Financial analysis and investment analysis of the enterprise

In modern conditions of the country's innovative development, in addition to the development of production technologies, an important factor in the development of enterprises is to improve the efficiency of management and decision-making, including operational ones. This task is faced in such basic sectors of the national economy as metallurgy, oil and gas industry, mechanical engineering, energy and housing and communal services, which provide a significant share of the country's GDP, employment of the population and the country's economic success in the world market. At present, as well as during the previous favorable period of growth of the national economy, much attention was paid to the extensive path of development of industrial enterprises - the expansion of production capacities, the construction of new production workshops, the merger of enterprises into vertically integrated companies. However, modern conditions, as well as the entire history of the economy, dictate the need for an intensive path of development of industrial enterprises, i.e. efficient and optimal use of existing and newly built production facilities.

Currently, most of the country's industrial enterprises are experiencing certain difficulties. On the one hand, an increase in the level of competition, the need to compete not only in the domestic but also in the global market. There are new requirements for finished products. First of all, these products must be of high quality, high conversion rates and added value. Gross production of large volumes and low quality is now not as much in demand as it used to be. On the other hand, the global economic crisis, which affects the demand for products, reduces purchase prices.

The existing problems at industrial enterprises, one way or another, can be reduced to problems in the management of the enterprise. First of all, this is the lack of processes of goal-setting and goal-oriented management both at the enterprise level and at the corporate level, and the related lack of orientation of operational management to the implemented strategy of the enterprise. A significant proportion of managers' time is spent on planning, including operational planning, while planning processes are carried out mainly in manual mode, without the use of automation tools. The planning is carried out from the past, i.e. based on the data of the past periods, and forecasting of parameters “into the future” is practically not used. Within the framework of the reporting system, there are a large number of indicators, while there is often a mismatch in goals and indicators, and reporting and indicators may not reflect the strategic development goals of the enterprise.

It should also be noted that in the processes of management and decision-making support, there is currently a rather low level of use of modern information technologies. At the workshop level, most of the information is recorded on paper and is not subject to operational analysis and, accordingly, is not used in the management and decision-making process. The implemented and implemented information systems are mostly used for accounting and reporting tasks, and mainly relate to the automation of the financial and economic activities of the enterprise and logistics. There is practically no information support for planning processes, production dispatching.

All this indicates, first of all, that a prerequisite for the effective functioning of industrial enterprises in modern conditions is the provision of high-quality information support for management decisions, coordination of production processes along the value chain, coordination of main and auxiliary processes. Already today, it is necessary to quickly and efficiently make management decisions in production on the basis of reliable and prompt and improve the efficiency of production processes, look for hidden opportunities and reserves, reduce production costs and improve the quality of finished products.

At the present stage of development of research in the field of management, the task of a holistic systemic view of an industrial enterprise from the point of view of enterprise management as a single dynamic multi-level system is gaining more and more weight. So, we can say briefly - the time has come. What is needed is efficiency, optimality, efficiency, high-quality management at all levels of enterprise management - from the level of the unit to the level of the corporation as a whole, and in the future across the industry and cross-industry.

2. Basics of building a model of continuous integrated management
When building a model of continuous integrated management, which is the basis for the integration of management loops of an industrial enterprise, the following main directions of theory and practice of management and decision-making were used (Figure 1):
· Theory of automatic control, principles of the theory of automatic control of technological objects;

· Goal-oriented management as a basic management concept used to improve the efficiency of management processes and decision-making;
· Software tools and algorithms, such as methods of statistical analysis, simulation, used to improve the efficiency of management and decision-making processes;
· Principles of systems analysis as an interdisciplinary approach that allows you to combine existing concepts and approaches to management.

3. Theory of automatic control
At present, the theory of automatic control of technical systems is well developed. Within the framework of this theory, general management principles have been developed, which are called fundamental and seem to be quite general. At present, they are trying to apply these principles to management in socio-economic systems, i.e. at enterprises, and at various levels of management.

