РАЗРАБОТКА МЕТОДИЧЕСКОГО ПОДХОДА ФОРМИРОВАНИЯ СТРАТЕГИИ ДЕЯТЕЛЬНОСТИ РЕГИОНАЛЬНОЙ АВТОМОБИЛЬНОЙ ДИЛЕРСКОЙ СЕТИ

The article examines the content and methodological foundations of strategic planning of a modern enterprise, primarily as a basis for determining the plans and objectives of an enterprise, including the volume and structure of the product range, and the resources required for its production and sale. The key differences between strategic and tactical planning are presented. The components of the planning system are considered. A generalized model of planning at an enterprise is presented, as well as a general system of enterprise plans that lie in the field of operational and strategic management and which are advisable to use. One of the manifestations of strategic planning - business planning – is studied, the essence and goals of business planning are considered. The author provides a list of the most well-known and internationally tested international business planning methods. Since strategic planning determines the goal and means of its achievement, it is quite logical to consider the existing classifications of strategic planning stages and determine the most concise and affordable option for entrepreneurship in modern conditions. It is argued that strategic planning is an adaptive process which involves regular development and adjustment of formalized plans with due regard to changes occurring inside and outside the enterprise. Within this process, four main types of management activities can be distinguished: resource allocation; adaptation to the external environment; internal; and organizational strategic foresight. It is noted that administrative tools such as tactics, policies, procedures and rules are used to implement enterprise strategies. The author provides a list of key features of strategic planning, including the need to monitor and coordinate all enterprise operations; defining in the strategies specific measures for the actual implementation of all goals and objectives; thorough and timely identification of threats and adequate response to them; ensuring a close relationship between multi-level strategic, tactical and business plans; etc. which should be considered under martial law.

PurposeThis study aims to experimentally evaluate the effects of strategic planning and financial system management on the performance of higher education institutions. Additionally, it examines how financial system management mediates the relationship between strategic planning and organizational performance in higher education (HE).Design/methodology/approachThis study adopts a quantitative approach. Offline and online questionnaires were distributed to academic staff at private universities in Indonesia to gather data for hypothesis testing. The SPSS macro was used to analyze responses from 249 participants and assess the proposed associations.FindingsThe findings indicate that strategic planning and financial system management have a direct impact on institutional performance. Strategic planning exerts a significant and positive influence on financial system management. Furthermore, financial system management serves as a significant mediating variable in the relationship between strategic planning and organizational performance.Practical implicationsTo effectively implement quality management in higher education, administrators must recognize the distinct roles of strategic planning and financial system management in improving organizational performance. To achieve optimal performance, higher education institutions must allocate resources to establish robust strategic planning and financial management practices.Originality/valueAlthough numerous studies have explored the relationship between strategic planning and organizational performance in higher education, research on financial system management in this context remains limited. This study is among the first to adopt a multidimensional approach to both strategic planning and financial system management in higher education, providing insights into their interdependence and practical significance for institutional leaders.

The development of the agricultural sector and the entire national economy of Russia at the present stage is determined by the key realities of globalization trends and the mechanism of adaptation to them. The current confrontation of the interests of world powers under the influence of sanctions against Russia, which is a new form of global political and economic transformation, requires increased use of tools and mechanisms for state regulation of socio-economic processes, the main of which is strategic planning. The system of state planning has always been and remains the most important tool for justifying agricultural policy, both at the Federal and regional levels, which determines the search for the main trajectory of economic development of agricultural production sectors. The article deals with the deep causes of the protracted systemic crisis in the agricultural sector of the country’s economy. It is revealed that the lack of effective science-based tools of the state management system is becoming the main factor hindering the development of the country’s agricultural production sector. It is established that in the new Russian reality, state management of the agricultural sector of the economy should be based on its key function – strategic planning. The necessity of implementing a systematic campaign in planning is justified. Methodological aspects of the development and implementation of program-target planning in agriculture in Russia allowed us to identify the main shortcomings of the modern practice of planning and forecasting. The necessity of developing a strategy for the development of agriculture in the new macroeconomic conditions is justified. The developed model of a modern strategic planning system based on an integrated approach, including concepts, forecasts, economic orientation, plans, programs, excludes the possibility of fragmented planning and forecast management of the agricultural sector of the economy.

