scholarly journals Mechanism for assessing the readiness of industrial enterprises’ fixed assets to the challenges of the external environment

2022 ◽  
Vol 20 (4) ◽  
pp. 42-49
Author(s):  
E. A. Evdokimova
Keyword(s):  
External Environment ◽  
Industrial Enterprises ◽  
Fixed Assets

scholarly journals Modern problems of fixed capital management of the industrial enterprise

2021 ◽  
pp. 23-27
Author(s):  
Olena STANISLAVYK ◽  
Oleksandr KOVALENKO
Keyword(s):  
High Efficiency ◽  
Industrial Sector ◽  
Basic Element ◽  
Fixed Capital ◽  
Industrial Enterprise ◽  
Capital Management ◽  
Goods And Services ◽  
Industrial Enterprises ◽  
Long Run ◽  
Fixed Assets

Introduction. Production activity is impossible without the presence of fixed capital and its basic element – fixed assets, in the operation of which the depreciation fund is formed and the targeted use of depreciation deductions and quality reproduction of fixed assets of the enterprise are positioned to the fore. The importance of this issue increases due to need to enter markets with competitive goods and services, which leads to innovative and active activities of industrial enterprises, which require, above all, significant investments into the fixed assets. The purpose of the paper is to highlight the essence and modern problems of fixed capital management of industrial enterprise. Results. The paper explores the essence of fixed capital management of industrial enterprise and identifies modern key issues in this area facing managers of domestic industrial enterprises. The role of strategic and tactical planning of the process of reproduction of fixed assets in the management of fixed capital of the industrial enterprise and the reasons for its renewal are highlighted. The requirements for the formation of strategy and management system of fixed capital of the industrial enterprise are presented. The stages of formation of the effective strategy of fixed capital management under conditions of the modern market and the basic directions of activity of the industrial enterprise in this sphere are offered. The necessity of implementing the rational depreciation policy and correct revaluation of fixed assets is shown. The importance of using leasing as effective tool for investment and renewal of fixed assets of domestic enterprises of the industrial sector of economy is considered. Conclusion. For the effective management of fixed capital, it is important for industrial enterprises to perform a number of tasks, which involve the development of long-term strategy and tactics for the formation and effective use of fixed assets; determination of fixed capital renewal needs; adequate assessment of the conditions of fixed assets, maintaining the proper conditions of machinery and equipment; implementation of rational depreciation policy; finding acceptable sources of funding for the restoration of fixed capital, as well as finding more efficient ways of using the investment resources. It should allow the industrial enterprise to produce products, which are in demand, and ensure stable competitive positions and high efficiency in the long run.

scholarly journals Determinants of City Growth in Russia

2020 ◽  
pp. 39-52
Author(s):  
Inna Manaeva ◽  
◽  
Alexandra Kanishcheva ◽  
Anna Tkacheva ◽  
◽  
...  
Keyword(s):  
Russian Federation ◽  
Positive Impact ◽  
Urban Systems ◽  
Practical Significance ◽  
Initial Population ◽  
Large Cities ◽  
Industrial Enterprises ◽  
Fixed Assets ◽  
The Russian Federation ◽  
Positive Effect

Today in Russia there are 1120 cities that are located in the territories with varying degrees of concentration. In the federal districts and regions of the Russian Federation, there is a wide disparity not only in the size of cities, but also in their growth rates. At a decrease in the population in small cities, there is an increase in big towns and cities with more than one million inhabitants. This trend shows the “attraction” of the population from regions into capital cities. The aim of the article is to assess the effects of factors that can influence the growth of a city in the Russian Federation. The scientific novelty of the research consists in the analysis of the influence of external (infrastructure, security) and internal (economic, social, infrastructure, human capital, environmental situation) factors on the growth of cities. The paper presents a system of factor indicators of urban growth. Cities of different sizes have different levels of life standard, and therefore author’s methodology was tested in terms of urban sizes: towns, medium-sized cities, large cities, million-plus cities. The significant factors in the growth of millionplus cities in the Russian Federation are the initial population size and average monthly wages. The growth in the population of large cities is negatively affected by the spatial concentration of industrial enterprises. A high level of average monthly wages contributes to an increase in the population of this type of cities. A significant positive impact on the growth of large cities depends on the concentration of mining industry, volume of investments in fixed assets, number of doctors. The concentration of mining industrial production has a positive effect on the basic growth rate of medium-sized cities. The concentration of manufacturing and the volume of investment in fixed assets have a significant positive effect on the growth of small towns. The practical significance of the obtained results consists in the possibility of creation of a methodological toolkit for the assessment of urban systems of the region, which can become the basis for the development of an algorithm for the strategic planning of the spatial development of cities in the Russian Federation.