The following fundamental principles of TAU can be distinguished, which must be used in enterprise management as a multi-level dynamic system:
Open loop or programmed control principle ... A special feature in this case is that a certain control program is set, which is executed, while the output parameters and noise are not tracked, and the operational correction of the control action is not performed. In fact, the quality of management can only be judged by the results. This control principle is applicable to the simplest technological devices and mechanisms, such as programmed machines, conveyor control.
Compensation principle, disturbance control principle, predictive control principle ... In this case, a device is used that measures interference and generates compensating influences that correct the control law. A device of this kind is called a compensating device. From the point of view of using this principle in enterprise management, interference is external influences from environmental objects, for example, a change in the cost of raw materials and electricity from suppliers, a change in the price of finished products, an increase in the cost of rail transportation. In this case, it is necessary to monitor the change in such parameters (interference) and, taking into account these changes, implement compensating management influences (corrective management decisions) aimed at reducing the impact of changes in these parameters.
Feedback principle or deviation control ... Feedback can be negative or positive. Negative feedback counteracts trends in the output parameter, i.e. is aimed at maintaining, stabilizing the required parameter value. Positive feedback preserves and enhances the tendencies of changes in the system of one or another output parameter. The introduction of feedback is a further expansion in order to improve management efficiency - namely, to achieve the planned value of the output indicators. Feedback block is an analytical mechanism that solves the problem of analyzing deviations of the actual value from the planned one. Based on the deviation of the actual value from the planned one, the feedback block generates corrections to the control action, which makes it possible to promptly make adjustments to the behavior of the control object and achieve the planned output value. This is the basic management principle currently used in industrial plants. The classic tasks in this case are, for example, the following: tracking the volume of production and comparison with the plan, tracking the unit costs of raw materials, tracking equipment maintenance costs, and in case of deviations from the planned values, the implementation of corrective management decisions aimed at achieving planned values.
Combining the principles of feedback and proactive management ... A feature of control systems built on this principle is the joint use of the advantages of predictive control, in which the compensating device corrects the control action and minimizes the influence of interference. The use of the feedback principle makes it possible to promptly correct the management impact when the actual value of the output parameter deviates from the planned value.

An example of the use of TAU principles at industrial enterprises is the SCADA / SCADA systems. For quite a long time and with great success at industrial enterprises, APCS systems have been used, which use the principles of automatic control of technical systems described above. For this, SCADA / HMI are created, containing a mnemonic diagram that displays the key parameters of the technological process. In the diagram, the states of the parameters of the technological process are shown in different colors. Also, this system contains the simplest control rules - based on Programmable Logic Controllers (PLC, PLC), which contain the simplest rules of automatic control. Sensors (instrumentation) collect data from the process. This data is sent to the PLC, which analyzes the planned and actual value of the indicator at the output and sends a corrective management decision to the actuator.

These schemes have already proven themselves quite well, and at present an urgent task arises - the use of the same principles in management at the workshop level, the level of the enterprise and the corporation. It is possible to analyze and give analogies of using the principles of TAU in the management of socio-economic systems, which are large industrial enterprises (Figure 2).

Figure 2. Analogies of the application of the principles of TAU in the management of an industrial enterprise

So, S CAD A/ HMI - represents in a concise and visual form a diagram of the technological process, statuses of units, planned and actual values ​​of indicators for the process. In principle, such schemes allow the operator of the technological process to quickly make management decisions (stop / start the unit), or the system automatically implements corrective actions on the technological process. The diagram shows the values ​​of indicators in different colors: in red - critical values ​​of indicators that have gone beyond the established limits, in green - indicators are normal.

