumes of data, identify complex dependencies, and make objective decisions based on algorithms. Artificial intelligence automates routine management tasks, freeing up human resources for complex tasks that require creative thinking and a strategic approach. One of the successful examples of using AI in business process management is an image recognition system and machine learning for product quality control. This system recognizes product defects with high accuracy and speed, reducing the number of defects and increasing product quality. The use of AI also reduces costs, improves decision-making processes and promotes innovative development.

Distance learning is no longer a conceptual discussion, a buzzword, or a show-and-tell demonstration in a computer trade show. It is a multi-billion-dollar business moving its way up to the top of universities’ lists of priorities. University and college administrators are now convinced that the Web and the Internet can and will change their traditional teaching practices into a semi-virtual and virtual operation. This is the arrival of a new paradigm where students and instructors make fewer trips to campuses to receive or deliver lectures. A variety of computer tools and environments have been commercially developed and are being used to deliver distance learning content. Course management systems or course authoring tools are among the names used to refer to such software environments. Today there is a large selection of course management software packages on the market. This has created much debate over what brand of course management system a university should choose. Is WebCT better than Topclass? How does Domino Lotus compare to WebCT and BlackBoard? Many institutions have tried to compare and contrast different course management systems in order to make a decision. While some institutions have elected to use one or more off-the-shelf course management systems, others have developed their own software. The selection or development of the “right” course management system for an educational institution is probably one of the most difficult decisions that information technology administrators have to make. It is not like deciding on the selection of Netscape versus Internet Explorer or WordPerfect versus Microsoft Word. It is substantially more complicated due to the fact that a course management environment should function as an enterprise system, able to link to or include many services and resources already in place in the university. This includes student registration, course offering catalogs, computing account IDs, personal Web servers, student information systems, and library resources, as well as file servers. Failure to link with these resources will create an expensive, difficult-to-use, and resource-intensive course management environment. A well-designed course management system should include or share resources with the existing services. Many information technology administrators may not yet understand the importance of a well-designed course management system, and often they have deployed systems without understanding the conceptual framework behind them, or defining the functional and technical requirements of the university.

The aim of the article is a comprehensive study of the conceptual foundations and models of integrated risk management for industrial enterprises, particularly the machine building sector in Ukraine, in the context of increasing economic uncertainty in the external environment. It has been demonstrated that the effectiveness of enterprise operations largely depends on the quality of the risk management system, which should be an integral part of strategic management. This enables the mitigation of the negative impact of uncertainty and allows risk to be used as a tool to enhance the adaptability and competitiveness of the enterprise. The advantages and disadvantages of the main risk management models are systematized. It is shown that each model has its own methodological logic and area of application; however, the highest level of efficiency is achieved through the integrated use within the corporate risk management system. The article summarizes practical recommendations for building an efficient risk management system in enterprises: establishing a risk management policy and defining strategic directions; implementing international risk management standards; developing an internal control system; involving staff at all levels in risk management processes; and automating control procedures. The research results show that an integrated risk management system, tailored to the specifics of industrial enterprises, enhances the efficiency of managerial decision-making, ensures strategic resilience, and minimizes the impact of external and internal threats. The proposed approaches provide a basis for improving corporate risk management systems in the context of transformation and increasing competition. Prospects for further research involve developing an organizational and economic mechanism for risk management that would consider modern challenges and trends in the development of industrial enterprises, as well as creating a system of indicators to evaluate the effectiveness of risk management, which will allow assessing the efficiency of managerial decisions based on quantitative and qualitative criteria.

The scientific article reveals the problems of finding innovative approaches to solving problems related to the organization of an integrated management system in the construction industry. Promising trends of integrated management in the construction sector, which are focused on the flexibility and adaptability of management systems to modern conditions, are studied. The ability to respond quickly to changes in market conditions and customer requirements is becoming key to the success of construction projects. The urgency of the problem of finding rational solutions for the organization of the integrated management system in the construction industry is indicated. The paper highlights the problems of organization of the integrated management system in the construction hall. Construction projects often come with risks, such as changes in the project, unforeseen circumstances, and technical complications. Integrated management systems must meet the challenges of risk management and provide flexibility in solving problems. Grounded prospects and opportunities for using an integrated management system that allows construction enterprises to be flexible and adaptable to changes in the internal and external environment. This is especially important in the face of rapid technological changes and volatile market conditions. As a result of the analysis, opportunities for the introduction of innovative technologies and methods in the construction industry have been identified. The integration of advanced solutions allows us to improve construction processes at all stages. The results of our research revealed the basic principles of applying an integrated management model under risk conditions for quality control modules in construction, based on the concept of dynamic systems. Therefore, we consider it expedient to introduce an integrated model risk and quality management in construction, and this requires further scientific research. The proposed method allows to harmonize the processes of quality management and risk management, taking into account the criteria of project efficiency, contributing to the avoidance of conflicts between the requirements for the quality of the construction object and the level of acceptable risks. In addition, this approach aligns them with the efficiency requirements for the developer. It is determined that the principles of using the integrated model of quality management in the face of risks include the principle of complementarity and the principle of identity of the management process. This made it possible to identify management modules that correspond to the concept of construction quality management in the face of risks as a dynamic system.

Introduction. Environmental issues are of great concern almost all over the world and must be addressed at the national and, in some cases, international levels. The prior task is to create, implement, and apply modern approaches and tools because their prevention is more effective than dealing with their negative consequences. Effective environmental management is one of such tools. It provides additional benefits for private and state sector enterprises. The purpose of the study is to substantiate the environmental management system importance for environmental safety since it is an integral component of it. Results. The necessary condition for the country's stable economic development is the ecologization of the production process, which involves reducing the amount of the natural resources use environmentally friendly technologies in production and transportation that would minimize the environmental risks and negative impacts on the environment. The purpose of environmental management is to administer the enterprise activities in such a way that does not cause much harm or damage to the environment and does not drive the humanity to environmental catastrophe. The ecological management does not abrogate or replace the existing state administrative environmental management but only complements it, being an independent initiative of the enterprise. The introduction of environmental management system in enterprises not only increases the enterprise competitiveness in the European, American, and CIS markets but also allows enterprise functioning in accordance with the international law, which eliminates the cost of the fines for environmental damage. The ecological management role is very significant. It is the prevention and a well-timed solution of any urgent environmental problem. Conclusions. The basic principle of environmental management is the liability of any managerial decision for environmental effects. Thus, the implementation of ISO 14001 is necessary for production, processing, agricultural, and transport enterprises. The ISO 14001 certificate confirms that the environmental management system in the enterprise is relevant and complies with the standard and legislation.