Analysis of the company's activities Beijing Jianyi Engineering

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Introduction

Practice is an integral part of the educational process and is a mandatory component of the training of second-stage researchers (master's degree) in the field of world economy and international economic relations.

The purpose of the practice is to deepen the knowledge and skills acquired in the course of theoretical training in the master's program, to master the skills of research work, as well as practical skills and techniques for solving relevant tasks in an institution, organization, business entity involved in foreign economic activity and engaged in international cooperation.

The main objectives of the practice:

- to deepen and consolidate the knowledge gained in the framework of the theoretical course of study;

- collection and systematization of factual and statistical data, study of literary sources on the topic of the master's thesis;

- performing scientific research in accordance with an individual plan and task issued by the head of the practice from the graduating department;

- use of knowledge of a foreign language as a tool of professional activity for the translation of professionally-oriented and scientific texts, preparation of business documentation, participation in negotiations with foreign partners;

- formation of skills for the practical application of research methods in the field of the world economy with the use of innovative technologies.



1.History of the company Beijing Jianyi Engineering

The object of the study is Beijing Jianyi Engineering Minsk. ul. Timiryazeva, 97.

The company Beijing Jianyi Engineering UNP 193211524, registered in the Unified State Register of Legal Entities and Individual Entrepreneurs (USR) on 20.02.2018. The company was put on the tax register on 21.02.2018, included in the State Register of Payers (other obligated persons) (PIU).

Beijing Jianyi Engineering is a legal entity, has an independent balance sheet, settlement and other accounts in the institution of the bank. Services provided:

1) Sketch development;

2) Surface preparation;

3) the Design of a fluorescent dye (which gives the 3D effect);

4) Decoration with ordinary paints (oil, acrylic, etc.).

The company's goal: to become an exclusive supplier of these services in Chelyabinsk and the region.

Business overview: at the moment, the direction of decoration of premises with fluorescent paint is new and at the moment there is no leading company in this direction, which indicates the possibility of competing. Now there are more and more entertainment establishments that pay great attention to the original design, as the competition among them is high. In the same way, individuals want to decorate their homes with a beautiful and interesting interior. The possibility of developing this market is due to the fact that there is no tough competition. The real estate market and the entertainment industry are developing, the level of well-being of the population is growing. These factors allow us to judge that this service will become popular.

The main activities of Beijing Jianyi Engineering: interior design, interior design, quality and in a short time.

The design of the paint that gives a 3D effect is not the lowest cost, but it is the most modern and innovative from a technical point of view compared to the offer of competitors in the market that offer artistic design. The use of such design in places of entertainment increases the attendance of the institution by 60% (according to competitive companies located in other regions).

2 Mission and purpose

Business Objectives Beijing Jianyi Engineering and Construction Co., Ltd.

The main purpose of the Company's activities is to meet the needs of Belarusian and foreign enterprises and citizens in the most complete and high-quality products (works, services) produced by the Company in accordance with the Statutory activities and to make a profit.

This Charter does not restrict the Company's activities in terms of their subject matter (types) and purposes. The Company may carry out any other types of activities that are not prohibited by the current Russian legislation. All of the above activities are carried out in accordance with the current legislation of the Republic of Belarus. The Company may engage in certain types of activities, the list of which is determined by special federal laws, only upon obtaining a special permit (license). If the conditions for granting the special permission (license) to engage in certain activities provided by the requirement to engage in such activities as exceptional, the Society for the duration of the special permit (license) is not entitled to carry out other activities, with the exception of activities provided in a special permission (license) and they are related.

The mission of Beijing Jianyi Engineering and Construction Co., Ltd.

Choosing a mission is the first and most important decision in strategic planning, since the mission serves as a guide for all subsequent planning stages and at the same time imposes certain restrictions on the organization's activities when analyzing development alternatives. The mission of Beijing Jianyi Engineering and Construction Co., Ltd. can be formulated as follows: maximum satisfaction of the needs of the widest range of customers in the services of providing finishing works that meet the highest requirements of customers. The main overall goal of the organization (mission) forms the foundation for the establishment of key corporate goals, which should be guided by top management.

3. Types of activities

Currently, the plant specializes in the production of high-quality:

- wooden glued structures;

- laminated veneer lumber;

- joinery:

- profile parts made of wood (floor board, sheathing board, skirting board, platband);

- Windows;

- window sill boards.

