DOI: 10.33917/es-3.195.2024.126-137

In modern conditions the primary tool for attracting qualified specialists, minimizing staff turnover and stabilizing a workforce, maintaining and developing staff’s desire to improve professional knowledge and skills is the system of motivation and stimulation of their work activity. That is why the present article, which dwells on choosing the most suitable system for enterprises and organizations of the defenсe industry, based on specific industry characteristics, seems undoubtedly relevant. In the work: 1) literary sources dealing with the issues of labour stimulation are analyzed and summarized; 2) an analytical study was carried out using real data on dependence of the most important indicator of the production and economic activity – revenue from product sales – on the qualitative professional and age characteristics of the business entities’ personnel; 3) a comparative assessment of the personnel motivation and incentive systems used in developed foreign countries is given (information base, mechanisms for forming personnel remuneration rates, advantages, disadvantages, possible areas of application); 4) a justification is given for the expediency of using the Japanese system of lifelong employment, seniority and organization of groups from enterprises’ employees for searching and resolving the “bottlenecks” in the Russian military-industrial complex as the basic fundamental elements; 5) proposals (a set of organizational and economic measures) were formulated to attract young specialists into defence-industrial complex.

References:

1. Sokolov A.V. Sravnitel’naya otsenka finansovo-ekonomicheskogo polozheniya predpriyatiy oboronnoy promyshlennosti RF [Comparative Assessment of the Financial-Economic Situation of the Defence Industry Enterprises in the Russian Federation]. Novosibirsk, IEOPP SO RAN, 2010, 196 p.

2. Pisareva O.M. Analiz sostoyaniya i kharakteristika potentsiala razvitiya instrumentariya strategicheskogo planirovaniya v usloviyakh tsifrovoy transformatsii ekonomiki i upravleniya [Analysis of the State and Characteristics of the Development Potential of Strategic Planning Tools in the Context of Digital Transformation of Economy and Management]. MIR (Modernizatsiya. Innovatsii. Razvitie), 2018, vol. 9, no 4, pp. 502–529.

3. Shapiro S.A. Teoretiko-metodologicheskie osnovy upravleniya chelovecheskimi resursami v ekonomke Rossiyskoy Federatsii: Monografiya [Theoretical-Methodological Foundations of Human Resource Management in the Economy of the Russian Federation: Monograph]. Moscow, ID “AT i SO”, 2003, 274 p.

4. Kapitanova E.V., Suvalova T.V. Sovremennye tendentsii kadrovogo obespecheniya predpriyatiy oboronno-promyshlennogo kompleksa Rossii: problemy sistemy podgotovki kadrov i puti resheniya [Modern Trends in Staffing Enterprises of the Russian Military-Industrial Complex: Problems of the Personnel Training System and Solutions]. E-Management, 2021, vol. 4, no 4, pp. 86–96.

DOI: 10.33917/mic-4.111.2023.5-28

In modern conditions, prompt and reasonable adoption of important decisions on the regulation of production is impossible without automated calculations performed by modern software products. One of the ways to effectively solve this problem is to create a concept (taking into account the specific features of enterprises and organizations of the defense industry) of a corporate information system platform.

The paper considers and resolves the following issues: 1) on the basis of a comparative analysis of sales volumes of corporate information systems in the global and Russian markets, their main trends and patterns of development are identified; 2) a comparative assessment of the evolution of approaches to the creation and implementation of information systems, their advantages and disadvantages, as well as possible areas of the most effective use; 3) the priority requirements of potential users for corporate information systems are substantiated; 4) the main parameters are detailed – the characteristics of concentration, specialization, cooperation and combination of production; 5) the expediency of developing two variants of CIS platforms is substantiated: for a sub-sector (an integrated corporate structure) and for a group of enterprises producing homogeneous products; 6) proposals are made for organizing a complex of works in the defense industries to introduce advanced digital technologies to solve the problems of managing high-tech production.

References:

1. Enterprise Resource Planning Market Size 2021. Revenue Growth Development, Business Opportunities, Future Trends, Top Key Players, Market Share and Global Analysis by Forecast to 2023. URL:

https://www.marketwatch.com/press-release/enterprise-resource-planning-market-size-2021-revenue-growth-development-business-opportunities-future-trends-top-key-players-market-share- and-global-analysis-by-forecast-to-2023-2021-07-22

2. Top 5 ERP software. Worldwide, 2018. Provider. URL:

https://blogs.gartner.com/debbie_wilson/files/2019/04/ERP-market-2018.jpg

3. ERP systems (world market). URL: https://www.tadviser.ru/index.php/

4. Top 10 ERP Software Vendors. Market Size and Market Forecast 2019-2024. URL: https://www.appsruntheworld.com/top-10-erp-software-vendors-and-market-forecast/

5. Enterprise resource planning (ERP) software market revenues worldwide from 2019 to 2024. URL: https://www.statista.com/statistics/605888/worldwide-enterprise-resource-planning-market-forecast/

6. ERP Software Market Size. URL: https://www.kbvresearch.com/erp-software-market/

7. 75% of Dutch organizations uses an ERP system, CRM is less used. URL:

75% of Dutch organizations uses an ERP system, CRM is less used

8. Enterprise management systems (ERP). Russian market. URL:

https://www.tadviser.ru/index.php/

9. Roan Alexander. SAP HANA and S/4HANA – a simple guide. URL:

https://blogs.sap.com/2020/06/04/sap-hana-and-s-4-hana-a-simple-guide/

10. SAP S/4HANA. URL: https://learning.sap-press.com/sap-s4hana

DOI: 10.33917/mic-6.107.2022.19-31

The purpose of this scientific article is to prepare proposals for the further development of the management of enterprises and organizations of the domestic defense industry. The relevance of the topic is due to the fact that at present the current organizational structure for managing them has a number of significant drawbacks, the main of which (especially with a significant expansion of the range of products) are a significant decrease in the system’s maneuverability and an increase in its response time to changes in external conditions. Therefore, it is necessary to develop new methodological approaches to eliminate these shortcomings. The paper considers the following issues: 1) as a result of the analysis of integration processes in the Russian defense industry, the main shortcomings and unresolved problems were identified; 2) the fundamental conditions for the development of an organizational structure for managing a business entity are determined; 3) requirements for its elements are formulated; 4) proposed and substantiated on their basis a typical organizational structure for managing a large production facility – a corporation.