scholarly journals Financial and Economic Features of Technical Re-equipment of the Workshop Machine-Building Enterprise

2020 ◽  
Vol 11 (5) ◽  
pp. 434
Author(s):  
Elvira Distantovna Khisamova ◽  
Svetlana Mazgutovna Nuryyakhmetova ◽  
Gulnara Damirovna Kayumova
Keyword(s):  
Energy Intensity ◽  
New Product ◽  
Machine Building ◽  
Production Equipment ◽  
Technical Development ◽  
Industrial Enterprises ◽  
Fixed Assets ◽  
Technological Level ◽  
Different Levels

One of the urgent problems of modern industrial enterprises is the problem of their technical development. The most common direction of technical development is the technical re-equipment of industrial enterprises. This is a very long and costly process, requiring both from the management of the enterprise and from its employees of high qualification, the ability, and skills to make quick decisions and predict the outcomes of these decisions. Currently, the market for technical and technological equipment is represented by many kinds of different industrial machines, aggregates, mechanisms of different manufacturing firms, different levels of complexity, productivity, energy intensity, and, of course, different costs. The analysis of the market, the choice of suppliers of production equipment, the formulation of terms of delivery and payment, installation, assembly, and installation of equipment at the enterprise, commissioning and subsequent technical support are all elements of the process of renewal of fixed assets called technical re-equipment.Technical re-equipment includes raising the technological level of production, which includes the use of additional new equipment (both in the case of physical and moral obsolescence).During this event, either modified tools will be used in the production of old products, or the quality of the products will change, or a completely new product will be produced, or all taken together. In addition, the concept of technical re-equipment can include the re-qualification of personnel during the re-equipment process and bringing technologies in line with environmental norms and standards.

scholarly journals Design of the Competence Model for Staff Demanded by PSEDA Industrial Enterprises

2020 ◽  
Vol 9 (4) ◽  
pp. 1354-1361
Keyword(s):  
Quality Assurance ◽  
External Environment ◽  
Educational Programs ◽  
Professional Activity ◽  
Competence Model ◽  
Industrial Enterprises ◽  
Social And Economic Development ◽  
New Type ◽  
The Relationship

The article proposes to consider the scheme of the competence model of staff demanded by PSEDA industrial enterprises (located in the territories of priority social and economic development - PSEDA). It identifies a need for a new type of personnel, presents an attempt to build a competence model of a specialist, which contributes to defining a refined list of competencies for a new type of specialist demanded by PSEDA enterprises. The complex of “significant” competencies, confirming the uniqueness of the professional activity of specific PSEDA team, should be applied to conducting various personnel procedures that evaluate professionalism and to designing programs for professional instruction offered to PSEDA personnel [9]. The proposed solution involves the implementation of a two-circuit model, which clearly defines the sequence of stages to design and evaluate the quality of educational programs, as well as establishes the relationship between the internal processes of quality assurance of training and the external environment.

scholarly journals The Strategic Potential Formation of the Security-Oriented Development of an Enterprise

2020 ◽  
Vol 4 (46) ◽  
pp. 256-264
Author(s):  
R. P. Shkreben ◽  
◽  
M. V. Kharnam ◽  
I. P. Otenko ◽  
◽  
...  
Keyword(s):  
Strategic Behavior ◽  
Business Processes ◽  
External Environment ◽  
Economic Security ◽  
Survival Strategies ◽  
High Tech ◽  
Enterprise Development ◽  
Industrial Enterprises ◽  
Course Of Action ◽  
A Company

