RUSSIA IN THE WORLD MARKETS OF ENGINEERING SERVICES (ON THE EXAMPLE OF CONSTRUCTION OF NUCLEAR POWER PLANTS ABROAD)

Volume, dynamics and structure of export and import of engineering services in Russia. Factors affecting the balance of these services

Although the foreign industrial world has been using the terms and categories of engineering for more than a century, in Russia this direction of consulting services in its modern Western sense has appeared relatively recently. As a result, in Russia there is still no legal framework regulating this type of activity. Engineering consulting services are provided on the basis of laws, standards and other regulations developed for industries similar to engineering: architecture, construction, consulting. Thus, legal basis make up: Civil Code (part 2 - building contract), Urban planning code Russian Federation No. 190-FZ of December 29, 2004 and Federal Law of December 27, 2002 N 184-FZ (as amended of December 30, 2009) "On Technical Regulation" (defining design standards and norms), Federal Law of November 17, 1995 N 169-FZ (as amended on December 30, 2008) "On architectural activity in the Russian Federation", as well as civil law relations are regulated Civil Code(part 1.2), relations arising from authorship - part 4, relations between employees and employers - Labor Code, land and housing law. According to federal law dated 08.08.2001 N 128-FZ (as amended on 12/27/2009) "On licensing certain types activities" are not subject to licensing:

Design of buildings and structures, with the exception of seasonal or auxiliary structures;

Construction of buildings and structures, with the exception of seasonal or auxiliary structures;

Engineering surveys for the construction of buildings and structures, with the exception of seasonal or auxiliary structures.

The granting of licenses for the implementation of these types of activities is terminated from January 1, 2009. The validity of licenses for the implementation of these types of activities, including licenses, the validity of which has been extended, shall be terminated from January 1, 2010.

In addition to the problem of determining the legal basis for the functioning of engineering companies, there are difficulties in finding adequate statistics. In Russia, it is not customary to divide the construction industry into components of the construction process. In addition, as shown by the results of the rating "Engineering in Russia - results of 2008", conducted by the magazine "Production Management", No. 5-6 for 2009, not all engineering companies are ready to cooperate with mass media in providing information about their activities. 101 engineering companies were invited to participate in the rating. 16.8% took part in the rating; refused without explanation - 45.5%, due to the small scale of activities and the minimum number of employees - 18.8%, due to a very difficult situation in the company - 12.9%, due to the provision of revenue data - 6% of companies. According to participants' surveys, the 2008 crisis had practically no effect on revenue, which was due not only to its significant growth until September, but also to the completion by engineering companies in the last quarter of the year of work on projects that had already begun. As a result, the growth of the total revenue of engineering companies was observed in almost all sectors of the economy, and as a result, in 2008 it amounted to 66,427,164,380 rubles. Which, according to the rating participants, turned out to be almost a third more than in 2007, and some companies increased their revenue by 100% due to the expansion of the list of services. In 2008, the total revenue of engineering companies in all types of engineering also grew, but complex engineering grew at the fastest pace. According to participants' estimates, in comparison with 2007, the revenue here increased by 15-20%. Engineering in Russia - 2008. "Management of production", No. 5-6 for 2009

An indicator of the activity of engineering companies is the volume of investments in the market of engineering services. On graph 3.1.1 and in table 3.1.1. presents data on the volume of investments in fixed assets. Growth of investment allows to increase the volume of construction and production in the future, in addition, it contributes to the expansion of the market for engineering services.

Chart 3.1.1

The volume of investments in fixed capital in Russia (billion rubles)

A feature of modern realities is that over the years of development market economy Russian capital created a negligible number of industrial facilities on the terms "in the open field". For the most part, companies exploit the Soviet legacy. However, according to some experts, the next economic cycle will inevitably be associated with a series of such projects Vinkov A., Gurova T. Zavod i volya// Expert, No. 47 (684) dated December 7, 2009.

Table 3.1.1

Investments in fixed assets in Russia

Source: 2002-2005 - Rosstat data, 2006-2009 - MEDT data

Due to the fact that before the crisis most of the industrial facilities needed reconstruction, rather than design from scratch, as well as the fact that the market was very overheated before the crisis, the payback period for the project was on average about five years, although a period of 10 years is considered normal. 12 years. During the crisis, this became impossible. Until the markets have stabilized, it is extremely difficult to make a reliable economic model of the project, according to which the payback can be calculated. This is due to the problem of attracting the necessary capital, which credit institutions could previously provide.

