DOI: 10.33917/mic-5.112.2023.57-71

The introduction of the kaizen methodology in a manufacturing company that occupies a leading position in the commodity market of the Moscow region. One of the most striking examples of the use of Japanese management principles in Russian conditions is the confectionery company Bolshevik JSC, where the development of the concept of the system of organization and rationalization of the workspace (5S) and universal equipment maintenance (TPM), which are the main elements of the concept of introducing employees to Kaizen thinking, allowed to increase the competitiveness of the company on the regional market, reduce costs associated with downtime and equipment shutdowns, improve the quality of labor resources, i.e. to grow competent equipment specialists, as well as to interest both operators and repairmen in the maintenance and improvement of technological equipment. Shows that the company «Bolshevik» has created such a type of equipment maintenance system, in which the main functions are transferred to the operators of technological equipment.
Describing the results of the implementation of the basic elements of the Kaizen concept, we can say that there were no serious difficulties in implementing the basic elements of the Kaizen concept in Bolshevik JSC, but at the initial stage there was a lack of interest on the part of employees. As soon as the first results appeared, production interest began to grow. The average order time for components has decreased by 30%, production discipline has improved (for example, since the introduction of the kaizen policy, no warehouse worker has been late), equipment downtime at the Bolshevik confectionery factory has decreased by 9% over the past year alone.

References: 

1. Atamanyuk O.Ya., Matushevskaya E.A. Features of property and capital valuation on the example of a confectionery factory. In the collection: Economics and the banking system: theory and practice. Materials of the correspondence international scientific and practical conference. Dagestan State University; North Caucasus Federal University; Financial University under the Government of the Russian Federation. 2016. pp. 54-60.
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8. Lukashevich A.I., Minaichenkova E.I., Filatov V.V. Application of the Kaizen system in the implementation of the national project «Housing and urban environment». In the collection: Economy today: current state and prospects of development (Vector-2021). Collection of materials of the All-Russian Scientific Conference of young researchers with international participation. Moscow, 2021. pp. 34-38.
9. Mikoyan L.V. Development of a strategy for the development of a confectionery factory. In the book: Science Week 2020. Collection of abstracts in two parts. Rostov-on-Don, 2020. pp. 214-217.
10. Mikoyan L.V., Orlova V.G. Marketing analysis of confectionery factory products. In the collection: Technologies of marketing, brand management and advertising. Materials of the All-Russian Scientific and practical Conference. State University of Management. Moscow, 2019. pp. 55-57.
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DOI: 10.33917/mic-5.112.2023.48-56

The concept of sustainable development of a construction organization has been formulated. There is proposed an approach to solving issues of strategic planning and management based on a systems analysis of the relationship between sustainable development, financial potential and financial inclusion. The authors’ vision implies that financial potential is defined as a dynamic characteristic that determines the qualitative and quantitative assessment of a construction organization in terms of volumes, attractiveness and risks of investment. There are substantiated the necessity of consideration and methods for assessing financial inclusion at the corporate level.

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1. Shuklov L.V. Enterprise Development Management. M.: «LIBROCOM», 2012. 200p.
2. R. Nelson S. Winter. An Evolutionary Theory of Economic Change. М.: «Delo», 2002. 536 p.
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5. Bachurinskaya I.A., Yudenko M.N. Sustainable Development of Housing Construction in Russia: Problems and Prospects // Topical issues of the development of modern science: theory and practice. Scientific session of the teaching staff, researchers and graduate students on the results of research for 2019. SPb.: St. Petersburg State University of Economics, 2020. pp. 6-9.
6. Chepachenko N.V., Yudenko M.N, Palicki Slavomir. Methodological aspects of research, measurement and evaluation of the development potential of construction organizations. Problems of Siberia socio-economic development. 2018;3(33):82–91. (In Russ.).
7. Research of a potential for construction organizations growth and development in the real estate market: monograph // I.V. Fedoseev, M.N. Yudenko, N.V. Chepachenko, W.B. Waldemar, A.A. Salov, S.A. Nikolikhina, N.A. Polovnikova / Under the edit. I.V. Fedoseev. SPb.: St. Petersburg State University of Economics, 2018. 103 с.
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10. Raghuram G. Rajan, Luigi Zingales. Financial dependence and growth. NBER, Working Paper 5758. Cambridge, MA 02138. September 1996.

