Corporate Integrated Management of Groups and Associations of Enterprises

Abstract

The article is devoted to the theoretical justification and development of methodical support for the formation of the system of integrated management of groups of enterprises. The essence, content and principles of building an integrated management system are revealed. The methodical approach to the implementation of group development tasks based on the coordination of group members’ interests has been improved. The integration trends of economic development are considered. The definition of integrated management as a complex functional management system, which ensures the development of interdependent management solutions, each of which makes its contribution to the overall performance of enterprises and the group as a whole, has been improved. It was determined that the formation of any group of enterprises and the integration of the management systems of its individual members should be carried out on a systemic basis, for which the use of holaric methods of analysis of sub-holistic objects is proposed. It is proposed to consider each enterprise as a separate hierarchical level in the group structure, and the subject of integrated management includes all actions and relations between group members and within each of them. It is proposed to build a system of integrated management based on certain principles, which are proposed to be divided into: general principles of integrated management of a group of enterprises; principles of organizing the integrated management process; principles of organization of integrated management structures; cybernetic principles of managing complex systems. Therefore, the system of integrated management should be implemented on a comprehensive basis, ensuring the interdependent solution of the tasks and obtaining high final results of the activities of all members of the group. Accordingly, it is proposed to consider the group as a set of chains of added value creation and distribution of logistics interaction, in which the members of the group are considered as separate links of the logistics system. Thus, an integrated logistics network is created, the main goal of which is to create such organizational and economic conditions that will allow maximum satisfaction of the requirements of all members of the group by making compromise decisions and overcoming inconsistencies between various elements of the system. To facilitate the construction of such a network, the concept of an integrated supply chain was introduced and the stages of its construction were highlighted, a typology of logistic relationships of group members was developed, and a scheme of interaction between value chains was presented, oriented to the emergence of a synergistic effect for the group as a whole. Based on the analysis of the integration trends of the economy, it was established that in any case, the main reasons for the ineffectiveness of the group association may be either the choice of the wrong partner or the poor management of the new entity. This led to the development in the work of the technology for evaluating the organization and the effectiveness of the group’s activity, based on the calculation of certain parameters and the development of ways to bring the indicators of the group’s activity to the optimal value. At the same time, it is proposed to select several groups of indicators and their corresponding assessment methods. The first group includes indicators of the efficiency of the integrated management system, which reflect the final results of the group’s functioning. The second group of indicators, which characterizes the content of the integrated management process, takes into account the current costs of maintaining the management apparatus and its provision. Another developed group of indicators will characterize the configuration of a group of enterprises and assess the compliance of the SIUGP with the object of management. These are such indicators as: the density of the group, the degree of its centralization, homogeneity, closedness, prevalence, structural autonomy and similarity, the closeness and strength of business ties, the stability of the network. Their calculation will allow a more thorough approach to the solution of the main tasks that arise before the integrated management system.