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«Теоретические основы стратегического управления предприятием»

Today, the scope of strategic management is extremely diverse. It gives huge advantages to organizations functioning in various spheres of modern society. These advantages lie on the rational use of limited resources and mainly time. In addition, strategic management gives rise to a sense of confidence among the staff of organizations and their managers, contributes to the consistent development and implementation of management decisions, and focuses on sustainable development in the market. Strategic management justifies the choice of the concept of business management, focusing on ideas and methods of strategic planning, capability management, problem management. Strategic management creates conceptual models of business for the nearest (up to 3 years) and remote (from 5 to 7 years) prospects.

Strategic management is a certain philosophy or ideology of business and management. And every individual leader understands and realizes it mainly in his own way. Of course, there are a number of recommendations, rules and logical schemes for analyzing problems and selecting strategies, implementing strategic planning, and implementing the strategy in practice. However, in general, strategic management is:

1. a symbiosis of intuition and the art of senior management in order to lead the enterprise to a strategic goal;

2. high professionalism and creativity of the stuff, which ensures the company's connection with the environment, the renovation of the company and its products, the implementation of current plans;

3. Active involvement of all employees in the implementation of the objectives of the enterprise, to find the best ways to achieve its goal.

In the sphere of strategic management, the employees of the enterprise, clients and business partners fall. Employees of the enterprise directly engaged in improving their business strategy bear a special responsibility for the future of the enterprise, for the success of implementing the strategic development program, and for the effective use of their own and attracted resources. [9].

Strategic management operates in two ways.

In the first direction, it sets the task of organizing the production of the economic growth of the enterprise, developing its ability to mobilize and exploit tangible and intangible assets in the interests of competition for the future. In modern conditions, these tasks have become crucial.

In the second direction, strategic management deals with traditional tasks - investing capital, managing physical (material) assets, reducing costs, price competition, accelerating production, increasing productivity.

The main stages of strategic management are:

1. Defining the scope of business and developing the appointment of the company.

2. Transformation of a firm’s goals into private long-term and short-term objectives of the activity.

3. Defining the strategy for achieving the objectives of the activity.

4. Development and implementation of the strategy.

5. Assessment of activities, monitoring the situation and introducing corrective actions.

The essence and tasks of management are manifested in the management of the setting and subsequent implementation of long-term goals. Strategic management is one of the most important factors in the survival of enterprises and firms in a market competition. However, it should be recognized that nowadays many organizations are characterized by a lack of strategies, which in many ways leads to their defeat in the fight against competitors. The strategy should be perspective, priority-oriented, realizable, phased and complex. [12].

The strategic planning process in the company consists of several stages:

1. definition of the mission and goals of the organization;

2. analysis of the environment, which includes collecting information, analyzing the strengths and weaknesses of the company, and also its potential possibilities on the basis of available external and internal information;

3. choice of strategy;

4. evaluation strategies;

5. implementation and control of execution.

The strategy is a long-term, qualitatively defined direction of the organization's development, concerning the scope, means and forms of its activities, the system of relationships within the organization, and the organization's position in the environment, leading the organization to its goals. The strategy is chosen taking into account:

1. competitive position of the firm in this strategic economic zone;

2. prospects for the development of the most strategic economic zone;

3. in some cases, taking into account the technology that the firm has.

Evaluation of the chosen strategy is to answer the question: will the chosen strategy result in the firm achieving its goals? If the strategy corresponds to the objectives of the firm, then its further evaluation is carried out in the following areas:

1. compliance of the chosen strategy with the state and requirements of the environment;

2. compliance of the chosen strategy with the potential and capabilities of the firm;

3. acceptability of the risk inherent in the strategy. [14].

Initially, strategic planning, and then the whole arsenal of various types of strategic management, was aimed at increasing the competitiveness of enterprises operating in the conditions of severe competition characteristic of a market economy.

There are many ways of competition and strategies of entrepreneurs: production, commodity, price, etc. But at the core of any strategy there should be competitive advantages. Strategic management can be defined as management of competitive advantages and competitiveness of an entrepreneurial structure.

The generalized concept of competitiveness is formulated as follows: competitiveness as a generalized economic category characterizes the economic situation, including design, production, distribution and consumer aspects of the results of economic activity. Competitiveness is inherent in the elements of the economic system, however, especially in commercial entrepreneurship, manifests itself in conflict situations, the result of which should be the redistribution of the market.

Obviously, competitive firms and organizations are those companies that function effectively, providing consumers with the competitive goods and services they need.

The organizational process for the implementation of government contracts for contract work is based on a competitive basis. At present, the receipt of an order occurs when the price competitive advantage of building organizations is singled out. With this in mind, the problem of increasing the competitiveness of construction companies is given constant attention.