In addition to production activities, the plant provides services for drying sawn timber and sawing sawn timber. Beijing Jianyi Engineering and Construction Company is a leader in the Republic of Belarus in the production of glued wooden structures and a leading manufacturer of large-size glued structures. Thanks to the accumulated experience in the field of machining, gluing, painting and packaging, the products meet the leading standards and are used both in the domestic and foreign markets. The plant not only produces building structures, but also installs them. For this purpose, it is equipped with the necessary transport and lifting mechanisms. Construction is carried out in Belarus, Russia, and Ukraine.

The main directions of the company's development are:

1. Ensuring the production of joinery and glued wooden structures in the volume determined by the market demand, including:

* Increasing the production of sawn timber to 4320 m3

* Introduction of the window block production capacity, which was mothballed in 2020, and bringing the production volume to 6000 m2 in 2021.

* Increase in production of glued wooden structures to 1750 m3

2. Bringing the structure of the products in line with the demand for it.

3. Improving the quality of products in order to form a positive image of Beijing Jianyi Engineering and Construction Co., Ltd., as a manufacturer of high-quality products.

4. Mastering the production of new products (wall profiled timber).

5. Reducing the consumption rates of raw materials and materials for manufactured products.

4. Types of organizational structure

The structure of the organization under study is linear-functional, where the following distribution of functions between specialists takes place: accounting, economic planning and control, organization of trade activities, human resources management, legal support of economic activities. The organizational management structure of Beijing Jianyi Engineering is shown in Figure 1.

Figure 1 - Organizational management structure of Beijing Jianyi Engineering

The president organizes all the work of the organization and is responsible for its activities to the higher organization.

The president accepts and dismisses employees, enters into contracts and employment contracts with them, encourages and applies disciplinary measures to them, issues orders and gives instructions that are mandatory for all employees of the organization.

The deputy presidents and the chief engineer are appointed and dismissed by the General President of the organization.

The Chief Accountant, the head of Human Resources, the chief mechanic, the chief Power engineer and the legal adviser are appointed and dismissed by the president upon prior agreement with the General President of the organization.

The competence of managers is established by the president of the organization.

The divisions of the organization carry out their activities in accordance with the regulations on them approved by the president.

The current organizational structure allows for in-depth preparation of decisions and plans related to the specialization of employees.

At the same time, despite the specialization of individual functions, there are close relationships and interactions at the horizontal level between production departments, and clear responsibilities. The disadvantage of the current organizational structure is a significant number of management levels.

The duties of the president include the following:

- disposal of the property and funds of the organization within its competence;

- ensuring the implementation of the organization's business plans;

- issuing orders and orders that are mandatory for all employees subordinate to it;

- hiring and firing of employees, in accordance with the current legislation;

- determining the forms, systems and amounts of wages for employees, applying incentives and penalties to them;

- conclusion of business contracts on behalf of the organization;

- consideration of conflict situations arising between the administration and the labor collective, and taking measures to resolve them;

- issue of power of attorney;

- opening of settlement and other accounts in banks;

- solving other issues related to the economic activities of the organization.

The chief accountant organizes the accounting of the economic and financial activities of the organization, controls the economical use of material, labor and financial resources, organizes the accounting of incoming cash and fixed assets to reflect on the accounts of accounting operations.

The Chief Accountant is responsible and enjoys the rights established by the current legislation for the chief accountants of organizations and organizations, reports directly to the General President.

The organization of planning and economic work in Beijing Jianyi Engineering is managed by the chief economist, who heads the Department of Economics and Forecasting. The emphasis in his work is supplied on the economic aspects: an analysis of yield on the individual product groups, the analysis volume and dynamics of costs, their factors, deviations from the planned costs and regulations, the calculation of the estimated costs and standards of consumption of resources, the development of methods to reduce costs, preparation of specific decisions on pricing, inventory measurement, development on this base plans turnover and budgets, preparing statistical reports. The organization and conduct of trade activities is the prerogative of the commercial service, which is headed by the head. The functional duties of the head of the commercial service are aimed at coordinating and managing the activities. The Planning Department is an independent structural division of Beijing Jianyi Engineering and reports directly to the Deputy President for Economic Affairs. Organization of planned and economic activities of the enterprise aimed at providing financial resources for the tasks of the plan, the safety and effective use of fixed assets and working capital, labor and financial resources of the enterprise, timely payments for obligations to the state budget, suppliers and bank institutions.



5. Analysis of the organization's resources

Human resources management is performed by the labor Department of Beijing Jianyi Engineering. The organizational structure of the Labor Department is shown as follows in Figure 5.1.

Figure 5.1-Management system personnel management system Beijing Jianyi Engineering

The composition and structure of the workforce of Beijing Jianyi Engineering in 2019-2020 is presented in Table 5.1.

