Benchmarking in the management of sustainable development of enterprise

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Dniprovsky state agrarian and economic university

BENCHMARKING IN THE MANAGEMENT OF SUSTAINABLE DEVELOPMENT OF ENTERPRISE

Kozenkova Vladyslava

Candidate of Economic Sciences

Annotation

benchmarking sustainable development management

The article is devoted to the management of sustainable development of an enterprise. The views on the definition of the concept of sustainable development in the enterprise management system are considered. The possibilities of using benchmarking in the formation of benchmarks for the development of an enterprise in predicting the financial condition are analyzed. Key words: sustainable development, development management, benchmarking.

Relevance of the problem

The sustainable development of the economic system presupposes the balanced functioning of its constituent elements. Unplanned deformations in the process of functioning and development of the production system lead to a loss of stability.

The loss of stability in the functioning and development of industrial enterprises is especially undesirable, since the stability, sustainability of development and the efficiency of their work determine the strategy for sustainable socio-economic development of enterprises and, in the end, the progressive development of the entire economy of the country.

Analysis of recent scientific research

The problems of development of enterprises, their sustainable functioning in the scientific literature are often considered in parallel with the category of sustainable growth, the problem of ensuring which was studied by E. Domar, P. Drucker, F. Kotler, D. Meadows, D. Maurice, M. Porter, R. Solow, R. F. Harrod, D. Hay, J. Schumpeter, B. Z. Milner, and others.

Despite active scientific research in this area of research, some important theoretical, methodological and applied foundations of enterprise development management have not yet received proper justification.

The concepts of "sustainability" and "sustainable development" are often considered synonymously in Russian studies. At the same time, attention is focused mainly on ensuring the financial and economic capacity of the enterprise. Most research and development deals with particular cases of sustainability and development of organizations. Therefore, further research into the problems of enterprise development is relevant.

First of all, they require clarification of the issue concerning the structuring of the conceptual apparatus. Issues related to the use of modern methods of enterprise development remain insufficiently developed. The lack of scientific and practical results of research on the formation of systemic mechanisms for activating the development of an enterprise does not make it possible to provide practical recommendations to business entities.

The problems of using modern methods and mechanisms for activating the development of enterprises are not sufficiently covered in the specialized literature and require further in-depth research and generalization, taking into account the analysis of the features of domestic theory and practice.

Goal of the work

The purpose of this article is to consider the theoretical foundations of organizing the management of sustainable development of an industrial enterprise based on the use of benchmarking.

Object of study

Management system for sustainable development in an industrial enterprise.

Subject of study

Definition of the conceptual foundations of benchmarking and analysis of its impact on the management of sustainable development of an industrial enterprise.

Presenting main material

Development management differs from creation management in that creation management manages the currently available features and activities.

Enterprise development management is the regulation of an enterprise's activities to increase its efficiency, increase labor productivity, improve product quality and ensure a qualitatively higher level of its competitiveness. With development management, the development function becomes an independent activity of the enterprise.

The idea of enterprise development is a transition from the initial state in which the enterprise is now to a new state in the future.

Development management is understood as the process of making and implementing strategic decisions based on a comparison of the economic potential of the enterprise with the conditions of the external environment and the internal state that arose as a reaction to the instability of business activities carried out by the management of the enterprise in order to ensure the economic sustainability of the enterprise in the long term. enterprises and creating competitive advantages.

Strategic development management implies the need to analyze the factors hindering the implementation of the enterprise development process. Development should be managed, that is, to a greater extent regulated by directed managerial action.

The concept of sustainable development is largely related to the time factor and therefore should be considered in close relationship with time parameters.

Many authors agree with the opinion that the economic concept of sustainability can only be assessed in retrospect, using indicators of its dynamics [1, 2].

Stability defines the property of the continuity of movement in the characteristics of growth. Market fluctuations and closely related activities of an economic entity can lead to a slowdown in development, as well as to stagnation and even destruction of the organization. Management action is designed to mitigate the possible negative consequences of such fluctuations.