According to the research conducted, 48% of state purchases in Russia are contracts for construction work. Relations in the field of public procurement are regulated by federal laws:

- 44-Federal Law "On Contractual System", regulating the purchase of goods, work services for state and municipal needs;

- 223-Federal Law "On Procurement by Individual Types of Legal Entities," which sets out the basic requirements for the purchase of goods, works, services by state-owned companies in which the share of participation of the Russian Federation, the subject of the Russian Federation, and municipalities exceeds 50 percent.

The Law "On Procurement" presupposes:

1) information transparency of procurement;

2) equality, fairness, non-discrimination and unreasonable restrictions on competition in relation to the parties to the procurement;

3) targeted and cost-effective spending of money for the purchase of goods, works, services (taking into account, if necessary, the cost of the life cycle of the purchased products) and the implementation of measures aimed at reducing the costs of the customer;

4) absence of restriction of admission to participation in procurement by setting immeasurable requirements to the participants of procurement [2].

The winner is the participant who offered the lowest cost of performance of the contract.

The state order, including in the field of construction, is financed from the budget. One way to carry out the purchase is an electronic auction.

The core of the system is the electronic portal zakupkigov.ru, which is the archiver for all information coming from the subjects of the process - customers, suppliers, control and supervisory bodies. Placing orders is carried out by holding a tender or without bidding.

According to 44-Federal Law, the following ways of placing orders are singled out:

• competitive: competition; Electronic auction, request for quotations, request for proposals;

• noncompetitive: purchase from a single supplier

The construction sector is given special attention for two significant reasons: first, construction works occupy a leading position at a price and at the same time as inefficient procurement; secondly, the costs and risks of substandard work are significantly higher relative to other types of procurement (it is much easier to return / replace a poor-quality batch of food and equipment than to carry out repairs).

Given these problems, the Russian government is actively seeking to optimize public procurement, mainly by reforming the legislation. The method of electronic auction remains a priority for the construction industry and under the new law. Its principles - the absence of specific requirements for participants and the anonymity of trades, stipulate the possibility of equal access and free competition for participants in the auction procedure.

«Supply and Marketing Department" Company is a limited liability company (SMD LLC) established by its founder (participant) for conducting business activities. The Company is a legal entity, owns a separate property that is accounted for on its separate balance sheet, can acquire and exercise property and personal non-property rights on its own behalf, incur obligations, be a plaintiff and a defendant in court. Legal seat of the company is 93, Nekrasov st., Khabarovsk, Russia.

«SMD» Limited Liability Company is a technically equipped enterprise: it owns and leases the necessary number of machines and equipment for carrying out trade and production activities.

In accordance with the main objectives, the Company's business is the wholesale and retail trade in building materials.

The main activities of the company are:

1. Design of buildings and structures;

2. Construction of buildings and structures;

3. Construction and installation and roofing works.

The main types of products sold by "SMD" are concrete-mortar mixtures.

The organizational structure of the enterprise consists of the administrative and production divisions. The administrative unit includes a directorate, a human resources department and a finance department.

Production - the supply base and the construction and installation site of the mortar unit in the village of Vanino city in the Khabarovsk region. The average number of the organization is 35 people. Specialists of higher and middle level are highly qualified. Level of qualifications of employees: 100% have higher education. The work experience in the specialty is 10 years on average.

To assess the level of strategic management in the company, "SMD" is necessary to analyze the indicators of the macro environment.

Political and social factors do not have a significant impact on the activities of "SMD", as the political situation in Russia and in the region is stable enough, and the company's activities are mainly related to legal entities, so the society has only indirect influence on its activities.

Overcoming the crisis phenomena occurring in connection with the EU and US sanctions, the decreasing inflation rate in 2017 in comparison with the previous year are positive factors affecting the work of "Supply and Marketing Department". The reduction of inflation leads to an increase in demand. Recovery of effective demand from the companies - consumers, revitalization of the mortgage market and construction activities are the capabilities of the organization.

Thanks to technological innovations, the enterprise can develop, use the newest equipment, reduce costs and carry out constant modernization of production capacities, which allows improving the quality of goods and services provided.

The threat of the emergence of new players is extremely insignificant due to the need for large amounts of money for the organization of this activity, as well as for the slightly improved but continuing crisis situation in the industry.

The influence of suppliers is insignificant due to the large number of firms offering homogeneous products (construction materials) of high enough quality at low prices.

The organization is strongly influenced by consumers, because a slight change in price can greatly affect demand. Under the existing conditions, it is necessary to use a customer orientation strategy to strengthen sales promotion (advertising, price reduction, discounts).

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