Table 5.1-Composition and structure of the workforce of Beijing Jianyi Engineering for 2019-2020

Categories of personnel	2019	2020	Ud weight deviation 2020 k 2019.
	dude.	specific gravity, %	dude.	specific gravity, %
1. Sales staff	244	94,13	216	92,87	-2,03
including:
1.1. Sellers	204	79,88	199	79,72	-0,78
1.2. managers	10	3,91	9	3,83	-0,12
1.3. Specialists	27	10,33	24	10,13	-0,31
2. Non-core business personnel	15	5,86	13	5,47	0,11
3. Total staff	259	100	233	100	-

As can be seen from Table 5.1, during the study period, there was a reduction in the number of employees of the organization by 26 people.

In Table 5.2, we present data on the professional training of the workforce of Beijing Jianyi Engineering for 2019-2020.

Table 5.2-Data on the professional training of the workforce of Beijing Jianyi Engineering for 2019-2020

	2019 год	2020 год	Deviation of 2020, (+,-) from 2019
Categories of personnel	dude.	specific gravity, %	dude.	specific gravity, %
Higher	26	10,05	23	9,86	0,45
Secondary special education	103	39,94	93	40	-0,16
Vocational training	85	32,96	79	33,97	-0,37
General average	33	12,84	29	12,61	-0,14
Total staff	259	100	233	100	-

Analyzing the data in table 5.2, the observed reduction of personnel with higher education for 2 people, with a special medium has not changed, and vocational decreased by 2 people with General secondary education, the number of employees increased by 10 people, the highest ratio staff with secondary specialized education of 37.6% in 2019.

According to Table 5.3, the number of employees with higher education decreased from 26 to 23, the number of employees with secondary vocational education decreased from 103 to 93, and the number of employees with vocational education decreased from 85 to 79. The number of employees with secondary education was 29 people. Thus, the reduction in the number of employees was mainly due to the reduction of personnel with vocational training.

In Table 5.3, we present data on the age composition of the workforce of Beijing Jianyi Engineering for 2019-2020.

Table 5.3-Data on the age composition of the workforce of Beijing Jianyi Engineering for 2019-2020

	2019	2020	Deviation of 2020, (+,-) from 2019
Categories of personnel	dude.	specific gravity, %	dude.	specific gravity, %
18-24	22	8,37	26	11,23	4
25-29	28	10,89	25	10,68	-3
30	16	6,14	14	6,02	-2
31	12	4,74	11	4,65	-1
32-39	50	19,27	44	18,91	-6
40-49	70	27,09	62	26,57	-8
50-54	35	13,41	31	13,15	-4
55-59	21	8,11	18	7,94	-3
60 and older	5	1,95	4	1,91	-1
Total staff	259	100	233	100	-26

Analyzing the data of table 5.3 observed that the largest proportion of staff in 2020 between the ages of 40 to 49 years, their share 26,57%, a little less of 18.91 % staff from 32 to 39 years, has the smallest share of staff at the age of 60 years of 1.91 %, compared with 2013, the largest proportion were aged 40 to 49 years of 27.41%.

We analyze the main technical and economic indicators of the organization table 5.4.



Table 5.4-Main technical and economic indicators of Beijing Jianyi Engineering for 2018-2020

Indicators	2018	2019	2020	The rate of change in 2020 to
				2019	2018
1. Trade Turnover:	1252	1772	2019	160,89	113,77
2. Revenue from sales thousand rubles:	1528	2215	2520	164,92	113,77
3.1 Cost of sales of products	1320	1997	2217	167,95	111,02
(works, services):	0,86	0,91	0,88	102,32	96,71
3.2 Costs per 1 ruble of products sold, rub.	7	-67	-18	72,1	21,1
4. Profit from the sale of products( works, services):	-	42	42	-	100
5. Profit (loss) from investment and financial activities, thousand rubles.	1	-	4	400	-
6. Profit (loss) for the rep. period, th. rubles.	1	3	3	300	100
7. Taxes and fees, payments and expenses made from profit, thousand rubles.	1210	1447	1501	124,05	103,73
8. The cost of fixed assets, thousand rubles.	279	383	220	78,85	57,44
9. The cost of working capital, thousand rubles.	1,26	1,53	1,67	132,94	109,67
10. Return on funds.	15	14	13	86,66	92,85
11. Average number of employees, people.	101,86	158,21	193,84	190,29	122,52
12. Labor productivity, thousand rubles/person.	5,02	5,4	5,9	117,53	109,26

Thus, analyzing the data in Table 5.4, we note that the trade turnover increased from 1,252 thousand rubles to 2019 thousand rubles by 1.6 times. Revenue from sales increased from 1,528 thousand rubles to 2,520 thousand rubles by 1.64 times.

