Abstract
Maintaining the current model of building a business in the military-industrial complex (defense industry) does not allow concentrating the resources of enterprises producing final products on key competencies: R & D, assembly, sales and service, that is, at the main stages of the full life cycle of products that bring the most added value. On the other hand, the low load of auxiliary units of these enterprises, due to the mismatch of existing excessive production capacities with the volumes of the declining state defense order (SDO), makes the property and legal separation of such units relevant in order to optimize their economy. At the same time, the long-term orientation towards the main customer — the Ministry of Defense of Russia — as well as the peculiarities of economic legislation in the field of defense industry led to a shortage of market competencies among the personnel of defense enterprises and the inability to work in conditions of competition in the civilian product market. These circumstances limit the competitiveness of products, not only civilian, but also military. As a result, there is a contradiction between the objective need to mobilize resources to maintain the potential of the defense industry by diversifying its enterprises, increasing the competitiveness of products and the state of their production subsystems, which hinders the solution of these tasks. The article considers the main provisions of the author’s concept of reforming the production subsystems of defense enterprises based on the wide use of the principles of industrial engineering with an emphasis on the content of the procedure for their transformations, carried out using one of the modern methods for finding optimal solutions embedded in the theory of constraints(TOC).
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