Pub Date : 2023-03-01DOI: 10.31649/ins.2023.1.222.229
Victoria Bilyk, Larisa Osipova
The article defines the priority for the economy of Ukraine to expand the spheres of foreign economic relations with the EU countries, which will be based on the mechanisms of foreign trade. A number of economic prerequisites and advantages of expanding foreign economic ties between Ukraine and the EU, which determine trends in foreign trade, are emphasized. The foreign economic relations of Ukraine and the EU are of crucial importance in building a highly developed Ukrainian economy and allow European countries to form a constant supply of many critical goods of high quality and lower prices compared to other countries. Ukraine is characterized by a high foreign trade potential, and for its better use, it is necessary to change approaches to state policy, which will stimulate business, state institutions, and society to develop competitive potential and strengthen partnership ties with European countries. It is through the mechanism of foreign trade that it is possible to strengthen the European integration of our country and obtain new opportunities and resources in building a progressive economy according to the norms of highly developed countries. It is worth noting the already significant results in the development of foreign economic relations between Ukraine and the EU, but in order to ensure higher rates of socio-economic growth, such relations must be deepened and expanded. The important role of the continuation of institutional and structural reforms in our country, which should be intensified and aimed at strengthening the competitive potential of the national economy, has been established. The main stages of the integration of foreign economic relations of Ukraine and the EU are highlighted. The high potential of European integration for the economy of Ukraine has been proved, and in the current conditions, this direction of the development of the national economy is considered the main one, which will ensure post-war recovery and a constant rate of socio-economic growth.
{"title":"METHODOLOGICAL PRINCIPLES OF FOREIGN ECONOMIC RELATIONS OF UKRAINE AND THE EU: ASPECTS OF FOREIGN TRADE","authors":"Victoria Bilyk, Larisa Osipova","doi":"10.31649/ins.2023.1.222.229","DOIUrl":"https://doi.org/10.31649/ins.2023.1.222.229","url":null,"abstract":"The article defines the priority for the economy of Ukraine to expand the spheres of foreign economic relations with the EU countries, which will be based on the mechanisms of foreign trade. A number of economic prerequisites and advantages of expanding foreign economic ties between Ukraine and the EU, which determine trends in foreign trade, are emphasized. The foreign economic relations of Ukraine and the EU are of crucial importance in building a highly developed Ukrainian economy and allow European countries to form a constant supply of many critical goods of high quality and lower prices compared to other countries. Ukraine is characterized by a high foreign trade potential, and for its better use, it is necessary to change approaches to state policy, which will stimulate business, state institutions, and society to develop competitive potential and strengthen partnership ties with European countries. It is through the mechanism of foreign trade that it is possible to strengthen the European integration of our country and obtain new opportunities and resources in building a progressive economy according to the norms of highly developed countries. It is worth noting the already significant results in the development of foreign economic relations between Ukraine and the EU, but in order to ensure higher rates of socio-economic growth, such relations must be deepened and expanded. The important role of the continuation of institutional and structural reforms in our country, which should be intensified and aimed at strengthening the competitive potential of the national economy, has been established. The main stages of the integration of foreign economic relations of Ukraine and the EU are highlighted. The high potential of European integration for the economy of Ukraine has been proved, and in the current conditions, this direction of the development of the national economy is considered the main one, which will ensure post-war recovery and a constant rate of socio-economic growth.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135469483","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-09DOI: 10.31649/ins.2022.4.30.38
T. Grynko, T. Hviniashvili, Larisa Romanova
The paper substantiates the relevance of problems regarding the formation and development of the enterprise innovative potential as a system indicator that characterizes the level of its efficiency in the implementation of the innovative development strategy. In order to determine the specific features of the formation of the business entity’s innovative potential, the article examines the main approaches of domestic and foreign scientists regarding the definition of this concept essence. The work summarized the approaches of foreign researchers to defining the essence of the innovative potential concept in three groups. Based on the results of the analysis and generalization of existing approaches to determining the essence of innovation potential, as well as from the standpoint of the statement that the constant development of innovation potential enables the business entity to obtain competitive advantages, solve production problems and take a stable competitive position on the market, the work improved the conceptual and terminological apparatus by defining the essence of the enterprise innovative potential, as a system of interconnected scientific and technical, technological, personnel, financial, material, human resources and intangible components (the readiness and ability of the enterprise and its management potential), which allows to ensure creation and implementation of innovations, and their further transformation into the final innovative product or service, which, in turn, comprehensively ensures sustainable innovative development of the enterprise. On the basis of the study of the formation peculiarities of the enterprise innovative potential in the conditions of a dynamic environment, the article develops the conceptual foundations of managing the development of innovative potential in the part of the development of a scientific and methodological approach, which provides for the presence of a flexible system of adaptation to changes in external and internal conditions in the process of developing and implementing innovations, and also takes into account the dependence and interrelationship of the development goals of innovative potential from the development and operation goals of the enterprise and the set of tasks, methods and tools and methodical and information management support for the development of the innovative enterprise potential.