This study examines the influence of Systematic Strategic Planning (SSP) on the Sustainable Performance (SP) of manufacturing Small and Medium Enterprises (SMEs) in Pakistan. Despite SMEs’ vital contribution to economic growth, there is limited empirical research on how strategic planning enhances sustainable performance in SMEs operating in emerging economies facing political and economic instability. Drawing on the Triple Bottom Line (TBL) and Resource-Based View (RBV) theories, this study investigates the mediating roles of Strategic Intent (SI) and Strategic Formulation (SF) in the SSP-SP relationship. A quantitative research design was employed, and data were collected through structured questionnaires distributed to senior executives and decision-makers of manufacturing SMEs. A total of 410 valid responses were received. Structural Equation Modeling (SEM) was applied using AMOS 28 software to analyze the data and test the hypothesized relationships. The results demonstrate that SSP has a significant direct effect on SP and an indirect effect through SI and SF. Specifically, the components of SSP—strategic analysis, strategy creation, strategy execution, and monitoring and evaluation—enhance SMEs’ economic, environmental, and social performance. The study highlights that adopting systematic strategic planning practices enables SMEs to navigate complex and uncertain environments, achieve competitive advantage, and contribute to sustainable development goals. This research fills a critical gap in the literature by focusing on manufacturing SMEs in Pakistan, an under-researched context in the sustainability and strategic management fields. It offers practical insights for SME managers and policymakers to develop and implement comprehensive strategic planning frameworks that foster sustainability. The study also provides theoretical contributions by integrating SI and SF as key mediators within the TBL and RBV theoretical frameworks.

The author analyzes the contemporary concept of US national security and substantiates that US foreign policy focuses on military might as a primary means of securing national interests; in fact, national security is in fact equated with military security. The content of the concept of “national security”, “public administration in the field of national security” in each country has its own meaning and the mechanisms for ensuring national security in the state depend on it. Some countries are focused on ensuring military security, others on information, some on globalization with the challenges of the world community. Therefore, the issue of systematic analysis of foreign experience of national security is relevant. The United States has an extensive national security system, and many strategic documents have been adopted on this issue, and it is appropriate to analyze the experience of national security in the United States. The article substantiates the feasibility of borrowing the experience of planning the national security system to carry out the example of the United States. Necessary steps in this sense, which will serve to improve all the work on the strategic documents, may be: the consolidation at the legislative level of guidelines and requirements for the development of the strategic document and their formalization in appropriate forms; formation of uniform standards of the state administration system in the field of national security of Ukraine; development and approval of a single conceptual apparatus in the strategic planning system in the security and defense sector; planning of national security policy implementation processes; development of uniform methodological recommendations and legal norms regarding the organization and implementation of strategic planning in the security and defense sector of Ukraine; changes in national policy priorities in Ukraine.

The article deals with financing of investment programs of development of regions in realization of structural modernization of national economy. The paper determines that, given that the regions are an integral part of the economic complex of the state, the implementation of investment measures for the effective implementation of such strategic development plans should be a priority and have a close connection with the specific features of the domestic regions, which play a major role in the structural modernization of Ukraine's economy. A key basis of the study was the assertion that the effectiveness of domestic regions' development depends entirely on the strategic planning system in place and a qualitatively new mechanism for financing investment programs from various sources. Based on the research of leading experts, the necessity of finding new financial instruments and innovative methods and approaches in financing is substantiated. The analysis of the main sources of financing in the fixed capital in preparation of regional development strategies and planning of measures for their implementation. A serious problem of structural modernization of both the regional and national economies in the implementation of investment programs has been identified, namely the lack of sufficient external financing. It is proved that despite the presence of a number of programs to promote small and medium-sized enterprises and the activation of state policy on the development of investment and innovation activities of economic entities, the ways and mechanisms of their implementation have significant disadvantages and do not contribute reduction of investment risks; increasing the efficiency of providing investment resources to all participants in the investment activity of the region. It is proposed to implement a well-considered strategy of regional development, which comprehensively takes into account the specific conditions of use of potential financial sources against the background of the macroeconomic situation in the country and envisages the introduction of a full range of financial instruments to address the challenges of affordable financing for regional development and interregional cooperation investment programs.

Strategic planning is a key vector of modern state policy of Ukraine aimed at solving the problems of sustainable socio-economic development and ensuring the national security of Ukraine. The introduction of the Draft Law of Ukraine «On State Strategic Planning» in the Parliament marked a new stage in the legal regulation of state strategic planning. The article substantiates the need to create effective institutional and legal mechanisms for strategic planning at the national and regional levels to ensure national interests and achieve strategic national priorities. The paper analyzes the experience of implementing the state system of strategic planning in Ukraine, identifies the main problems of creating a targeted system of strategic planning in the country, considers the hierarchy of strategic documents of developed countries, presents the logic and methodology of formation as the main long-term strategic document. Taking into account the research goals and objectives, the main provisions of the legislation in the field of strategic planning, national security and socio-economic development of the state are analyzed. The conclusion is formulated that strategic planning as part of public administration determines the main directions and priorities of socio-economic policy and national security of Ukraine. practice-oriented scientific and methodological approaches that meet the basic principles of organization and functioning of the strategic planning system.