From the point of view of management at the production level, such a mnemonic diagram corresponds to the manager's dashboard, the so-called. indicator panel (dashboard), which in a concise and visual form displays the key performance indicators of an enterprise, or a separate organizational unit. The use of dashboards allows managers at the shop floor and at the enterprise level to track the values ​​of indicators, identify deviations from the planned value, identify trends in indicators and predict values ​​for a given horizon. In the simplest case, online reports or Excel tables are used for this. They show the actual values ​​of the key figures in comparison with the planned values. These panels also display different types of actual values ​​in colors - critical, normally requiring attention.

Programmable logic controller (PLC, PLC) - represents the simplest base of management decisions. These decisions are IF-THEN rules and thresholds are used. From the point of view of management and decision-making at the workshop and enterprise level, it is also possible to build knowledge base of management decisions ... When the parameters go beyond the established limits, management decisions are extracted from the knowledge base, which are then converted into work assignments, plans.

D sensors and actuators (instrumentation) - allow collecting actual data from the technological process, which are visualized on a mnemonic diagram and fed to the PLC input. The executive mechanisms carry out the implementation of the managerial influence on the technological process - turn on / off the unit, increase / decrease the temperature, etc. From the point of view of management at the shop floor and the enterprise level - the responsibility for collecting data is transactional management information systems (MES, ERP, CRM, SRM, LIMS). The analogy of executive mechanisms is those responsible for the implementation of management decisions, events and projects.
Thus, it can be seen that the principles laid down by TAU are applicable in the management of socio-economic objects, such as industrial enterprises. However, when applying these principles, certain difficulties and tasks arise that need to be solved:
- it is necessary to develop a system of goals and key indicators of the enterprise, for which the collection of operational and reliable data, monitoring of these values, comparison with the planned value will be carried out;
- in the technical system, there are quite unambiguous and simple performance criteria that serve to form corrective actions, there are no conflicts of goals, in the socio-economic system there are always conflicting goals, and there is a possibility of setting various performance criteria;
- in socio-economic systems, the human factor has a significant influence, the presence of groups of interested parties, i.e. it is necessary to take into account the influence and motivation of personnel, the relationship of people, which always seems to be a difficult task;
· An enterprise as a system interacts in its activities with a large number of environmental objects that can influence its activities.

4. Application of the principles of systems analysis
System analysis has found wide application in various fields of activity: in the study and design of complex technical complexes, in modeling decision-making processes in situations with large initial uncertainty, in the study and improvement of technological process control, in the study of organizational management systems at the level of production, enterprises, industries and the state as a whole, with the improvement of the production and organizational structures of enterprises and organizations, with the development of automated systems of various kinds.

The main areas of application of system analysis are: the development of methods and models for improving the organizational structure, management of the functioning of socio-economic objects. An important function of system analysis is working with goals, organizing the goal-setting process, formulating and structuring a generalizing goal.

The need to use approaches of systems analysis, an integrated view of the enterprise is due to the following features:
- characteristic of the enterprise as a system, the inability to understand the whole without understanding the parts,
- the complexity of connections and elements: technical, human, organizational, financial, the need to organize all these elements into a single purposeful coordinated production process;
- hierarchy, multilevel management process;
- the complication of relations and the place of the enterprise in the structure of the state, the emergence of vertically integrated companies, the globalization of the economy, i.e. new connections appear with new objects in the external environment, which did not exist before or which were not significant;
- the expansion of the use of automated information systems at the enterprise, and more and more at the production and enterprise level;
- the need to revise the goals of the enterprise associated with a change in the economic situation, globalization of the economy;
- the inability to understand all the facets of the enterprise for one person, i.e. system analysis as an approach that brings together experts in various fields - finance, personnel, logistics, production; the number of complex projects and problems that require the participation of specialists in various fields of knowledge began to grow sharply;
- there is a need for broad-based specialists who have knowledge in related fields and who are able to generalize this knowledge, use analogies, and form complex models.
- with the development of scientific and technological progress, another need arises for the application of system analysis: the manufactured products and the technology for the production of industrial products become more complex, their nomenclature and assortment expand, the frequency of the turnover of manufactured products and technologies increases, the science intensity of products increases.