DOI: 10.33917/mic-5.112.2023.39-47

The purpose of the study was to describe one of the forms of implementation of the relationship marketing strategy characteristic of the pharmaceutical industry – the Beyond the Pill strategy. The article describes the history of the strategy, the main forms of its implementation, defines the role of the Beyond the pill strategy in the era of digitalization and the transition of healthcare to a value-oriented approach, and provides an example of the implementation of the strategy in the Russian market. The features and conditions of the implementation of the relationship marketing strategy in the pharmaceutical market are highlighted. A system of balanced indicators is proposed to assess the effectiveness of the implementation of the strategy.

References: 

1. Fleck Leonardm. Controlling Healthcare Costs: Just Cost Effectiveness or «Just» Cost Effectiveness? Cambridge Quarterly of Healthcare Ethics. Cambridge University Press. 2018;27(2):271–83.
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5. Wenzel, Meike & Henne, Nathalie & Zollner, Y. Beyond the pill: The move towards value-added services in the pharmaceutical industry. Journal of Medical Marketing: Device, Diagnostic and Pharmaceutical Marketing. 2014;14: 91-98.
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14. Landwehr Konstantin. Digital Transformation in the Pharmaceutical Industry – From Products to Services «Beyond the Pill», 2015.

DOI: 10.33917/mic-5.112.2023.23-38

The article examines the regional structure of investment in the development of renewable sources of electricity and the impact of the global energy crisis on its volume. Forecasts are made for the development of renewable energy based on the current state and the impact of the global energy crisis on the plans drawn up by the world community to achieve sustainable development goals. Structural changes in the global energy transition and, in particular, in the process of developing electricity generation based on renewable energy sources in the period from 2021 to 2022 are analyzed.

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6. Kendall M.G., Stuart A. Distribution theory. Moscow: Science, 1966. 588 p.
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DOI: 10.33917/mic-4.111.2023.56-68

On the basis of transactional analysis, the model of interdependence of the three main categories of corporate governance of Rosatom Group is considered.  Having analyzed the management structures of the joint-stock company and taking into account the desire of Rosatom Group to maximize shareholder profits, we believe that Rosatom Group was created in accordance with the Anglo-Saxon model of corporate governance. One of the problems of corporate governance is that the company’s principles enshrined in the Code of Business Conduct and Business Ethics of Rosatom State Corporation lack an element of innovation, and the company’s mission poorly reflects it, despite the “innovative development program”. The problem of mismatch of principles in such a large corporation as Rosatom, of course, at some point may have a negative impact on the internal environment. It is proposed, in order to optimize corporate governance processes and accelerate managerial decision-making, to reproduce a comprehensive automated database on the corporate ownership structure of Rosatom Group organizations in the nuclear industry.

References: 

1. Astakhov V.V. Key factors of increasing the competitiveness of a knowledge-intensive enterprise in the nuclear industry. Problems of management theory and practice. 2019;5:59-67. (In Russ.).

2. Bezpalov V.V., Sizova D.A. Ensuring economic security of the energy sector under restrictions. Industry: economics, management, technology. 2022;1(3-4 (3)): 45-58. (In Russ.).

3. Boyko A.A. The impact of the Covid-19 pandemic on the global state of the nuclear industry in the long term and the prospects of Rosatom State Corporation. Geoeconomics of energy. 2021;13(1):88-99. (In Russ.).

4. Boyko A.N. Rosatom State Corporation: assessment of strategic choice in the context of the results of activities. Management and business administration. 2022;3:71-84. (In Russ.).

5. Dubrova M.V. Financial statements of state corporations as an aggregator of financial transactions on the example of GC Rosatom. Financial life. 2022;2:121-128. (In Russ.).

6. Zakharova E.A. Comparative analysis of target ERP systems on the example of Rosatom State Corporation systems. Bulletin of the Central Russian University Educational Consortium. Information technology. 2022;2(20):56-60. (In Russ.).

7. Kalin D.I. Assessment of the competitiveness of Rosatom State Corporation in the field of innovation. Beneficiary. 2018;23:32-37. (In Russ.).

8. Klimovsky V.V., Semenova A.G. The influence of personnel motivation on the efficiency of the enterprise (on the example of Rosatom State Corporation). Internauka. 2020;1-1 (130):81-83. (In Russ.).

9. Kondratova K.S. Features of the organization and economic activity of state corporations in the Russian Federation (for example, Rosatom State Corporation, Rusnano State Corporation and others). Forum of Young Scientists. 2018;12-2 (28):1060-1066. (In Russ.).