{"title":"A SCIENTIFIC-METHODICAL APPROACH TO THE FORMATION OF A MANAGEMENT MECHANISM FOR THE DEVELOPMENT OF THE ENTERPRISE INNOVATIVE POTENTIAL","authors":"T. Grynko, T. Hviniashvili, Larisa Romanova","doi":"10.31649/ins.2022.4.30.38","DOIUrl":"https://doi.org/10.31649/ins.2022.4.30.38","url":null,"abstract":"The paper substantiates the relevance of problems regarding the formation and development of the enterprise innovative potential as a system indicator that characterizes the level of its efficiency in the implementation of the innovative development strategy. In order to determine the specific features of the formation of the business entity’s innovative potential, the article examines the main approaches of domestic and foreign scientists regarding the definition of this concept essence. The work summarized the approaches of foreign researchers to defining the essence of the innovative potential concept in three groups. Based on the results of the analysis and generalization of existing approaches to determining the essence of innovation potential, as well as from the standpoint of the statement that the constant development of innovation potential enables the business entity to obtain competitive advantages, solve production problems and take a stable competitive position on the market, the work improved the conceptual and terminological apparatus by defining the essence of the enterprise innovative potential, as a system of interconnected scientific and technical, technological, personnel, financial, material, human resources and intangible components (the readiness and ability of the enterprise and its management potential), which allows to ensure creation and implementation of innovations, and their further transformation into the final innovative product or service, which, in turn, comprehensively ensures sustainable innovative development of the enterprise. On the basis of the study of the formation peculiarities of the enterprise innovative potential in the conditions of a dynamic environment, the article develops the conceptual foundations of managing the development of innovative potential in the part of the development of a scientific and methodological approach, which provides for the presence of a flexible system of adaptation to changes in external and internal conditions in the process of developing and implementing innovations, and also takes into account the dependence and interrelationship of the development goals of innovative potential from the development and operation goals of the enterprise and the set of tasks, methods and tools and methodical and information management support for the development of the innovative enterprise potential.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"6 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2023-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73033966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-09DOI: 10.31649/ins.2022.4.109.118
Liubomur Matiichuk
The energy potential of Ukraine under wartime conditions has been clarified. The work of scientists, researchers, and practitioners regarding the goals and strategies of developing the fuel and energy potential system is analyzed. The main approaches to its formation and structure are outlined. Significant flaws in the organizational and territorial significance of the fuel and energy complex of Ukraine are outlined. It became known that the energy and hydropower industries lagged the main branches of fuel and energy resources relative to the broad scale of the increase in energy consumption. This, in turn, provoked a shortage of coal mass consumption at the state electric and thermal capacities. It was determined that after the collapse of the USSR, in Ukraine, the energy system occupied the first place in the state economy. Its priority was the satisfaction of the potential of the domestic energy demand, as well as exports to the countries of the European Union. This process supplies primary energy resources, including oil products, natural gas, oil, and nuclear fuel. At the same time, Ukraine somehow failed to form an adequate basis for the implementation of energy policy with the aim of stable and balanced development of the energy sector and the formation of a system of energy independence from foreign suppliers. It is known that once, the energy industry of Ukraine became the leading supplier of energy raw materials for other countries. As a result of the analysis of indicators regarding the income of companies in various industries, it can be stated that in 2021, the Ukrainian economy will remain raw-based and will continue. Even though the solution to the problems of the existence of the fuel and energy complex of Ukraine is aimed at achieving national goals, at the same time, there are minor problems. Therefore, in our opinion, the short-term and long-term stages of its implementation should be considered when developing an appropriate strategy. As for the effectiveness of the mentioned strategy, it is worth justifying the necessary conceptual toolkit and the methodological directions for further generalization. Considering the content of the Energy Strategy of Ukraine until 2035, "Security, energy efficiency, competitiveness," we believe it is worth developing appropriate types of energy strategies regarding the increasing level of energy efficiency, strengthening the norms and principles of energy security.