The profit of the organization for the reporting period increased from 1 thousand rubles to 4 thousand rubles, 4 times.

The number of employees decreased from 15 to 13 people. Labor productivity in terms of sales revenue increased from 101.86 thousand rubles to 193.84 thousand rubles by 1.9 times. The amount of remuneration increased from 5.02 thousand rubles to 5.9 thousand rubles.

For a complete and objective assessment of efficiency, it is necessary to analyze its dynamics over a number of years. The first block in assessing the economic efficiency of the organization of trade presents indicators of the results of economic, financial and commercial activities. The system of indicators of the results of trade organizations consists of several subsystems of indicators, which include indicators for evaluating the effectiveness of retail sales, profitability and profitability. Retail trade turnover (retail sales) simultaneously characterizes both the economic and social effect of trade organizations, since, on the one hand, it is the result of economic, financial and commercial activities, and, on the other, it reflects the volume of satisfaction of the population's demand (realized demand).

Table 5.5 - Indicators for assessing the availability and use of resources 2018-2020

Indicators	Years	Growth rate %
	2018	2019	2020	2020 to 2018	2020 to 2019
1. Trade Turnover:	1252	1772	2019	113,76	161,02
2. Profit from sales	7	-67	-18	26,86	-257,14
3. Implementation costs	506	489	485	99,18	95,84
4. The cost of econ. Res. of trade, total	2392,6	2737,2	2641,4	96,51	110,39
Including:	1210	1447	1501	103,73	124,05
4.1. The cost of fixed assets	279	383	220	57,44	78,85
4.2. The cost of working capital	903,6	907,2	920,4	101,45	101,85
4.3. The salary fund of trade workers, thousand rubles.	15	14	13	92,85	86,66
5. The av. num. of trade workers, people.	8925	8854	8543	96,48	95,72
6. The number of the served population, thousand people.	32888	33276	31975	96,09	97,22
7. Turnover of the organ. area of activity	0,52	0,64	0,76	117,89	145,85
8. Resource efficiency, p	2,47	3,62	4,15	114,71	167,99
. 9. Expenditure efficiency, p	0,41	0,27	0,24	87,17	59,52
. 10. Level of sales costs (circ. costs), %	0,55	-3,78	-0,89	23,61	-159,69
	83,46	126,57	155,07	122,52	185,79
12. Labor productivity	0,14	0,21	0,23	117,91	168,22
13. Price of 1 receipt	2,71	2,66	2,67	100,41	98,45

The resource efficiency indicator is one of the generalizing indicators of trade efficiency.

The higher its value, the better the trading activity is carried out and the more efficiently the economic resources are used.

The number of employees and the salary fund in 2020 are presented in Table 5.6.

Table 5.6-Number of employees and salary fund in 2020

Post	Number of staff units
Accountant	1
Administrator	1
Manager	1
Consultant	1
Technologist	2
Marketer	6
Tech. employee	1
Total:	13

Therefore, the total number of employees is 13 people.

6. SWOT-analysis

We will conduct a SWOT analysis, which will help to study the strengths and weaknesses of the organization. To get an objective result, highly qualified specialists should evaluate each factor in accordance with the selected rating scale using a five-point system. According to the table, the average value of each selected coefficient is obtained, and they are ordered. Every organization has its strengths and weaknesses. We will conduct a SWOT analysis that will allow us to identify and structure the strengths and weaknesses of our organization, as well as potential opportunities and risks. This is achieved by managers comparing their organization's internal strengths and weaknesses with market opportunities. Based on the quality of compliance, the direction of organizational development is determined, which is ultimately determined by the allocation of resources by segment in table 6.1.



Table 6.1-Factors of the internal environment of Beijing Jianyi Engineering

The factors of the internal environment	Quality assessment	The importance
	5	4	3	2	1
1. Marketing:
1.1. The popularity of the organization in the market	+					0,04
1.2. Market share			+			0,04
1.3. Reputation for quality			+			0,05
1.4. Service reputation					+	0,05
1.5. Advertising				+		0,06
1.6. Sales performance				+		0,04
1.7. R & D efficiency					+	0,03
1.8. Location					+	0,02
2. Finance:
2.1. Cost of capital					+	0,05
2.2. Availability of capital resources				+		0,02
2.3. Return on equity			+			0,03
2.4. Financial stability		+				0,05
3. Trade:
3.1. Modern equipment		+				0,04
3.2. Customer satisfaction					+	0,05
3.3. Compliance with delivery deadlines		+				0,04
3.4. Product range					+	0,05
3.5. Implementation costs				+		0,02
3.6. Technical level of implementation			+			0,03
4. Organization:
4.1. Management qualifications				+		0,04
4.2. Small management staff					+	0,04
4.3. Qualifications and abilities of managers				+		0,05
4.4. Reaction to changes in the market situation				+		0,04
4.5. Employee commitment to work			+			0,03