10. Letaeva T.V. Legal aspects of corporate social responsibility of Rosatom State Corporation. Law and order: history, theory, practice. 2014;2 (3):161-166. (In Russ.).

DOI: 10.33917/mic-4.111.2023.51-55

The concept of «digital twin» as a tool for building strategic planning for the industrial sector is generalized. The use of leadership «models» in strategic planning is substantiated, the stages of evolution and the stages of building a «digital twin» in production are reflected.

References: 

1. Andreev Yu.S., Tsarev M.V. Digital twins in industry: development history, classification, development scenarios. Economics and Management. St. Petersburg, 2019. pp. 45-46. (In Russ.).

2. Zhukovskaya I.V. Service market segmentation: problems, solutions. Microeconomics. 2021;2:32-37. (In Russ.).

3. Mineva O.K., Gubanova A.V. Digital transformation as a tool for developing the competitiveness of industrial enterprises. Creative economy. 2020;6:17-18. (In Russ.).

4. Ragimkhanov A.V. Systematization of scientific approaches to the study of the competitiveness of services: from theory to practice / A.V. Ragimkhanov, I.V. Zhukovskaya. Microeconomics. 2022;1:75-78. (In Russ.).

DOI: 10.33917/mic-4.111.2023.42-50

The anti-sanctions strategy can currently be part of the strategic planning of the Russian company’s activities, the essence of which consists of a set of measures aimed at changing behavior during downturns, a steady decline in financial performance, the threat of bankruptcy for the purpose of financial recovery. The article assesses the impact of the sanctions policy against the Russian Federation on industry in 2022, identifies the industries with the largest decline in the production index and internal factors contributing to pronounced crisis phenomena in these industries, lists the main negative manifestations of sanctions. The «problem field» faced by the manufacturer of equipment for the electric power industry has been investigated, the anti-sanction, anti-crisis measures taken and the difficulties that have arisen in the course of their implementation are listed. Possible ways of overcoming crisis phenomena are determined.

References: 

1. On industrial production in January-February 2023. Federal State Statistics Service (Rosstat). URL: https://rosstat.gov.ru/storage/mediabank/47_29-03-2023.html

2. On the situation in industry in April-May 2022. Comments on the state and business. HSE Development Center.  No. 424. May 20, 2022. pp. 1-13. URL: https://dcenter.hse.ru/mon/71896859/627261690.html

3. Afanasyev A.A. On the assessment of the impact of international sanctions on the functioning of domestic industry. Economic relations. 2022;12(2):179-194. (In Russ.).

4. Afontsev S.A. Politics and economics of trade wars. Journal of NEA. 2020;1 (45):193-198. (In Russ.).

5. Ahmadeev A.M. Iran’s experience in innovation of enterprises and economy under economic sanctions. 2022;4(42):107-114. (In Russ.).

6. Barkovsky A.N. Consequences of Western sanctions and retaliatory sanctions of the Russian Federation / A.N. Barkovsky, S.S. Alabyan, O.V. Morozenkova. Russian Foreign Economic Bulletin. 2015;9:3-7. (In Russ.).

7. Vorobyova E.I. The impact of sanctions on the economy and social sphere of the state: historical aspect and modern realities. Scientific Bulletin: finance, banks, investments. 2019;3(48):134-140. (In Russ.).

8. Zvonova E.A. Preservation of the international competitiveness of the national economy of the country subject to economic sanctions (Iran’s experience). Economy. Taxes. Right. 2017;2:30-37. (In Russ.).

9. Zolotareva V.P. Formation of the «economy of resistance» in Russia: historical experience and modern realities. Law, Economics and Management: Theory and Practice: Collection of materials of the II All-Russian Scientific and Practical Conference, Cheboksary, May 12, 2022.  Cheboksary: Limited Liability Company «Publishing House “Wednesday”», 2022. pp. 31-35.

10. Karlova N., Morozov A., Puzanova E. Import restrictions restrain exports: results of a survey of enterprises: Analytical note. Department of Research and Forecasting of the Bank of Russia, 2023. URL: https://cbr.ru/Content/Document/File/144420/analytic_note_20230130_dip.pdf

DOI: 10.33917/mic-4.111.2023.29-41

The solution of climate problems, accompanied by the development and implementation of carbon regulation mechanisms in international markets, determines the need to reduce the carbon intensity of the Russian economy in order to maintain its competitiveness. The article analyzes the influence of production factors on total CO₂ emissions in Russia on the basis of official statistics. During the study, it was hypothesized that the improvement of production factors will contribute to the reduction of CO₂ emissions. To test it, a simulation based on panel data was carried out. Special attention was paid to the problem of CO₂ emissions by sectors of economic activity.