From the point of view of a systems approach, an enterprise is a goal-oriented holistic center of action, which corresponds to modern approaches to management and decision-making. Thus, further it is necessary to consider the concept of goal-oriented management.

5. The concept of goal-oriented management, management by goals
Any activity without a goal is aimless, no matter how simple and trite it may sound. The same applies to activities carried out in any industrial enterprise. The modern understanding of the enterprise suggests that the enterprise is a holistic, goal-oriented center of action. The same should be true if we consider an enterprise as a large complex system, analyzing the processes of managing the enterprise's activities using the concept of "management cycle". This means that any management decision made at the enterprise, whether it be a strategic, tactical or operational decision, has a goal to achieve which it is used, while operational and tactical management decisions must be subordinated to strategic goals.

Building a goal-oriented management system in enterprises is often associated with so-called dashboards (dashboards of KPI indicators, dashboards), which are, first of all, software tools. Dashboards are a management decision support tool that needs to be filled with relevant data for a particular enterprise and implemented in management and decision-making practice. Dashboard designers often refer to the Balanced Scorecard (BSC), and show how it is implemented on the basis of information and analytical systems. Directly the methodology for constructing a system of goals and indicators in such sources is not considered, or the basic methodology for constructing a Balanced Scorecard of Kaplan and Norton is taken as a basis.

Thus, the Kaplan and Norton BSC concept is currently used in the design of dashboards, which are a tool for implementing goal-oriented management. The essence of the Balanced Scorecard is an integrated system of strategic goals, links between them, indicators of achievement of goals, target values, as well as strategic measures.
Based on the analysis of the literature on the BSC, the following features of this concept can be distinguished:
- balanced scorecard - a tool for presenting, concretizing and implementing a strategy;
- focusing not only on financial goals and indicators in planning and reporting, financial indicators are complemented by a system of non-monetary indicators;
- operationalization of the goals of employees, i.e. cascading strategic goals and indicators to the level of individual employees in such a way that employees begin to understand how their operational activities contribute to the achievement of the overall strategic goals of the enterprise;
- the concept of "strategic event" is introduced, i.e. an event, the implementation of which leads to the achievement of the set strategic goals;

The BSC has clear principles and a developed methodology, which allows it to be used, among other things, as a basis for the further development of the approach proposed in the article to the construction of goal-oriented management of an industrial enterprise.
The BSC concept in the classical sense, as presented by Kaplan and Norton in their work, in addition to the tasks that it is designed to solve, has a number of potential directions for development and improvement. The results of the analysis of the BSC concept and the direction of expansion are shown in Table 1.
Table 1. Directions for the expansion of the BSC

6. Model of continuous integrated management

Summarizing the above, it can be argued that the management of an enterprise is, first of all, goal-oriented management, i.e. defining goals, planning, organizing, implementing the plan, monitoring and accounting for implementation, analytics and making management decisions. Thus, the enterprise is a goal-oriented center of action. To implement goal-oriented actions, it is necessary to understand how each action satisfies the achievement of the goals of the enterprise, i.e. in fact, when making managerial decisions, it is necessary to check what values ​​of indicators of achieving goals will lead to the implementation of this action. To do this, you need to have a model of the enterprise that would allow you to see this. Such a model of an enterprise is a production and financial model of an enterprise, built on the basis of a system of goals and indicators of the enterprise. By "passing" each management decision through this model, it is possible to check to what extent this management decision will lead to the achievement of the set goals. The production and financial model of an enterprise is built using methods and algorithms that allow to mathematically describe the cause-and-effect relationship between goals and indicators.

The next step is the formation of management rules using the essence of the expert system, i.e. rules "IF-THEN". Formation of the base of rules, actually made decisions and achieved results, will allow in the future to use this expert knowledge in making other management decisions, as well as to issue a list of recommended management decisions.