Disrupting the pathological synchronous firing patterns of neurons with high frequency stimulation is a common treatment for Parkinsonian symptoms and epileptic seizures when pharmaceutical drugs fail. In this paper, our goal is to design a desynchronization strategy for large networks of spiking neurons such that the neuronal activity of the network remains in the desynchronized regime for a long period of time after the removal of the stimulation. We develop a novel “Forced Temporal-Spike Time Stimulation (FTSTS)” strategy that harnesses the spike-timing dependent plasticity to control the synchronization of neural activity in the network by forcing the neurons in the network to artificially fire in a specific temporal pattern. Our strategy modulates the synaptic strengths of selective synapses to achieve a desired synchrony of neural activity in the network. Our simulation results show that the FTSTS strategy can effectively synchronize or desynchronize neural activity in large spiking neuron networks and keep them in the desired state for a long period of time after the removal of the external stimulation. Using simulations, we demonstrate the robustness of our strategy in desynchronizing neural activity of networks against uncertainties in the designed stimulation pulses and network parameters. Additionally, we show in simulation, how our strategy could be incorporated within the existing desynchronization strategies to improve their overall efficacy in desynchronizing large networks. Our proposed strategy provides complete control over the synchronization of neurons in large networks and can be used to either synchronize or desynchronize neural activity based on specific applications. Moreover, it can be incorporated within other desynchronization strategies to improve the efficacy of existing therapies for numerous neurological and psychiatric disorders associated with pathological synchronization.

This report examines the experience of state and provincial departments of transportation (DOTs) with strategic planning and synthesizes current approaches to linking strategic planning with other decision-making processes, including operational and tactical planning, resource allocation, performance management, and performance measurement. It will be of interest primarily to chief executive officers, executive team members, and other officials who are responsible for developing, supporting, and using strategic management systems in state and provincial DOTs. The report is intended to help these industry leaders strengthen the overall performance of their organizations by examining exemplary practices in various DOTs. Case studies are also provided documenting one transportation agency that has used strategic planning over an extended period and one that recently implemented strategic planning. This synthesis report contains information drawn from survey responses from U.S. state and Canadian provincial transportation agencies. Follow-up telephone interviews were conducted with relevant personnel from many of those agencies that responded to the survey and some that did not to clarify responses and probe additional issues. A review of the relevant literature was also undertaken to provide background on the topic, help define the overall approach, and discuss the limitations of strategic planning.

The requirement to provide urban water services continuously while infrastructures are ageing, imposes the need for increasingly sustainable infrastructure asset management (IAM). To achieve and maintain adequate levels of service, the AWARE-P IAM methodology has been applied in collaborative projects launched by the National Civil Engineering Laboratory, in partnership with IST (Technical University of Lisbon), Addition (software company) and several water utilities. The objective of these projects is to support urban water utilities in the development, implementation and maintenance of IAM plans. To guarantee the success of IAM planning, following the AWARE-P IAM methodology, utilities are required to: consider that the infrastructure has system behaviour and lifespan is indefinite and guarantee the full-alignment of IAM planning with organisation objectives. By analysing the strategic and tactical plans of participating utilities, the proposed methodology principles are discussed and supported. The main innovation results from the implementation of IAM planning are also presented and discussed, including the challenges of setting up an IAM process, together with the major benefits and drawbacks that come up when developing IAM plans. The results were demonstrated by the effective implementation of 16 strategic and 14 tactical IAM plans by the participating utilities.

Based on linear and linear integer programming techniques, Advanced Planning Systems (APS) enable the rescheduling of a tactical plan each time an event makes it necessary. This raises the problem that planning has certainly become more reactive but also instable, and hence might lead to a loss of robustness when taking decisions. This article presents a specific approach to tactical planning using APS systems. The main aims here are the robustness of the tactical plan and the stability of the decision parameters. The original feature in this article is the use of a reference plan. The difference between the plan calculated in period n and the reference plan is analysed, and if the deviation is not significant, the plan calculated in previous period is maintained.