References: 

1. Head of the Ministry of Economic Development Reshetnikov: Russia will continue its course towards decarbonization. Russian newspaper. URL: https://rg.ru/2023/01/25/reshetnikov-rossiia-prodolzhit-kurs-na-dekarbonizaciiu.html

2. Why there is no more hope for oil and gas and what should Russia do. – interview with I. Bashmakov. URL: https://plus-one.ru/economy/2023/02/22/pochemu-nadezhdy-na-neft-i-gaz-bolshe-net-i-chto-delat-rossii

3. Experts assessed Russia’s spending on combating carbon emissions under sanctions. URL: https://www.rbc.ru/economics/07/02/2023/63e0facd9a79474b9ad80886

4. The head of the Russian Union of Industrialists and Entrepreneurs called for a reconsideration of the «Western» approach to climate problems. URL: https://www.rbc.ru/economics/17/02/2023/63ef549b9a794761544d52f

5. Bai J., Jakeman A. J., McAleer M. Estimation and discrimination of alternative air pollution models. Ecological Modeling. 1992;64:89–124.

6. Grossman G., Krueger A. Economic growth and the environment. The Quarterly Journal of Economics. 1995;110:353–377.

7. Selden T. M., Song D. Environmental quality and development: is there a Kuznets curve for air pollution emissions? Journal of Environmental Economics and management. 1994;27(2):147–162.

8. Lean H. H., Smyth R. Multivariate Granger causality between electricity generation, exports, prices and GDP in Malaysia. Energy. 2010;35(9):3640–3648.

9. Saboori B., Sulaiman J., Mohd S. Economic growth and CO₂ emissions in Malaysia: a cointegration analysis of the environmental Kuznets curve. Energy policy. 2012;51:184–191.

10. Bimonte S., Stabile A. Land consumption and income in Italy: a case of inverted EKC. Ecol Econ. 2007;131:36–43.

11. Ulucak R., Bilgili F. A reinvestigation of EKC model by ecological footprint measurement for high, middle- and low-income countries. Journal of Cleaner Production. 2018;188:144-157.

12. Shafik N. Economic development and environmental quality: an econometric analysis. Ox- ford economic papers. 1994;46(4):757–774.

13. Azomahou Theophile, Laisney Francois, Nguyen Van Phu. Economic development and CO₂ emissions: A nonparametric panel approach. Journal of Public Economics. 2006;90 (6-7):1347-1363.

14. Golley J., Meng, X. Income inequality and carbon dioxide emissions: the case of Chinese urban households. Energy Economics. 2012;34 (6):1864-1872.

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-3.110.2023.37-49

An assessment of the financial potential and corporate asset management policy of the leading manufacturing company in the commodity market of the Moscow region – JSC «Bolshevik» was carried out. It is determined that the company is not financially stable. It is recommended to change the current liabilities management policy from aggressive to moderate in order to improve the financial position of the corporation, increase its stability and solvency.

References:

1. Atamanyuk O.Ya., Matushevskaya E.A. Features of property and capital valuation on the example of a confectionery factory. In the collection: Economics and the banking system: theory and practice. Materials of the correspondence international scientific and practical conference. Dagestan State University; North Caucasus Federal University; Financial University under the Government of the Russian Federation. 2016. pp. 54-60.

2. Belchuk E.V., Marien L.S. Industry of Russia: regional features of development at the macro and meso levels. In the collection: Issues of economics and management at the present stage of development. Collection of scientific articles on the results of the All-Russian Conference. Edited by I.E. Belskikh. 2015. pp. 14-17.

3. Documentary history of JSC «Bolshevik». Past, present, future. Gl. ed. by E. Stupakov. Monograph, Publishing House: Newsmakers, Moscow, 2006.

4. Mikoyan L.V. Development of a strategy for the development of a confectionery factory. In the book: Science Week 2020. Collection of abstracts in two parts. Rostov-on-Don, 2020. pp. 214-217.

5. Mikoyan L.V., Orlova V.G. Marketing analysis of confectionery factory products. In the collection: Technologies of marketing, brand management and advertising. Materials of the All-Russian Scientific and practical Conference. State University of Management. Moscow, 2019. pp. 55-57.

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