Table 6.2-Matrix of analysis of strengths and weaknesses of Beijing Jianyi Engineering

Indicators	Quality assessment
	Very weak	Weak	Neutraling	Strong	Very strong
The importance	Higher School	1.4., 2.1., 3.2., 3.4.	1.5., 4.3	1.3., 4.7.	2.4.
	Average	4.2.	1.6., 4.1., 4.4.	1.2.	3.1., 3.3, 4.6.	1.1.
	Lowest	1.7, 1.8	2.2., 3.5.	2.3.,3.6., 4.5.

As can be seen from the matrix of analysis of weaknesses and strengths presented in Table 6.2, the weaknesses of the organization prevail over the strengths. It should be noted that the most problematic factors are those located in the upper - left corner of the matrix-the problem area, these are- 1.4., 2.1., 3.2., 3.4., 4.2., 1.5., 4.3., 1.6., 4.1., 4.4.

Table 6.3-Summary of the analysis of the activities of Beijing Jianyi Engineering

Factors	Strengths	Weaknesses	Effects
Marketing	Well-known in the market, occupies a significant market share	Low level of service, low R & D efficiency, low reputation for quality, average sales efficiency, has an inconvenient location, insufficient advertising	The sales drop, possible loss of customers
Organization	High return on capital, financial stability	Low cost of capital availability of capital resources	Sound financial condition
Finance	High-tech modern equipment, timely delivery of products	Very "poor" product range, high production costs, low degree of customer demand satisfaction
Production	Proactive management, fairly dedicated employees of the organization	Insufficient qualifications of management and managers low response to changes in the market situation, more than the required number of employees	Loss of customers, increase in the cost of products



The result of the analysis of the activities of Beijing Jianyi Engineering is presented in Table 6.3. From Table 6.3, there are poor indicators in the field of marketing (department of managers). It is desirable to change the current situation as soon as possible. The strengths of the financial factor-somewhat surpassing the weaknesses, it should be noted that the advantages of the strengths include the financial stability of the organization. The main flaw - in the production factor-is an insufficient product range, which leads to the fact that the organization can not fully meet customer demand (department of managers). A significant disadvantage of the organizational factor is the lack of qualification of the management and managers of the organization. It is necessary to improve the skills of first of all managers, as well as the management of the organization (department of managers).

Table 6.4-List of the main threats and opportunities of Beijing Jianyi Engineering

Threat	Opportunity	Implications for the organization	Possible measures to avoid the threat or not to use the opportunities
The loss of a client		Financial losses, and in the case of the loss	All possible measures to retain the client: dis., ad. services. Search for alt. solutions to the pr. with the client
	The appearance of the client	of a large client, significant; Loss of the organization's reputation	Discounts, installments, additional services, conc. of a long-term contract.
Competitive advantages		Additional sales market, add. source of financial resources	Fin.and elim. the rea. for lag. Beh. com..
	Weakness of competitors	Loss of customers, both existing and pot.; loss of market share	Try to strengthen its position in this niche of the market.
The loss of a supplier		Increase in the oc. market share, the emer. of new customers	Improve business relationships; have a contract with a supplier for em. orders
		Disruption of deliveries, search for a new supplier	It makes sense to ren. contracts only when the new supplier has a good rep. or sign. more fav. cond. for cooperation.
Introduction of add. taxes		Ch. Bet. suppliers, the most ac. Cond. for concluding contracts	Attempt to obtain tax benefits
	Appearance of a new supplier	Increasing the cost of products	Attempt to obtain new subsidies



The table shows that almost every threat leads to a chain of negative factors, the final link of which is always a financial loss, and then, possibly, a deterioration in the reputation of the organization. Conversely, any opportunity gives the organization the opportunity to secure its place in the market and, if possible, move forward.

The choice of the criterion of strategic effectiveness is not limited to one indicator, but depends on the characteristics of the current situation, the prevailing (dominant) goals of the company and the availability of reliable and reliable information about the state of the external and internal environment. Since there is an objective need for a comprehensive evaluation of the strategy, various alternatives to the selected main strategy, including the strategy in effect at the time of the evaluation, can be considered as objects of evaluation.

7. ABC - analysis, BCG matrix

Table 7.1 shows the data on the profit of the company's commodity units.