Thus, in real conditions of functioning, development, an ok acquires the necessary properties of stability only when it experiences a managerial action. Thus, sustainable development is a stable, controlled development, in the dynamics of which new opportunities for further positive changes open up.

At the company level, the following characteristics of the development process can be distinguished [3]: orientation; variability; relativity; adjustability; constancy; irrevocable.

The content of stability is determined by the conditions under which the system is able to maintain its function in the face of external actions. The conditions for maintaining the function of the system are determined by the ability of the external environment to influence the system function, as well as the ability of the system to influence the external environment. Proceeding from this, the nature of the relationship between the system and the external environment acts as a criterion for determining development.

The selected criterion makes it possible to determine the following types of development: reactionary; innovative; active; passive. The analysis of the selected types of development made it possible to classify the development process according to the duration and strength of the changes occurring with the object of economic activity.

Such a classification can be based on the parameters of the phasing of changes in the activity of an economic entity. There are the following stages of changes: evolutionary; epochal; planned; operating; stage of permanent development [4].

The traditional basis of the enterprise management system is based on the principle of "active response" to the already established changes in internal and external factors of development. In this case, we cannot talk about development management, since management involves the adoption of preventive action measures to obtain the desired result.

The mechanism for managing the sustainable development of an enterprise consists of a system of economic methods, tools and techniques that increase the ability of an enterprise to achieve the maximum effect in its development under existing conditions.

Such a mechanism implies special planning principles, among which one can single out such principles as complexity; adequacy; stimulation; variability; continuity; the principle of preventive action; objectivity.

The most important direction in ensuring the achievement of sustainable development is the reform of enterprise management - starting with the restructuring of the enterprise, reforming the financial management system, organizational and production structures, assets, debts, staff composition, etc.

The mechanism of formation of the management system for the sustainable development of an enterprise consists of the formation of targets for the development; methodological support of sustainable development; development of tools for the mechanism of sustainable development of an enterprise; development of a mechanism for management accounting, evaluation and control of sustainable development; adaptation of methodological material to the existing conditions of an enterprise

The mechanism of formation of the management system is based on the so-called points of economic growth [5], which is understood as the scope of the enterprise, in which the management of this enterprise sees the main direction of development, or a favorable prospect for activity and has a desire to expand activities in this direction in the future.

The definition of such points is based on the formation of a system of indicators that should characterize them and methods for generalizing and systematizing the initial and calculated information, analyzing the results obtained.

You can help in the implementation of the tasks of forming (determining) points of economic growth using the elements of benchmarking.

Considering the existing approaches to the interpretation of benchmarking, we can define it as the process of finding and studying the best business practices.

In our opinion, benchmarking contributes to the development of a critical attitude of the enterprise to existing business processes; activates the process of learning the main knowledge and creates motivation for changes for the better; allows you to find innovative sources of improvement and methods of work; identifies new benchmarks for measuring business process performance.

In other words, it is a kind of technology for studying and applying successful complex business solutions in order to use them in any department of the enterprise.

Benchmarking was developed in the USA in the 1970s, but its main provisions became known much earlier. So, research on the best ways of working, techniques, and the organization of labor in general was carried out by F. Taylor at the end of the 19th century.

They can also be considered the foundations of the concept of benchmarking. In our country, related ideas formed the basis of one of the principles of organizing socialist competition (repetition of best practices), the Stakhanov movement, the works of A.K. Gastev, Central Institute of Labor. True, these ideas had little effect on management itself, and even less on marketing.

In the USA and Japan, government programs for the development of benchmarking have been developed. Practice shows that looking at your organization through the prism of the experience of the world's best companies or industry leaders makes it possible to find new benchmarks to improve management efficiency and solve applied issues, for example:

Is the number of employees in a particular department optimal?

Is it possible to further reduce unit costs and by how much?

Why is labor productivity in our company five or ten times less than that of a foreign competitor?