The proposed management model consists of the following "layers" (Figure 3):
- the system of goals and indicators, which is the core of the production and financial model of the enterprise;
- a management decision-making support system, including the functions of knowledge management, simulation, data mining;
- management and decision-making processes, which are part of the functional subsystem of the enterprise;
- objects of the environment, the behavior of which is expressed through a set of key indicators.

Figure 3. Conceptual representation of a model of continuous integrated management of an industrial enterprise

6. Integration of control and planning loops
The main requirement for an enterprise planning system is the relationship between the planning contours, i.e. between operational, tactical and strategic. The expected success of any enterprise is primarily due to the fact that the operational and tactical plans for the near future were part of the company's strategic plan for the implementation of the chosen direction of development. If the strategy and operational actions of the performers are not coordinated with each other, then the chosen strategy will never become reality and will remain in the form of formulated slogans and in the thoughts of top management.

At present, at most enterprises, as mentioned above, there is no such connection between plans. The proposed management model makes it possible to solve this problem, i.e. link plans to each other into a single integrated continuous process of implementing the strategy in the operational actions of personnel in the production and sale of products.

Let's take a closer look at how the integration of enterprise management loops is performed. The basis is taken the management cycle, applied to the processes of the enterprise. The control loop integration scheme is shown in Figure 4.

continuation of the scheme

Figure 4. Scheme of integration of control loops

At the stage of strategic planning, based on the analysis of the internal and external environment, an enterprise strategy is formed, expressed in the form of strategic goals. Strategic goals are complemented by basic goals that characterize the efficiency of the enterprise in the implementation of the strategy. For each goal, a set of key performance indicators, planned values ​​of indicators, cause-and-effect relationships between indicators, a set of management decisions are set. The developed system of goals and indicators is the main creation of the production and financial model of an enterprise of the upper level of abstraction. Such a model is used to conduct scenario analysis, determine the optimal values ​​of key indicators, identify and resolve conflicting goals.

The optimal values ​​of key performance indicators in the form of planned values ​​enter the input of tactical planning processes (annual planning of activities by functional areas). These metrics are used as inputs to simulation models that express different functional areas — for example, manufacturing, resource procurement, and equipment maintenance and repair. The result of simulation is the optimal set of parameters that are the initial for the formation of annual plans (annual production plan, annual resource supply plan, annual maintenance and repair plan, etc.). Plans are formed in the appropriate enterprise information systems - ERP, SRM, EAM. Further, these plans are broken down by month. Plan parameters with a breakdown by month are used as input values ​​for simulation models by functional area, which characterize the lower level of abstraction of each functional area. Such simulation models are detailed descriptions of the subject area. Based on the results of simulation, a set of optimal values ​​of the parameters is formed, which are actually used for the formation of shift-daily tasks, i.e. detailing the monthly plan down to individual shifts. On the basis of the optimal schedule, work orders and production tasks are formed for specific performers. Further, the performers implement these tasks in their operational activities. The fact of the implementation of shift daily is taken into account in transactional systems (ERP, MES, EAM).

Data from various transaction systems are collected in a single data warehouse that provides data for on-line monitoring of indicators and subsequent analysis of the reasons for deviations. Data from the storage is visualized on the manager's automated workplace (manager's dashboard - IPR). IPR is a hierarchy of workplaces in accordance with the differentiation of user rights, a set of tools for multidimensional and data mining. Using these tools, the manager conducts a plan-fact deviation analysis, analyzes the data to identify dependencies between indicators, etc. The result of the analysis of deviations is the development of corrective management
decisions, or adjusting plans - annual or monthly. Also, based on the results of data analysis, the strategy is adjusted, and the related adjustment of strategic goals and key performance indicators.
Thus, it is shown how the system of goals and indicators and the corresponding production and financial model of the enterprise is the main implementation of the concept of goal-oriented management, the integration of planning and management contours, the orientation of operational management to achieve the set strategic goals of the enterprise.
7. Methodology for the implementation of a model of goal-oriented management in the enterprise