Table 7.1-Profit volumes for goods, thousand rubles

Product	Profit
1. HADES	33800
2. AID-1	16400
3. HADES 2	48800
4. AID-1 s	26400
5. DD-6	55860
6. DC-2	153400
7. DC-9	56000
8. DC-5	11600
9. AK-4G	26400
10. KU-500	497200 73800



Table 7.2 - Analysis of the dynamics of the commodity policy

Product Name	2018 y.	2019 y.	2020 y.
1.MK-1	4001200	4001200	4410000	3801724	6000000	2137361
2.MK-2	1690000	1690000	1710000	1474137	4500000	1603020
3. AID-1	127000	127000	169000	145689	459223	163587
4.AID-2	307000	307000	405000	349137	524062	186684
5. К-3	112400	112400	913800	787758	90 600	436006
6. МP-60С	1131700	1131700	1334300	1150258	1962000	698917
7. MP-70С	1181600	1181600	1691200	1457931	2733090	973600
8. МP-100С	165300	165300	327950	282715	400000	142490
9.ST MAS-5,5КС1	4118260	4118260	4 928250	4248491	6900000	2457965
10. ST MAS -5,5К1	4007700	4007700	4569900	3939568	5450000	1941436
11. ST MAS -5,5КС2	3914980	3914980	4920500	4241810	6100000	2172983
12. ST MAS -5,5К2	3200220	3200220	5109720	4404931	5300000	1888002
Total:	23957360	23957360	30489620	26284149	41237975	14802051

Based on Table 7.2, it can be seen that the current prices are higher than comparable ones. The 2019 industry price index is 1.16, and the 2020 industry price index is 2.42. Production at current prices is growing faster, while at comparable prices it is growing slower.

Table 7.3 - ABC-profit analysis, thousand rubles

Product	Profit in descending order	Ud. weight in profit	Accumulated specific gravity	Zone
10. КU-500	497200	49,7	49,7	А
6. DК-2	153400	15,3	65	А
11. MUKP-6	73800	7,4	72,4	В
7. DК-9	56000	5,7	78,1	В
5. DD-6	55800	5,6	83,7	В
3. AID A	48800	4,9	88,6	В
1. AID C	33800	3,4	92	С
4. AID-1	26400	2,6	94,6	С
9. АК-4G	26400	2,6	97,2	С
2. AID-1 с 8 8. DК-5	16400 11600	1,6 1,2	98,8 100	С С
Total:	999600	100	-	-



Based on Table 7.3, we can draw the following conclusions that two products fell into group A - KU-500, DL-2. Group B includes 4 products-MULP-6, DD-9, DD-6, AID without a milking machine. All the remaining products were placed in group C.

Next, we conduct a rank analysis of the assortment.

8. Сhoosing a product or service

The foreign trade plan of Beijing Jianyi Engineering includes indicators for exports and imports broken down by goods, by countries and regions in monetary and physical terms for a year.

In Beijing Jianyi Engineering, planning is carried out by the head of the OVEC department based on the production plan for the next year.

Thus, in Beijing Jianyi Engineering, foreign trade planning is not based on a continuous analysis of incoming marketing information, and turning it into strategic decisions that are fixed in the plans for the production and sale of export products. And in the sequence of determining the volume of production and from it the percentage of sales for export is planned, which is a negative point.

Let's evaluate the dynamics of product deliveries to the domestic and foreign markets.



Table 8.1-Dynamics of deliveries of products to the foreign market of Beijing Jianyi Engineering for 2018-2020.

Indicator	Year	Growth rate,%; deviation (+/-)
	2018	2019	2020
				2019 to 2018	2020 to 2019	2020 to 2018
The proceeds from the sale, of the thousand.	339305	495333	413199	145,98	83,42	121,78
Including outside the Republic of Belarus, thousand rubles	177185,1	114786,9	59649,8	64,78	51,97	33,67
- in % of the total volume	52,22	33,83	17,58	64,78	51,97	33,67
Sold on the domestic market, thousand rubles	162119,9	224518,1	279655,2	138,49	124,56	172,50
- in % of the total volume	47,78	66,17	82,42	138,49	124,56	172,50

Thus, the volume of exports in the organization is constantly decreasing, which is primarily due to the growth of sales in the domestic market by 72.5%, the decline in exports for the period was 17.58 %.

9. Analysis and evaluation of innovative activity of Beijing Jianyi Engineering

The main goal of Beijing Jianyi Engineering is to establish itself as a reliable supplier of high-quality products and services, due to a wide range of products that meet international quality standards and cooperation with leading manufacturers and brands.