{"title":"STRUCTURE AND FUNCTIONING SYSTEM OF THE FUEL AND ENERGY COMPLEX OF UKRAINE","authors":"Liubomur Matiichuk","doi":"10.31649/ins.2022.4.109.118","DOIUrl":"https://doi.org/10.31649/ins.2022.4.109.118","url":null,"abstract":"The energy potential of Ukraine under wartime conditions has been clarified. The work of scientists, researchers, and practitioners regarding the goals and strategies of developing the fuel and energy potential system is analyzed. The main approaches to its formation and structure are outlined. Significant flaws in the organizational and territorial significance of the fuel and energy complex of Ukraine are outlined. It became known that the energy and hydropower industries lagged the main branches of fuel and energy resources relative to the broad scale of the increase in energy consumption. This, in turn, provoked a shortage of coal mass consumption at the state electric and thermal capacities. It was determined that after the collapse of the USSR, in Ukraine, the energy system occupied the first place in the state economy. Its priority was the satisfaction of the potential of the domestic energy demand, as well as exports to the countries of the European Union. This process supplies primary energy resources, including oil products, natural gas, oil, and nuclear fuel. At the same time, Ukraine somehow failed to form an adequate basis for the implementation of energy policy with the aim of stable and balanced development of the energy sector and the formation of a system of energy independence from foreign suppliers. It is known that once, the energy industry of Ukraine became the leading supplier of energy raw materials for other countries. As a result of the analysis of indicators regarding the income of companies in various industries, it can be stated that in 2021, the Ukrainian economy will remain raw-based and will continue. Even though the solution to the problems of the existence of the fuel and energy complex of Ukraine is aimed at achieving national goals, at the same time, there are minor problems. Therefore, in our opinion, the short-term and long-term stages of its implementation should be considered when developing an appropriate strategy. As for the effectiveness of the mentioned strategy, it is worth justifying the necessary conceptual toolkit and the methodological directions for further generalization. Considering the content of the Energy Strategy of Ukraine until 2035, \"Security, energy efficiency, competitiveness,\" we believe it is worth developing appropriate types of energy strategies regarding the increasing level of energy efficiency, strengthening the norms and principles of energy security.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"31 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2023-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79874914","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.173.179
A. Poltavets
The article examines the question of determining the place of land reform in the management of shifts in the use of land resources. The modern consequences of the land reform in Ukraine are analyzed. The main stages of changes in the use of land resources through the prism of the normative and legal component of land reform are highlighted. To date, as a result of the land reform, significant transformations have taken place: the monopoly of state ownership of land has been eliminated; collective farms and state farms were reorganized, land was privatized; a significant layer of peasant farms was formed; a land use fee was introduced, the agricultural land market was declared and opened. It was established that the civilized functioning of the land market is impossible without an effective mechanism for managing shifts in the use of land resources. A structural and logical scheme of the mechanism for managing shifts in the use of land resources is proposed and the place of land reform in it is highlighted. It is emphasized that this mechanism consists of two interrelated parts: legal and economic mechanisms that interact through land management, state land cadastre and land monitoring. The legal basis of land ownership includes: rights of ownership, use, disposal of land; state guarantees of preservation and strengthening of property; responsibility of landowners for rational use of land. The economic mechanism for the regulation of land relations is a system of measures of economic influence aimed at the implementation of the land policy of the state, ensuring fair payments for land, economic stimulation of rational and efficient land use, introduction of economic sanctions for irrational use and deterioration of the ecological condition of land plots. It includes both types of relations in the use of land shares and land plots by individuals and legal entities, local self-government bodies and the state, as well as economic tools for regulating these relations. The role of the free market of agricultural land in the development of land relations is emphasized.