References:

1. On the approval of the «Federal target program for the restructuring and conversion of the defense industry for 1996-2000». Decree of the Government of the Russian Federation No. 625 dated June 24, 1998. – Access from the Garant information and legal system.

2. Artyukhov V.I. Conversion of the defense industry in modern economic conditions // Conversion in mechanical engineering. 1994;1:5-9. (In Russ.).

3. Borisov V., Rassadin V., Tarakanov G. Prospects for structural changes in mechanical engineering and military-industrial complex // Economist. 1995;7:45-50. (In Russ.).

4. Bratukhin A.G., Dmitriev O.N., Kovalkov Yu.A. conversion potential. M.: Mashinostroenie, 1992. 453 p.

5. Pimenov V.V. State corporations as a tool for implementing industrial policy in the military-industrial complex // Management and business administration. 2008;4:56-65. (In Russ.).

6. Sobolev L.B. Restructuring of the military-industrial complex //Finance and credit. 2016;47:47-62. (In Russ.).

7. Sobolev L.B. Horizontal integration or conglomeration? //Economic analysis. 2013;24:8-12. (In Russ.).

8. Barinov V.A. Organizational design. Moscow: Infra-M. 2012. 384 p.

9. Kozyr N.S., Natapova S.M. Classification of organizational structures of enterprise management // Economics and management of innovative technologies. 2015. №3. URL: https://ekonomika.snauka.ru/2015//03/7493

10. Moshkina T. Many-sided structure // Personnel management. 2007;12:63-69. (In Russ.).

11. Zhdanova L.A. Organization and management of a capitalist firm. M.: Publication of the Peoples’ Friendship University, 1987. 82 p.

12. Betelin V.B. On the problem of diversification of production at the enterprises of the military-industrial complex of Russia // Innovations. 2018;7:3-7. (In Russ.).

13. Biryukov A.V. Cluster policy as a factor in increasing the competitiveness of defense industry enterprises // Microeconomics. 2009;5:70-75. (In Russ.).

DOI: 10.33917/mic-4.93.2020.57-66

The article discusses the economic feasibility of using modern development in managing the development of enterprises of the defense-industrial complex in the performance of the state defense order of the theory of shadow prices.

DOI: 10.33917/es-8.166.2019.116-123

One of the key issues that arises when forming criteria for evaluating the effectiveness of decisions on the ratio of shadow prices and product costs, criteria for weapon effectiveness and optimum weapon quality are seemingly self-evident, they are widely used in practice. But are they always valid and effective? In fact, not so simple. Obvious criteria like this often turn out to be not quite correct, or, sometimes, completely wrong. The article will consider this issue in more detail

The article discusses the introduction of digital technologies in the military-industrial complex (MIC). Digital technologies ensure sustainable development and a significant increase in the efficiency of high-tech and high-tech production. The article deals with the problems and basic requirements for the digital production of weapons, military and special equipment, analyzed the depth of penetration of digital technologies in the production processes of the defense industry of Russia, identified promising areas of digitalization of production, considered issues of information security, formulated proposals to address the problems of implementation of digital technologies in the defense industry.

The article deals with the problems of the introduction of the digital economy in the defense industry, ensuring sustainable development and a significant increase in the efficiency of their production. Information technologies are the basis of automation of production processes and together with the formation of a single information space allow you to move to a new higher level of production management.

The article deals with scientific staff’s emigration and immigration, including the practice of engaging leading foreign scientists. The authors propose concrete arrangements to form points of growth in the Russian system of science and education.

The article describes technical and economic issues of providing defense potential in the aerospace sector under in conditions of increasing military and technological challenges and threats and implementing the strategy of import substitution. The paper presents analysis of the information-technological problems of development of domestic military-industrial complex enterprises — developers of aerospace defense systems, it identifies reserves for increasing their efficiency through introducing integrated information systems. On the example of “VNIIRT” JSC the paper presents prospects for implementing the lean manufacturing concept on the basis of product lifecycle management technology. It gives comparative characteristics of cooperation business models in the defense industry both in foreign countries and in Russia. The article identifies technological and organizational-economic factors of developing cooperation of the final integrators, sub-integrators and components suppliers in the military products manufacturing. It sets out system-forming elements of a risk-oriented approach to forming co-operation in the defense-industrial complex. The authors propose a mathematical model of risk indicator for the company-finalist when choosing the composition of enterprises participating in cooperation, based on aggregation of private indicators of scientific and technical, industrial and technological, financial and economic risks. They formulate long-term objectives for the proposed approach implementation with application of neural network technology.

The article presents comparative analysis results of national models of the defense industry strategic development in the United States, Western Europe and China. It examines the influence of the national mentality, national business culture and existing business traditions in the countries under consideration on integration processes development in the defense industry, organizational forms applied and mechanisms. The article dwells on characteristics of the civil-military integration mechanisms, public-private partnerships and inter-ethnic cooperation, reveals features of their implementation in different countries of the world. It presents conclusions on the possibility of adapting the advanced foreign experience to domestic practice of strategic management of the defense industry development.