The development of information economy, Ukraine’s integration into the world economic space, globalization processes and the resulting increase in competition exacerbate the problem of high-quality and efficient management of business processes at industrial enterprises. The necessity to increase the scale of high-tech production, to expand the range of innovative products and new requirements for their quality, cause attention focusing on the processes of forming the strategic potential of enterprises, namely, learning and finding new strategic opportunities, implementing organizational forms and tools, creating conditions for sustainable innovation and security-oriented development of domestic enterprises. The formation of strategic potential as an object of development management begins at the stage of intentions emergence and goals selection. Strategies, mechanisms (coordination, training, regulation, preservation and protection), organizational methods, forms of strategic management of economic security, as well as methods of selecting and coordinating adaptive measures that meet the guidelines of enterprise development are the strategic tools for security-oriented enterprise development. The division of development security strategies into types includes, first of all, the types of passive and active strategic behavior of an enterprise in the market. Passive survival strategies use available opportunities and are a typical course of action for a company in a stable and predictable environment; this "passivity" is determined by the fact that a company does not try to influence the external environment. Active survival strategies are aimed at actively searching for enterprise opportunities and effectively using them, and are implemented through transforming the internal structure of an enterprise and using complex strategic forms of behavior in the market. Strategies of actively influencing the external environment are realized through actively searching for new opportunities for innovative enterprise development and creating them.

COMPETITIVE POTENTIAL FORMATION ON THE BACKGROUND OF STRATEGIC MANAGEMENT OF AGRICULTURAL ENTERPRISES

2019 ◽  
Vol 4 (4) ◽  
pp. 149-160
Author(s):  
Volodymyr PILIAVSKII
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Competitive Strategy ◽  
Production Management ◽  
External Environment ◽  
Industrial Enterprise ◽  
Strategic Analysis ◽  
Successful Implementation ◽  
Agricultural Enterprises ◽  
Industrial Enterprises

The article reveals the issues of system-forming elements of agro-industrial enterprises’ competitive potential and the choice of competitive strategy as a factor of strengthening and increasing its efficiency through strategic management. It is established that along with the use of exclusive qualitative and quantitative characteristics of resources, competitive advantages can also be created due to the properties of the internal and external environment, rare among competitors. Special attention is paid to such an advantage as competence. The external and internal factors of agro-industrial enterprise’s competitive potential, which cover its assortment, marketing, quality, production management and other policies, innovative development, highly qualified staff availability, access to quality raw materials, are defined. The article presents and justifies the block-scheme of the choice of the agro-industrial enterprise competitive strategy of potential development. It distinguishes two components: structural composition of production and positioning. The proposed methodological approach of such analysis and choice of competitive strategy allows the enterprise not only to form, but also to successfully implement a long-term advantage in a changing environment. The competitive strategy as a tool is linked to the successful implementation of strategic management. It is determined that strategic management should be carried out through an appropriate organizational and economic mechanism, aimed at shaping and strengthening the competitiveness of the agro-industrial enterprise. The proposed mechanism includes a strategic analysis of the operating environment. It establishes essential characteristics of the environment, each consisting of dedicated sub processes, as a basis for defining the mission and goals of the enterprise. It is stated that developing a business strategy is considered to be the core of strategic management, and functional strategies must ensure every management level. A special task of evaluation and control of strategy implementation has been developed. It is determined that adjustments to the results of strategic control should be done for both the implemented strategy and the goals of business entities. In general, the implementation of the organizational and economic mechanisms of strategic management determines certain rules and techniques for forming and strengthening the competitive potential of agricultural enterprises. Keywords: competitive potential, competitive strategy, strategic management, strategy choice, business strategy, functional strategies, strategic analysis, external environment, internal environment, agro-industrial enterprises.

scholarly journals ENVIRONMENTAL ECONOMIC EFFICIENCY OF INDUSTRIAL ENTERPRISES: EVALUATION AND MANAGEMENT

2019 ◽  
pp. 7-20
Author(s):  
Sergey Vladimirovich Ponomarev ◽  
Galina Stepanovna Merzlikina
Keyword(s):  
Environmental Protection ◽  
Environmental Factor ◽  
Economic Efficiency ◽  
Objective Assessment ◽  
Environmental Accounting ◽  
Industrial Enterprise ◽  
Environmental Reporting ◽  
Protection Measures ◽  
Industrial Enterprises ◽  
Fixed Assets