{"title":"THE PLACE OF LAND REFORM IN THE MANAGEMENT OF CHANGES IN LAND RESOURCE USE","authors":"A. Poltavets","doi":"10.31649/ins.2022.4.173.179","DOIUrl":"https://doi.org/10.31649/ins.2022.4.173.179","url":null,"abstract":"The article examines the question of determining the place of land reform in the management of shifts in the use of land resources. The modern consequences of the land reform in Ukraine are analyzed. The main stages of changes in the use of land resources through the prism of the normative and legal component of land reform are highlighted. To date, as a result of the land reform, significant transformations have taken place: the monopoly of state ownership of land has been eliminated; collective farms and state farms were reorganized, land was privatized; a significant layer of peasant farms was formed; a land use fee was introduced, the agricultural land market was declared and opened. \u0000It was established that the civilized functioning of the land market is impossible without an effective mechanism for managing shifts in the use of land resources. A structural and logical scheme of the mechanism for managing shifts in the use of land resources is proposed and the place of land reform in it is highlighted. It is emphasized that this mechanism consists of two interrelated parts: legal and economic mechanisms that interact through land management, state land cadastre and land monitoring. The legal basis of land ownership includes: rights of ownership, use, disposal of land; state guarantees of preservation and strengthening of property; responsibility of landowners for rational use of land. The economic mechanism for the regulation of land relations is a system of measures of economic influence aimed at the implementation of the land policy of the state, ensuring fair payments for land, economic stimulation of rational and efficient land use, introduction of economic sanctions for irrational use and deterioration of the ecological condition of land plots. It includes both types of relations in the use of land shares and land plots by individuals and legal entities, local self-government bodies and the state, as well as economic tools for regulating these relations. The role of the free market of agricultural land in the development of land relations is emphasized.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"23 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91342888","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.186.192
Daria Yaniieva
Modern managers strive to use the potential of organizational culture and motivational system in their activities in order to create efficient production, increase labor productivity and harmonize social and labor relations. The organization's culture is formed in the industrial and social environment under the influence of market requirements and in the direction of meeting the needs of customers and its own interests. It is impossible to create a successfully working organization if it is not adapted to changes in the environment. On the other hand, it is impossible to imagine an organization that does not have its own internal space, its principles and laws of interaction, its internal organizational climate and its approach to solving the problems of internal integration and cohesion. For the formation of organizational culture, it is not enough to simply write down the values, attitudes, and standards adopted for the enterprise. In order for these standards to be applied by employees in their practical activities, it is necessary to develop specific measures for employees of the organization that would motivate them to follow the developed system of corporate values. Almost all conscious behavior of people is motivated or determined by specific reasons. It is necessary to find out what motivates and what are the needs of employees in order to direct their behavior and motivate them to fulfill the assigned task. Organizational culture, as a tool of social influence on personnel, is interconnected with the motivation system, it is the main means of harmonizing the interests of employees and the organization as a whole. Any strong organization with a developed culture and as a motivation system for its survival and prosperity, it must be able to adapt to constantly changing environmental conditions, listen to the wishes of its employees, take into account which motivational factors encourage them to perform their duties, and which, on the contrary, demotivate them, because employees are the main resources of the organization in achieving goals. By forming a system of values in the personnel of the organization within the framework of the organizational culture, it is possible to predict, plan and stimulate the desired behavior.