In Kenya, it is a ministerial requirement that public organizations including educational institution develop strategic plans as a means of enhancing results-based management and efficiency in their operations. Even the schools with strategic plans rarely implement them and the result has been haphazard planning techniques, poor prioritization, and failure to use the meagre resources for the right projects. Descriptive design was used in this study. The study targeted 592 professional graduate teachers from 37 Kisii County Government where a sample size of 172 respondents was drawn. The study considered 11(30%) of total school schools which are fully established schools with documented strategic plans. Descriptive and inferential were used to analyse the qualitative data obtained to enable critiques to conceptualize the results. The study revealed that there was a positive and significant relationship between communication and the implementation of the strategic plan in County Governments at r=.445**, P<.01 significant level contributing 19.8% variability to the implementation of strategic plan when other factors are held constant. The study established that there was a positive and significant relationship between leadership activities and the implementation of the strategic plan in County Governments at r=.667**, P<.01 significant level contributing 44.5% variability to the implementation of strategic plan when other factors are held constant. Lastly; the study found out that there was a positive and significant relationship between Resources and the implementation of the strategic plan in County Governments at r=.767**, P<.01 significant level contributing 58.8% variability to the implementation of strategic plan when other factors are held constant.

Strategic planning of the country’s economy development requires analysis of current normative acts and systematization of the state strategic planning documents. The purpose of the article is to highlight problematic aspects of normative regulation of state strategic planning by means of comparative analysis of existing laws, the solution of which will allow to form foundations for development of effective and effective new legislation. Methods used in the research: simile of comparative analysis, systematization and logic, etc. The hypothesis of the research was that to build an effective and efficient system of state strategic planning, it is necessary to develop and adopt the Law of Ukraine “On State Strategic Planning”. Presentation of the basic material: according to the results of the comparative analysis of the laws on state strategic planning for 2011 and 2017 on the following criteria: structure, subject of regulation, definition of terms, principles, system of documents, the requirements to them and their characteristics, participants of the state strategic planning and their powers are established. It has been established that the content of the considered laws differs materially in relation to the applied approaches to the definition of the regulation subject, terms, principles, construction of the documents system, powers of the participants. The analysis and characterization of the criteria investigated allowed to form shortcomings and problematic directions of implementation of the laws on state strategic planning. It was established that the list and classification characteristics of the system of state strategic planning documents are more detailed in the object of 2017, which stipulated the necessity of illustrative structuring of these documents for the proper reflection of their subordination, hierarchy and coordination. It is argued that the development of the law-making facility in the part of the formation of the document system should be based on the following methodical approaches: proper documents structuring by level (state, regional, branch); definition of functional reasonable period of the document, which is coordinated at all levels (long-term, medium-term, short-term); development of the set number of documents according to the level and authority of participants of the state strategic planning. The originality and practical significance of the research consists in the formation of a list of problematic aspects of legislative regulation of state strategic planning, which gives characteristics in terms of their relevance and proposals for solution. Conclusions. The necessity of developing a comprehensive system of state strategic planning has been proved by defining actual tasks and principles, forming an effective system of mutually agreed documents, assigning functional full powers to the process participants, and taking into account international trends and goals of sustainable development of the United Nations. Further studies provide for the development of the Draft law “On state strategic planning”.

Strategic planning today is an important component of an effective system of state and municipal government. Current federal and regional legislation has identified the key elements of strategic planning to achieve the goals. Goals, objectives, subjects, strategic planning documents at different levels of management are defined. Unification of strategic planning elements makes it possible to achieve consistency in the planning process. But despite the accepted legal norms and administrative regulations in the strategic planning system, the heterogeneity of the territory of the Russian Federation, the specific features of its subjects, allow us to talk about the identification of features and individuation of strategic planning in individual territories and zones. As part of this study, the features of implementing strategic planning tasks in the Arctic zone of the Russian Federation will be analyzed.

The article examines the theoretical and methodological aspects of the influence of systematic strategic planning and strategic business innovations on the foreign economic activity of enterprises. It was found that in a dynamic business environment, the ability of enterprises to quickly and effectively adapt is a critical success factor that requires a clear strategy. Thus, systematic strategic planning has grown to the point where its main value lies in helping businesses operate successfully in a dynamic and complex environment and navigate an increasingly unpredictable environment. It is justified that social, environmental and economic indicators are considered simultaneously as a whole, and not independently, as a means of conducting business through obtaining profit, promoting the efficiency of the enterprise, involvement in social harmony and environmental protection, which can help to find practical recommendations and theoretical foundations, that will help businesses grow, thrive and stay in business. It is substantiated that the top management of manufacturing small and medium-sized enterprises should realise the need for systematic strategic planning of foreign economic activity, which can lead to an improvement in sustainable productivity. In addition, since strategic business innovation is crucial for the sustainability of manufacturing enterprises and is a significant source of competitive advantage, additional attention should be paid to the development of an innovative culture within the enterprise. This indicates that these practices must exist for this culture to emerge. Thus, decision-makers must realise the added value potential of strategic business innovations and systematic practices of strategic planning of foreign economic activities of enterprises.