The stages of building and implementing a goal-oriented management model are based on the implementation stages of the BSC (Balanced Scorecard of R. Kaplan and E. Norton), used by the consulting company Horvath. The stages were changed and supplemented in order to solve the task: the use of the production and financial model of the enterprise as the basis for supporting the adoption of operational management decisions, focused on the strategy.
The process of developing and implementing a goal-oriented management model consists of the following stages:
· Stage 1. Creation of organizational conditions for implementation
· 2 stage. Conducting strategic analysis
· Stage 3. Building a system of goals and indicators
· Stage 4. Designing an automated information system for supporting management decisions
· 5 stage. Implementation of the management model in the activities of the enterprise
· 6 stage. Development and expansion of the management model.

NSstep 1. Creation of organizational conditions for implementation
At this stage, using the rules of successful project management, the organizational conditions necessary for the successful development and implementation of a goal-oriented management model are described. This includes such features as the active involvement of managers at various levels, because there is a cascading of goals and coverage of the entire enterprise, the involvement of specialists from various production areas and the use of the principles of systems analysis.

At this stage, a decision is made under which implementation strategy the proposed goal-oriented management model will be designed and implemented. Organizational units are selected and if appropriate decision is made,

a pilot zone of the implementation project is selected, or a decision is made that the system is being implemented throughout the enterprise. It should be noted that the importance of successful project management of the development and implementation of the proposed management model is great.
NSstep 2. Conducting strategic analysis

At this stage, using the methods of strategic analysis, the basic strategic direction of the enterprise's development is determined. The results of this stage are the initial data for building a system of goals and indicators, and the results are used in the next stage.
At this stage, well-established strategic analysis tools are used, such as competitive analysis, analysis of strengths / weaknesses, opportunities and threats, portfolio matrix, analysis of product life cycle stages, critical success factors, etc. An analysis of the production, financial and economic activities of the enterprise is also carried out. The result of this stage is the determination of the basic strategic direction. At this stage, basic strategic directions are determined, priorities are set for products / market segments, and key characteristics of the enterprise are selected.

Stage 3. Building a system of goals and indicators
This stage is the main one, and is the development of a system of goals and indicators in such a way that it would later become the core of the production and financial model of the enterprise and the corresponding automated information system for supporting management decisions.

The system of goals and indicators is built in such a way that, on the one hand, it explains the basic strategic orientation of the enterprise, and on the other hand, it takes into account the effective functioning of the enterprise when implementing the strategy, i.e. took into account both the strategic goals and the goals of the effective functioning of the enterprise, which is a key feature of the proposed concept.
The basis for constructing a system of goals is taken from the results of the previous stage, at which the basic strategic direction was chosen. A system of goals is built for areas of activity, corresponding to the essence of the enterprise, while the system of goals takes into account both the strategic goals and the goals of the effective functioning of the enterprise.

Further, indicators are selected that characterize the degree of achievement of goals. In fact, key performance indicators (KPI) are selected that characterize the degree of achievement of the goal and are fundamental, on the basis of which mathematical relationships between goals are built; also performance indicators (PI) are selected that characterize the effectiveness of activities in achieving goals, but for which no mathematical relationship is performed. These indicators are also used in analysis and decision making. Next, indicators are selected that are related to the goal, but are neither key nor performance indicators, but are informational indicators (II), which are used for information support and analysis in support of decision-making.

Based on the analysis of the trend of change in the indicator and the current actual value, the formulations of the goals are specified, according to those formulations that were not finally clarified at the stage of strategic analysis. The rules for "folding" indicators into a generalized indicator are built, which characterizes the degree of goal achievement for those goals that are set by a group of KPI-indicators.