{"title":"EMPLOYEE MOTIVATION SYSTEM OF THE IT SPHERE ORGANIZATION","authors":"Daria Yaniieva","doi":"10.31649/ins.2022.4.186.192","DOIUrl":"https://doi.org/10.31649/ins.2022.4.186.192","url":null,"abstract":"Modern managers strive to use the potential of organizational culture and motivational system in their activities in order to create efficient production, increase labor productivity and harmonize social and labor relations. The organization's culture is formed in the industrial and social environment under the influence of market requirements and in the direction of meeting the needs of customers and its own interests. It is impossible to create a successfully working organization if it is not adapted to changes in the environment. On the other hand, it is impossible to imagine an organization that does not have its own internal space, its principles and laws of interaction, its internal organizational climate and its approach to solving the problems of internal integration and cohesion. For the formation of organizational culture, it is not enough to simply write down the values, attitudes, and standards adopted for the enterprise. In order for these standards to be applied by employees in their practical activities, it is necessary to develop specific measures for employees of the organization that would motivate them to follow the developed system of corporate values. Almost all conscious behavior of people is motivated or determined by specific reasons. It is necessary to find out what motivates and what are the needs of employees in order to direct their behavior and motivate them to fulfill the assigned task. Organizational culture, as a tool of social influence on personnel, is interconnected with the motivation system, it is the main means of harmonizing the interests of employees and the organization as a whole. Any strong organization with a developed culture and as a motivation system for its survival and prosperity, it must be able to adapt to constantly changing environmental conditions, listen to the wishes of its employees, take into account which motivational factors encourage them to perform their duties, and which, on the contrary, demotivate them, because employees are the main resources of the organization in achieving goals. By forming a system of values in the personnel of the organization within the framework of the organizational culture, it is possible to predict, plan and stimulate the desired behavior.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"41 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86481985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.101.108
I. Kotelnikova
The problem of competitiveness of firms, industries, and countries is one of the most urgent and dynamic in the world economy. This is explained by the fact that its analysis is influenced by many factors, but first of all the change in the rates of economic growth of countries, the level of unemployment, the place of a country or firm (enterprise, organization) in the world economy, etc. The significance of this problem is especially growing in the conditions of growing global economic competition for the right of each country to occupy a worthy place in the system of the world economy. The transition of the modern economy to a qualitatively new level involves the creation of innovative industries, technologically developed business, a change in the institutional conditions of the functioning of economic entities, improvement of the living environment, an increase in labor productivity, and, finally, the transformation of the chains of creation by enterprises. The practice of recent decades shows that concepts of competitiveness can differ significantly depending on the technological structure, which is based on the level of development of productive forces. In the process of digital transformation, enterprises are transformed into organizations with digital thinking. The product moving to the market becomes digital. The quality of the products and services provided is achieved through personalization, individualization, improved functionality, system integration of transport and logistics activity, current revenue models, modern design, application development. The competitiveness of the enterprise can be defined as the ability of the enterprise to better provide the supply of goods or services, compared to competitors, by providing goods or services with differentiated properties while complying with quality standards. Digitization makes it possible to find partners anywhere on the planet, to effectively build commodity and money chains, and to conduct profitable foreign economic activities. Strengthening the competitiveness of the enterprise will depend on how quickly and effectively digital solutions will be implemented in business, since digital technologies have become the driving force of the socio-economic development of many countries of the world, determining the basis of sustainable development in the future.