Due to what promotion methods did our competitor manage to increase its market share by 5%?

How to properly build the interaction of marketers, developers and manufacturers?

How do the best companies do it?

What business organization models are most effective in our industry?

How to adapt the best experience to the conditions of our organization?

The main feature of the classification of benchmarking in an industrial enterprise can be the type of enterprise potential - market, production and financial.

Market benchmarking is a comparison of the best practices of competitors in the field of marketing and interaction with the market environment with their own marketing capabilities and their position in the market of the same product.

Production benchmarking is a comparison of the production processes of competing enterprises, technologies, used machinery and equipment, material resources and the quality of production personnel with their own production capabilities in order to maintain and further increase their market share due to improved product quality, cost reduction, duration of production cycle, etc.

Production benchmarking is a rather complex and time-consuming undertaking. The possibility of obtaining reliable information about the level of production potential of competitors is also problematic, since the internal reporting of enterprises is strictly confidential, and access to it, as a rule, is closed.

Financial benchmarking is a comparison of the financial planning system of competitors with the system for organizing the movement of financial, investment, material and other flows. The need to use one or another type of benchmarking is determined by weak points in the enterprise's activities, as well as places (areas of activity) that require modernization.

Today there is no single methodology for benchmarking, but its basic principles are the same everywhere.

The principles governing business relationships in the benchmarking process are enshrined in the Benchmarking Code of Conduct. This is a kind of "gentleman's agreement" between business partners, which allows you to effectively and correctly conduct a reference comparison, respecting the interests of the parties.

The Code is valid in Europe, and in domestic practice it is desirable to support its use with separate agreements.

Benchmarking is carried out both for a specific business process and for a production process as an independent project. In this case, the number of stages may be different.

We highlight four main steps:

1. Definition of the problem and selection of indicators for comparison.

2. Selecting an object for comparison and collecting information.

3. Information analysis.

4. Making a decision.

The main task of the first stage is to formulate the problem, for the solution of which the enterprise turned to the experience of other companies. It is required to comprehend the emergence of periods of gaps and lagging behind the market leaders, study and analyze the predominant positions of these organizations, as well as the possibility of adapting them when implementing effective business solutions in your company.

At the second stage, having determined the problem directly, it is necessary to select the correct object for comparison. Moreover, the answer to this question depends on many factors. In our opinion, the main sources of information for benchmarking can be: 1) industry exhibitions, congresses, seminars, fairs, consultants from industry research institutes; 2) professional associations, conferences, conversations with colleagues in an informal setting, etc.

At the third stage of benchmarking, the analysis of the information received is carried out. Next, the top manager responsible for conducting comparative studies identifies the reasons for the lagging (gap) of his enterprise from the benchmark company.

At the last, fourth stage of benchmarking, knowing the reasons for the company's lagging behind the benchmark company, you need to understand how to close the existing gap, and then make a decision.

Practice shows that simple copying of technological achievements, management systems, personnel policies of competing enterprises is unacceptable.

Each enterprise conducting benchmarking must understand that the information collected can confirm the futility of the implementation of any planned project due to the identified limitations in material, financial and labor resources.

Therefore, in a particular situation, there may not be highly qualified engineers or the remoteness of the material supplier will not allow timely delivery of components from the manufacturer, and ultimately this will negatively affect the efficiency of the enterprise.

Conclusions

To form and modify a sustainable development strategy, it is necessary to have an assessment of the existing development potential of the enterprise.

To assess the potential for development means to assess the reserves for the further management process, hidden opportunities and threats in the process of the enterprise, this makes it possible to foresee further changes. Depending on how accurately it is possible to foresee significant changes in the conditions of operation, the effectiveness of preventive measures to respond to emerging conditions depends.

To assess the potential, it is possible to use benchmarking, which is a study of best practices in managing the production, material and human resources of an enterprise, as well as the market position of competitors to increase their own competitiveness, authenticity, business image and investment attractiveness.

The positioning of the enterprise among competitors depends on the answer to these questions.

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