In 2009, despite the economic crisis, the growth trend of the engineering and consulting services market does not change and, according to WTO data, in 2008 Russia demonstrated the highest export growth rate of 34%. Thanks to steady growth in 2008, Russia entered the top ten major exporters engineering consulting services, up from thirteenth place in 2007. Data on importing countries of Russian engineering services are presented in Table 3.1.2. As can be seen from the dynamics of export indicators, over the past four years it has been quite stable, and growth rates have been high. Among the main counterparties are mainly developed countries, on the basis of which it can be assumed that the objects of trade are high-tech services. The volume of imports is also increasing, while it significantly exceeds exports, namely by 8521 billion US dollars (32.5%). In addition, 5 countries, the main suppliers of engineering and consulting services to Russia, account for 80.5% of all imports, and 15 countries - 88.6%, for exports the figures are as follows: 72.3% and 85.5%, respectively. Thus, it can be noted that the import and export of engineering services is quite concentrated. Another conclusion that can be drawn from the data in the table is that cooperation with the European Union is of the greatest importance for the Russian market.

Table 3.1.2

Russian exports and imports of engineering services by region (million USD and %)

Source: WTO, International trade statistics, 2009

According to Diagram 3.1.1. the volume of construction and installation works and other capital works, i.e. the volume of engineering services provided, and costs in 2007 amounted to 3,480 billion rubles. (In 2007, the average exchange rate of the US dollar was 25 rubles, so 3,480 billion rubles is approximately equal to 139.2 billion US dollars). Thus, imports in the total volume of services account for 18.8% of the services provided.

These diagrams also clearly demonstrate the fact that the market for engineering and consulting services in Russia is weakly concentrated, large companies account for only 15.5% of the total volume of services, the remaining 84.5% fall on medium and small businesses.

Diagram 3.1.1

The structure of the Russian market of engineering services in 2007..

Source: www. e4group.ru/b11Data/TEK-inginiring_-__16.05.2007-4922.ppt

Even the largest companies in the industry are inferior in size to companies engaged in other activities. Among the 17 leading companies in the industry, only five companies have more than 1,000 employees (Table 3.1.3).

Source: www.pm-j.ru

Nevertheless, one of the trends of recent years has been the separation of engineering companies within the largest Russian engineering and construction holdings. This process was the result of the emerging perception of engineering as a very special type of activity and business, which should develop adequately to the laws of the functioning of its market.

At the same time, only emerging Russian engineering companies have to combine corporate development with competition on the same field with the leaders of the foreign market, both in the field of foreign projects and in Russian market. The only way for Russian engineering companies to survive in this situation is flexibility and the ability to organize their activities taking into account international, regional and purely Russian market rules, as well as the ability to maintain and develop their know-how at the same time.

The international engineering market, in that part of it where the presence of Russian companies is noticeable, consists of three segments that form a kind of mixed zone between the Russian market with its specific traditions and the market formed by American and European companies with their customs and practices. In each of these segments, a company that is Russian in its roots can, subject to certain rules, be quite competitive.

The first segment is the markets of Eastern Europe, North Africa, the Middle East, and India. These are countries where Russian engineering can be in full demand. For example, the Gipromez company has been designing metallurgical plants, workshops and units for foreign countries. In particular, the companies have developed feasibility studies and project documentation for the construction of factories in Sweden, Bulgaria, Poland, Hungary, China, Yugoslavia, Romania, India, Indonesia, Egypt, Iran, Cuba, Sri Lanka, Peru and other countries. Gipromez, in particular, acted as the general designer of metallurgical enterprises in Bhilai, Bakaro, Vizakhapatnam (India), Isfahan (Iran), Raah (Finland) and in other regions of the world. The Kremikovskiy Metallurgical Plant in Bulgaria, the Danube Vasmyu in Hungary, plants in Poland, the Czech Republic, Slovakia, and Romania were built in the countries of Eastern Europe Russian engineering: conditions international development// Journal "Metal Supply and Sales", 11.07.2005.. The prospects for this segment are associated with its growing volume, which is typical for most countries of the world today. The second advantage, already specific to Russian companies, can be characterized as traditional economic and political ties that allow Russian companies to obtain contracts in these countries.

On the other hand, in these markets, Russian business faces very numerous and diverse threats, the main of which are two. Firstly, this is a fairly high level of qualification of local companies, which are also supported by their governments. Their services are cheaper and it is very difficult to compete with them.

The second problem is that due to the specific requirements of customers, local legislation and other conditions in those countries where you have to work, many decisions must be made from scratch. For example, already understandable contract schemes developed for Algeria turn out to be unacceptable for Syria due to tax legislation, etc.

The same applies to design and construction standards, operating procedures and supply options. For obvious reasons, in a number of countries there are also restrictions on supplier countries. So, deliveries from the USA are prohibited to Syria, and this is a ban on the part of suppliers Ryazanov A.N. Russian engineering: conditions for international development// Servisneftegaz No. 13, 11/12/2007..