{"title":"INCREASING THE COMPETITIVENESS OF ENTERPRISES UNDER THE CONDITIONS OF DIGITALIZATION","authors":"I. Kotelnikova","doi":"10.31649/ins.2022.4.101.108","DOIUrl":"https://doi.org/10.31649/ins.2022.4.101.108","url":null,"abstract":"The problem of competitiveness of firms, industries, and countries is one of the most urgent and dynamic in the world economy. This is explained by the fact that its analysis is influenced by many factors, but first of all the change in the rates of economic growth of countries, the level of unemployment, the place of a country or firm (enterprise, organization) in the world economy, etc. The significance of this problem is especially growing in the conditions of growing global economic competition for the right of each country to occupy a worthy place in the system of the world economy. The transition of the modern economy to a qualitatively new level involves the creation of innovative industries, technologically developed business, a change in the institutional conditions of the functioning of economic entities, improvement of the living environment, an increase in labor productivity, and, finally, the transformation of the chains of creation by enterprises. The practice of recent decades shows that concepts of competitiveness can differ significantly depending on the technological structure, which is based on the level of development of productive forces. In the process of digital transformation, enterprises are transformed into organizations with digital thinking. The product moving to the market becomes digital. The quality of the products and services provided is achieved through personalization, individualization, improved functionality, system integration of transport and logistics activity, current revenue models, modern design, application development. The competitiveness of the enterprise can be defined as the ability of the enterprise to better provide the supply of goods or services, compared to competitors, by providing goods or services with differentiated properties while complying with quality standards. Digitization makes it possible to find partners anywhere on the planet, to effectively build commodity and money chains, and to conduct profitable foreign economic activities. Strengthening the competitiveness of the enterprise will depend on how quickly and effectively digital solutions will be implemented in business, since digital technologies have become the driving force of the socio-economic development of many countries of the world, determining the basis of sustainable development in the future.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"49 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73809601","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.193.201
O. Pavlova, K. Pavlov, Bohdan Omelchuk, Olena Kucheriava
With the constant improvement of the quality of life of people, as well as the intensification of competition in the domestic and foreign markets, the quality and safety of agricultural products faces new challenges. Only competitive enterprises can produce food products in accordance with the requirements of international standards and will be able to take advantage of international cooperation in investment, crediting, certification, insurance, scientific and technical support of agricultural production and sale of food products. The article summarizes the concepts: "quality management system", the factors that affect the level of product quality are determined, proposals are presented. The general principles and provisions of the most common quality management systems based on international standards that are recommended to be implemented in the activities of agricultural enterprises are analyzed. The necessity and advantages of implementing a quality management system (HACCP - Hazard Analysis and Critical Control Points) as a tool for the production of quality agricultural products are determined. The application of the food safety management system based on the idea (HACCP - Hazard Analyses and Critical Control Points) provides the company with the opportunity provide guarantees for the production of a safe product through continuous control at all stages of production; qualitatively manage all critical factors that threaten food safety - eliminate, minimize or prevent their occurrence; provide guarantees that food products are safe at the time of consumption; guarantee proper sanitary conditions of production in accordance with international standards; ensure compliance with legislative and regulatory requirements for food safety; establish the trust of consumers, partners and Effective quality management is a comprehensive and systematic management process that is carried out on the basis of strict adherence to the principles of quality management, with minimal costs and maximum results. The latter is especially important, since the effectiveness of management is determined by its efficiency and maximum return on activity with minimal costs for organizational, economic, technical, personnel, social measures and balancing the whole range of factors affecting the formation and maintenance of product quality. The development, certification, and maintenance of the quality management system in a state of capacity is one of the strategic directions of business entities, which significantly increases their efficiency, economic efficiency and competitiveness in the domestic and world markets. To ensure the appropriate competitiveness of agricultural products in the markets, it is necessary to constantly monitor the improvement of its quality.