The article presents the results of a study of the ecological and economic efficiency of the industrial enterprise. It has been stated that industry has a significant environmental impact on the environment. According to the results of the analysis of the environmental activities of enterprises, it has been inferred that the environmental factor should be taken into account in assessing the economic efficiency of an industrial enterprise. Some enterprises provide environmental accounting, but these are, as a fact, the large industrial leaders in the status of “national treasure”. It has been revealed that the majority of industrial enterprises either pays for environmental pollution losing part of their profits, or takes environmental protection measures bearing a heavy burden of costs and loosing profitability. There has been given the analysis of research publications on the assessment of ecological and economic efficiency of the enterprise. It was mentioned that despite the importance of improving the methods of assessment, there was not offered any available and generally accepted indicator (indicators). Many projects are difficult for economic practice and can only be used in scientific research. There has been worked out and submitted a methodological toolkit - a new indicator of environmental and economic efficiency (EEefficiency) defined as the ratio of results to resources. The result is the profit of the enterprise minus (if environmental protection measures are not carried out) pollution charges (from January 1, 2020, excluding the environmental tax). The fixed assets and circulating assets (production resources) and, in the case of conducting environmental protection measures, the fixed assets and circulating assets (resources directed to protect the environment) are considered as resources. The indicator EEefficiency is based on the so-called balanced approach, in the context of the study - an adequate, objective assessment of economic efficiency subject to the environmental factor. There have been defined the problems of possible using of the proposed indicator: “equity” and validity of the assessment of damage (fine) from pollution; difficulty of accounting for environmental resources and costs; difficulties in compiling special environmental reporting. The necessity of creating a special platform of environmental and economic indicators of the industrial enterprise efficiency has been substantiated.

scholarly journals OPTIMIZATION OF THE CAPITAL-LABOR RATIO OF INDUSTRIAL ENTERPRISES USING PRODUCTION FUNCTIONS

2019 ◽  
Vol 2019 (11-12) ◽  
pp. 34-48 ◽  
Author(s):  
Oleksandr YANKOVYI ◽  
◽  
Volodymyr YANKOVYI ◽  
Keyword(s):  
Machine Building ◽  
Production Functions ◽  
Production Factor ◽  
Analytical Determination ◽  
Marginal Rate ◽  
Industrial Enterprises ◽  
Labor Ratio ◽  
Capital Labor Ratio ◽  
Fixed Assets ◽  
Optimal Capital

Neglect of the issues of managing the capital-labor ratio at industrial enterprises and lack of information on the level of its difference from the optimal value are steadily leading to the irrational use of fixed assets and labor. This, in turn, inevitably manifests itself in decreasing competitiveness of individual domestic producers, their deteriorating financial situation and, ultimately, ends in bankruptcy. Thus, it is necessary to constantly monitor the occurrence of suboptimal capital-labor ratio, which is fraught with a relative overabundance of one of the most important production factors-resources and a decrease in the efficiency of using the other. The authors propose a procedure for the analytical determination of the optimal capital-labor ratio of a commodity producer using the marginal rate of technological substitution of resources based on dynamized production functions. This makes it possible to verify the scientific hypothesis of the relative redundancy of fixed assets compared to size of salary not only at the industry level, but also at individual machine-building and food enterprises. In particular, a number of agreed criteria for optimal capital-labor ratio (when the constructed production function adequately describes the time variation of the technical and economic indicators of the commodity producer) are justified and alternative management recommendations are developed in the case when the actual capital-labor ratio is not optimal at the enterprise. Testing of the developed theoretical and methodological provisions and practical recommendations at domestic enterprises in various industries showed that in recent years, enterprises of machine-building and food industry in Ukraine have seen a significant excess of fixed assets compared to labor remuneration. The actual excess of the required capital-labor ratio, that is, its sub-optimality in this period was formed under the influence of two main factors: (i) the presence at the industrial enterprises of a large amount of obsolete and worn-out technical and technological equipment that was used inefficiently; (ii) artificial understatement of the cost of the production factor “labor force”, manifested in the relatively low wages of staff remuneration of the enterprises under study.

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