The implementation of this goal is achieved by:

- implementation of measures to reduce the cost of production;

- marketing research of the market, implementation of constant communication with the consumer for the purpose of studying consumer demand, wishes and expectations of the consumer;

- development and implementation of modern technologies, new types of competitive products, improvement of product quality, constant updating of the product range;

- professional development and training of personnel, including on issues of product quality assurance, providing staff with the necessary resources and freedom of action within the framework of responsibility, initiating, recognizing and encouraging people.

In order to meet the demand of the population in Minsk, the assortment is constantly expanding and the turnover is increasing.

Promising areas of development of the industry are identified:

expansion of the range and volume of product turnover;

modern packaging methods that allow to increase the shelf life of finished products, to ensure practicality for consumers.

Beijing Jianyi Engineering sells products both in the Russian Federation and in the CIS countries.

An approach to a comprehensive assessment of the company's strategic performance in the market is possible - an assessment based on a set of performance criteria. This approach is based on the selection of a set of strategic performance criteria that best match the nature of the company's objectives and a multidimensional comparative assessment of the effectiveness of alternative policy options. The main difficulty of the calculations is to justify the choice of criteria for strategic effectiveness and probabilistic assessment of environmental uncertainty. At the same time, one of the main conditions for evaluation is the quantitative proportionality of the various criteria, so their values should be expressed in relative units. The essence of this method is to determine the strategy of the standard. This is a non-existent strategy, characterized by the best values of indicators. Each alternative being compared is considered to be a point in n-dimensional Euclidean space: the coordinates of the point are the values of the indicators by which the comparison is made. Then the distance from the point (alternatives) from the reference value, the coordinates of which represent the best results for each indicator set, determines the location of this strategy in the compared set. Each of the comparison indicators has a weighting factor that indicates its importance for the total amount of information. The strategy effectiveness criterion can be written as:

(9.1)

where Ri is the complex estimate of the i-th strategy (the distance from the point denoting the i-th strategy from the reference value);

j - number of integrated assessment factors;

kj - the coefficient of comparative significance of the j-th factor (0 ? kj ? 1);

i - the number of alternative strategies;

xij-coordinates of the i-th strategy in n-dimensional space.

The xij coordinates are relative values, since the best value of the indicator acts as a reference base:

(9.2)

where aj is the value of the j-th factor standard indicator;

aij - the value of the indicator of the j-th factor in the i-th strategy.

As the initial data for the analysis of the current strategy, we will use the data of the reporting year sales expenses, revenue from sales of products, profit from sales of products, etc. As a second option, consider the targets according to which all the figures of the previous (prior fiscal year), the plan was to increase by 11.2% in the reporting year.



Table 9.1-Comprehensive assessment of the effectiveness of the Beijing Jianyi Engineering strategy»

Стратегии	Факторы комплексной оценки с учетом коэффициента сравнительной значимости	Комп. оценка
	Расходы на реализацию	i	Выручка от реализации,	j	Экономический результат,	k
С1 = 2018 г. эталон	55421	0,011	232822	0,0017	35961	0,628	64,1
С2 = 2019 г + 11,2%	62645*1,112	0,012	290886	0,0014	9235	0,508	63,6

i2019 = 1/7948*100 = 0.011

i2020 +11,2% =1/(7948*1,112)*100 = 0.012

j2019 =1/56893*100 = 0.0017

j2020 +11,2% =1/ (63265,02*1,112)*100 = 0.0014

k2019 = 1/159*100 = 0.628

k2020 +11,2% = 1/(176,808*1,112)*100 = 0.508

Xijk = 0,011+0,017+0,628/0,012+0,0014+0,508 = 52,87

Rc1= v3(?i?j?k) *kc1 *(1-Xijk)2 = v(3*(0,011+0,017+0,628)*0,628*(1-52,87))2 = 64,1.

Rc2 = v3(?i?j?k) *kc2 *(1-Xijk)2= v(3*(0,011+0,012+0,628)*0,628*(1-52,87))2 = 63,6.

The optimal strategy will be the one that is currently being implemented with the highest integrated score.

In 2020, special attention was paid to the following issues:

Implementation of investment projects.

creating new products that meet customer needs;

maintaining the organization's liquidity and independence;

Providing a sustainable share of profits to fund research to create new products and enter new markets.

Strengths of economic activity:

- unified technologies that can change quickly and at no additional cost.

Weaknesses of economic activity:

- lack of experience in a highly competitive market;

- the presence of physically worn and outdated commercial and technological equipment.