{"title":"FORMATION OF THE QUALITY MANAGEMENT SYSTEM AS A FACTOR OF THE COMPETITIVENESS OF THE PRODUCTS OF THE AGRICULTURAL INDUSTRY ENTERPRISES","authors":"O. Pavlova, K. Pavlov, Bohdan Omelchuk, Olena Kucheriava","doi":"10.31649/ins.2022.4.193.201","DOIUrl":"https://doi.org/10.31649/ins.2022.4.193.201","url":null,"abstract":"With the constant improvement of the quality of life of people, as well as the intensification of competition in the domestic and foreign markets, the quality and safety of agricultural products faces new challenges. Only competitive enterprises can produce food products in accordance with the requirements of international standards and will be able to take advantage of international cooperation in investment, crediting, certification, insurance, scientific and technical support of agricultural production and sale of food products. The article summarizes the concepts: \"quality management system\", the factors that affect the level of product quality are determined, proposals are presented. The general principles and provisions of the most common quality management systems based on international standards that are recommended to be implemented in the activities of agricultural enterprises are analyzed. The necessity and advantages of implementing a quality management system (HACCP - Hazard Analysis and Critical Control Points) as a tool for the production of quality agricultural products are determined. The application of the food safety management system based on the idea (HACCP - Hazard Analyses and Critical Control Points) provides the company with the opportunity provide guarantees for the production of a safe product through continuous control at all stages of production; qualitatively manage all critical factors that threaten food safety - eliminate, minimize or prevent their occurrence; provide guarantees that food products are safe at the time of consumption; guarantee proper sanitary conditions of production in accordance with international standards; ensure compliance with legislative and regulatory requirements for food safety; establish the trust of consumers, partners and Effective quality management is a comprehensive and systematic management process that is carried out on the basis of strict adherence to the principles of quality management, with minimal costs and maximum results. The latter is especially important, since the effectiveness of management is determined by its efficiency and maximum return on activity with minimal costs for organizational, economic, technical, personnel, social measures and balancing the whole range of factors affecting the formation and maintenance of product quality. The development, certification, and maintenance of the quality management system in a state of capacity is one of the strategic directions of business entities, which significantly increases their efficiency, economic efficiency and competitiveness in the domestic and world markets. To ensure the appropriate competitiveness of agricultural products in the markets, it is necessary to constantly monitor the improvement of its quality.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"76 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80785987","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.60.70
I. Dumanska, A. Spivak
The publication presents scientific and methodological approaches to the analysis of NCTS as a European digital practice of common transit in Ukraine and the study of its implementation in the IT tools of customs authorities. The process of Ukraine's accession to the Convention on the Common Transit Procedure was considered and such stages of NCTS implementation as: pilot project, national and international application were determined. The differences in filling out international transit declarations compared to the national application are identified and the elements of the joint transit regime interpreted in the NCTS system are highlighted. The functional interaction of customs: «departure», «transit» and «destination» with the subjects of the procedure and carriers in the NCTS system was studied. Prospective opportunities from simplifications in customs procedures obtained as a result of the implementation of NCTS for Ukrainian traders have been identified. It has been proven that NCTS is an IT tool in the customs practice of EU countries, which is implemented in the software of the customs authorities of Ukraine for the purpose of joint management and control over the transit of goods and vehicles. Its implementation ensures speeding up and increasing the efficiency of basic and related transit procedures, prevents fraud and smuggling by traders.
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Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.22.29
Alla Kraevska, Oksana Bezsmertna, I. Shvarts
The article examines the peculiarities of optimizing the process of providing enterprises with material resources based on the complex use of logistic models. The need to quickly respond to the needs of consumers, which are constantly changing, caused increased interest in this issue both in scientific circles and in the applied sense. The tasks of ensuring the efficiency of material flows can be conventionally divided into those related to the movement of production and technical products, and tasks related to the movement of goods. To solve these problems, the article proposes to use modeling methods that involve the definition of the objective function. Having this data and information about the input parameters of the material flow, it is possible to obtain a solution to the problem with the highest level of efficiency. The article systematizes a number of logistical problems related to material flows that are typical for most enterprises. The problem of choosing the optimal order size using the Harris (Wilson) formula is considered in detail on the example of real data. According to this model, total costs should be minimal, the occupied volume of the warehouse should not exceed the actual volume of the warehouse, and the costs of purchase and storage should not exceed the available budget of the enterprise. Also, the solution to the problem of choosing a "Make-or-Buy" raw material supply system was implemented: to buy or to manufacture independently. Solving the "Make-or-Buy" problem allows you to make quick decisions when changing the production capabilities of both the manufacturer and the supplier. At the same time, the main goal remains cost minimization. Both problems were implemented using MS Excel "Solution Search" tools and have appropriate graphic support. Thus, having the input parameters of the problem and the objective function, the considered models allow generating mathematically justified and effective management decisions. The use of information technologies significantly accelerates and facilitates the process of using the specified models and allows creating a system of constant monitoring of changes in the company's needs for material resources.