Further, based on the analysis of indicators, the characteristics of each indicator are set - the target value, the levels of fuzziness, the plan for achieving the indicator in time. Target values ​​of indicators can be clarified when determining the current financial resources and capabilities of the enterprise. Target values ​​are set based on competitor performance analysis, industry analysis, employee and customer surveys, and past performance statistics. Target values ​​of indicators of annual stages are determined, i.e. plan to achieve the indicator for a remote perspective.

Further, preliminary connections between the goals are determined, which are then clarified when analyzing the dependencies of indicators characterizing the degree of achievement of goals. The type of connection is determined between the indicators - functional, statistical or expert. The type of connection is necessary in the future, since the proposed management system will be used as the basis for the production and financial model of the enterprise.
Because There is always a conflict between the goals "cost-effectiveness", then the resolution of conflicts between goals and indicators can be carried out either directly during the analysis and building a strategic map - by changing the target values ​​of indicators, or the conflict of goals remains and the conflict is resolved every time each management decision on the basis of the rules laid down in the imitation-expert system.

Further, the system of goals includes environmental objects of the enterprise, each of which is characterized by its own indicators. The connection of the indicators of environmental objects with the indicators of the enterprise is carried out. These connections are also used then when making management decisions, and predicting the values ​​of the company's indicators.

Further, at this stage, the development of a range of management decisions, activities and projects, as well as the rules for making management decisions when certain events occur, both within the enterprise and in the environment of the enterprise, are carried out. Thus, using the imitation-expert system, a balanced and effective allocation of resources for projects, activities, management decisions is carried out in such a way that their use would lead to the achievement of the strategic goals of the enterprise.
Thus, the result of this stage is a structured (systematized and integrated) set of goals, indicators and their target values, environmental objects with indicators of objects, and management decisions and measures used when adjusting indicators, or when achieving target values ​​of indicators.

Stage 4. Designing an expert management decision support system
At this stage, an imitation-expert system is being designed based on the developed system of goals and indicators, which is a decision support tool. The essence of the imitation-expert system is twofold: firstly, it is the issuance of recommended management decisions issued from the knowledge base and proposed on the basis of actual data, trends in indicators in the system of goals and indicators, and the issuance of a range of management decisions that are best or acceptable in a given situation. Secondly, on the basis of the imitation-expert system, it is checked to what extent the adopted management decision will lead to the achievement of the final goals of the enterprise.
- the growth of the economic value of the enterprise, and in general to the achievement of strategic goals.

At this stage, the architecture of the information system is designed, taking into account information flows, and the place of the system in the spectrum of all information systems of the enterprise is determined. The functional requirements for the system, the criteria for choosing a specific platform for implementation are determined.

Stage 5. Implementation of the management model into practice
At this stage, the integration of the goal-oriented management model with the planning system at the enterprise, integration into the reporting system, integration into the personnel management system, integration with the risk management system, integration with the personnel motivation system are determined. The regulation of business processes of management and decision making is carried out on the basis of the proposed management model.
Stage 6. Development and expansion of the management model

At this stage, the conceptual foundations of expanding the management model are determined, and the use of those management principles that were laid down at the enterprise level, and it is shown how the same principles can be used at higher levels of management.
- at the corporation level, at the sectoral and cross-sectoral levels.

Also at this stage, there is a gradual improvement of the system of goals and indicators, taking into account the accumulation of factual data on the mutual influences of goals and indicators, success or failures in management decisions, the addition of new previously unaccounted for environmental objects.

8. Conclusion

The approach to management and decision-making developed in the course of the study will allow:
- to gradually improve the processes of operational management and decision-making;
- predict indicators when making certain management decisions;
- to increase the efficiency of decision-making;
- to justify the decisions taken in production;
- to build a unified system of goals and indicators for the implementation of the concept of goal-oriented management;
- to optimize planning and operational decision making;
- to preserve the accumulated experience of managers for the purpose of its further use.

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