Individual Task

Initial data

Table 3.3 -The production program of production for planned year

№ variant	Annual program of all, n.е	Including the program on months of planned year, n. е.
		January	February	March	April	May	June	July	August	September	October	November	December
0	1750	106	141	190	132	142	98	154	214	132	145	162	134

Table 3.2-Data on use of materials in the production and separate cost elements connected with supply

№ variant	Material consumption on a unit of production, n.е.	Material unit cost, m.u.	Term of implementation of orders by the supplier, days	Possible frequency of material supply, days	Specific costs of materials storage, m.u.	Costs of performance of one purchase of materials, m.u.	Annual costs on control of dynamics of materials remaining balance , m.u.
							Periodic control system	Continuous control system
0	2,6	3,8	8	25	12	520	1050	2340

Calculation of the optimal order size.

The optimal order size is calculated using the Wilson formula:

q0 - optimal order size, pcs.;

С1 = 520, cost per order, y.e..;

Q = 4550,

The need for inventory items for a certain period of time (year), pcs.;

C2 = 12, costs of maintaining a stock unit, y.e ../ pcs.

Optimal average stock level:

Optimal replenishment frequency:

(Year) ore 0.14*360=50 day.

2. The time interval between orders, subject to the optimal delivery schedule.



N - number of working days per year;

n - number of delivery lots for the period (year)

(day)

Point of order:

(шт.)

3. The total annual costs for the warehouse for the year will

Total costs

TC = p*Q + TCU = p*4550 + 7535.52

where p is the purchase price, y.e. lei for 1 unit.



Table 3.3 - The procedure for calculating the parameters of the inventory management system with a fixed order size.

N	Indicator	Calculation procedure	Value
1	Need, pcs.	-	4550
2	Optimal order size, pcs.	According to the formula	627.96
3	Delivery time, days	-	8
4	Possible delivery delay, days	-	1
5	Expected daily consumption, pcs / day	[1] : [number of working days]	12.64
6	Term of spending the order, days	[2] : [5]	49.68
7	Expected consumption during delivery, pcs.	[3] х [5]	101.12
8	Maximum consumption during delivery, pcs.	([3] + [4]) х [5]	113.76
9	Warranty stock, pcs.	[8] - [7]	12.64
10	Stock threshold level, pcs.	[9] + [7]	113.76
11	Maximum desirable stock, pcs.	[9] + [2]	640.6
12	Period of expenditure of the stock to the threshold level, days, pcs.	([11] - [10]) : [5]	41.68

Order size with a fixed interval between orders.

Table 3.4- The procedure for calculating the parameters of the inventory management system with a fixed time interval between orders.

N	Indicator	Calculation procedure	value
1	Need, pcs.	-	4550
2	Time interval between orders, days	-	49.68
3	Delivery time, days	-	8
4	Possible delivery delay, days	-	1
5	Expected daily consumption, pcs / day	[1] : [number of working days]	12.64
6	Expected consumption during delivery, pcs.	[3] х [5]	101.12
7	Maximum consumption during delivery, pcs.	([3] + [4]) х [5]	113.76
8	Warranty stock, pcs.	[7] - [6]	12.64
9	Maximum desirable stock, pcs.	[8] + [2] х [5]	640.6
10	Order size, pcs.	By formul	12.76
11	Maximum desirable stock, pcs	[9] + [2]	640.6
12	Period of expenditure of the stock to the threshold level, days, pcs.	([11] - [10]) : [5]	41.68

Order size:

Figure 3.1 - Stock movement



It is obvious that the following norms are laid down in the inventory management system in this example:

order rate -- 627

current stock rate --101,12

safety stock rate --12,64

average stock rate --620

maximum stock rate -- 640

minimum stock rate -- 113,76



Conclusion

The following conclusions can be drawn from the above:

Consequently, in the study period, the main source of profit formation is profit from sales, in 2020, its growth is observed 19.94 times, the profit of the reporting period is 91.2 %, in the profit from sales in the study period, losses from non-operating activities are observed. Growth, growth in earnings from sales in the studied period due to rising costs and rising demand for the products of the organization, however, the organization is profitable in the study period.

Thus, all the profitability indicators in the study period improved, this is due to the fact that the profit indicators in 2020 increased relative to previous periods, and the growth rate of cost, revenue and other indicators also increased, while the organization in the study period is profitable and profitable, which positively characterizes its activities and development.

In 2020, special attention was paid to the following issues:

Implementation of investment projects.

creating new products that meet customer needs;

maintaining the organization's liquidity and independence;

Providing a sustainable share of profits to fund research to create new products and enter new markets.

Strengths of economic activity:

- unified technologies that can change quickly and at no additional cost.

Weaknesses of economic activity:

- lack of experience in a highly competitive market;

- the presence of physically worn and outdated commercial and technological equipment.

In general, the organization is on the right path of development.



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