{"title":"LOGISTICS MODELS OF OPTIMIZING THE PROCESS OF PROVIDING THE ENTERPRISE WITH MATERIAL RESOURCES","authors":"Alla Kraevska, Oksana Bezsmertna, I. Shvarts","doi":"10.31649/ins.2022.4.22.29","DOIUrl":"https://doi.org/10.31649/ins.2022.4.22.29","url":null,"abstract":"The article examines the peculiarities of optimizing the process of providing enterprises with material resources based on the complex use of logistic models. The need to quickly respond to the needs of consumers, which are constantly changing, caused increased interest in this issue both in scientific circles and in the applied sense. The tasks of ensuring the efficiency of material flows can be conventionally divided into those related to the movement of production and technical products, and tasks related to the movement of goods. To solve these problems, the article proposes to use modeling methods that involve the definition of the objective function. Having this data and information about the input parameters of the material flow, it is possible to obtain a solution to the problem with the highest level of efficiency. The article systematizes a number of logistical problems related to material flows that are typical for most enterprises. The problem of choosing the optimal order size using the Harris (Wilson) formula is considered in detail on the example of real data. According to this model, total costs should be minimal, the occupied volume of the warehouse should not exceed the actual volume of the warehouse, and the costs of purchase and storage should not exceed the available budget of the enterprise. Also, the solution to the problem of choosing a \"Make-or-Buy\" raw material supply system was implemented: to buy or to manufacture independently. Solving the \"Make-or-Buy\" problem allows you to make quick decisions when changing the production capabilities of both the manufacturer and the supplier. At the same time, the main goal remains cost minimization. Both problems were implemented using MS Excel \"Solution Search\" tools and have appropriate graphic support. Thus, having the input parameters of the problem and the objective function, the considered models allow generating mathematically justified and effective management decisions. The use of information technologies significantly accelerates and facilitates the process of using the specified models and allows creating a system of constant monitoring of changes in the company's needs for material resources.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"50 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86944810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-30DOI: 10.31649/ins.2022.4.71.78
Olena Mantur-Chubata, I. Shelest, Anastasiia Danilkova, Maria Zelena
The article is devoted to topical issues of the development of the company's employees as an integral component of the personnel management strategy. The definition of personnel development was systematized. The components of the management structure of the professional development of personnel are considered. The task of planning and organization of management of personnel development of enterprises is outlined. The sequence of the organization of the process of professional development of personnel was studied. The main tasks of strategic personnel development are defined. The methods of personnel development and motivation in the system of strategic development of the company's employees are proposed.
{"title":"EMPLOYEE DEVELOPMENT AS AN INTEGRAL COMPONENT OF PERSONNEL MANAGEMENT STRATEGY","authors":"Olena Mantur-Chubata, I. Shelest, Anastasiia Danilkova, Maria Zelena","doi":"10.31649/ins.2022.4.71.78","DOIUrl":"https://doi.org/10.31649/ins.2022.4.71.78","url":null,"abstract":"The article is devoted to topical issues of the development of the company's employees as an integral component of the personnel management strategy. The definition of personnel development was systematized. The components of the management structure of the professional development of personnel are considered. The task of planning and organization of management of personnel development of enterprises is outlined. The sequence of the organization of the process of professional development of personnel was studied. The main tasks of strategic personnel development are defined. The methods of personnel development and motivation in the system of strategic development of the company's employees are proposed.","PeriodicalId":42407,"journal":{"name":"RISUS-Journal on Innovation and Sustainability","volume":"154 1","pages":""},"PeriodicalIF":0.3,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80989935","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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