Finally, the mentality of relationships also differs. This aspect is often underestimated, and, nevertheless, in each country it is necessary to focus on people who understand local specifics.

The second segment of the market, which should be classified as international, are the projects of foreign customers in Russia.

An example is the performance of electrical work during the construction of the Philip Morris Izhora plant by ITM Group (St. Petersburg), then the Austrian concern VA Tech acted as the general contractor, and the process equipment was supplied by the Italian company Comas Breshkovskaya N. From general to particular// "Expert S- 3" No. 27 of 07/17/2006. During this project, the ITM Group faced the need to differentiate its services, as the customer needed comprehensive engineering services. One of the reasons forcing general contractors to move from building design to complex engineering is that recently the technologies for building “boxes” of factories have been simplified to a minimum. Basically, in addition to particularly complex objects that require powerful capital buildings, frame metal structures are used. But the main forces are shifting to the design and installation of the internal engineering filling of buildings. These are both power supply systems, fire safety, air conditioning, etc., as well as technological equipment.

Nevertheless, opportunities in this segment are mainly related to the interest of foreign customers in attracting Russian engineering resources. This is due not only to economic or legislative factors. The reason is that foreign engineering companies are often unable to solve the problems that in Russia they face not only as designers and engineers, but also for customers. According to A. Lavrentiev, CEO LLC "STG Engineering", the customer often tries to shift the solution of his problems to the engineering company, and this is exactly what Russian companies have an advantage in.

A feature of this segment until 2008 was the declining volume of projects of foreign customers in Russia against the backdrop of a general boom in projects in the fuel and energy industry. But after the outbreak of the crisis, the trends changed, in 2009 the volume of imports of engineering services increased again. Of course, this feature entails specific risks for market participants. In fact, any project with foreign participation can be frozen, stopped, selected, etc.

Western customers in these circumstances give the most profitable projects in the field of engineering to non-Russian companies. An example is Kharyaga - Russian territory, hence the Russian project. However, the customer for the project is Total (Great Britain), and the contractor is Retrofac (USA), which has no status and experience in Russia. Other examples would be Kovykta, which is also operated by Retrofac, Vankora, with SNC Lavalin (Canada) operating. Ryazanov A.N. Russian engineering: conditions for international development// Servisneftegaz, No. 13, 11/12/2007 The situation, in general, is changing, but it is changing precisely in terms of compressing this segment.

The third segment is projects where Russian customers, for objective reasons, cannot do without attracting international engineering resources, as a result of which these projects are to some extent implemented in accordance with international approaches and standards.

To create the world's most modern full-cycle car building production today, the ICT Group attracted the American company Standard Car Truck. Designed by Standard Car Truck, the Barber family of bogies operate over 75 percent of the truck fleet in the US, Canada and Mexico. If the traditional Russian bogies 18-100, which are currently used on Russian cars, have an overhaul mileage of 110 thousand kilometers, then those that will start to be produced will travel up to a million kilometers, and this at a comparable costVinkov A. IST on steel wheels// "Expert ”, No. 47 (684) dated December 7, 2009.

Another example is the project to create an offshore ice-resistant platform LSP-1 for the Korchaginskoye field in the Caspian Sea. The customer for the project is LUKOIL. Russian organizations do not have full-fledged experience in creating offshore platforms, so the basic engineering for this project was carried out by ABB Lummus Global, and the Finnish RR-Offshore was involved as one of the key engineering companies for the project.

When STG Engineering received a contract to develop a working design documentation on the technological part of this platform, it turned out that the optimal working group for this Russian project was the group that had always worked abroad - the Kyiv branch of the company. As it turned out, the design institutes within the parent company correspond to the project to a lesser extent than the group that previously worked in Libya and Greece and has international experience.

Another project that can be attributed to this segment is the construction of a plant in Tuapse by Rosneft. Almost all project licensors are foreign companies, and two dozen world engineering leaders - European, American, Japanese - have been invited as managing engineering companies.

Among the prospects of this segment is its growing volume. There are two main threats in this case. The first is that Russian customers have no experience of playing by Western rules, which will be played by major international players.

This can be observed in the already mentioned platform project at the Korchagin field. The initial contract strategy of LUKOIL was largely changed under the influence of the realities brought by the Western participants.

The second threat is the difficult conditions of competition in which Russian companies find themselves, especially if they do not feel the difference between working on international projects and Russian ones.

There are some qualities of companies, the presence of which allows a Russian engineering company to develop normally and secure competitive advantages.

Firstly, it is, in principle, the experience of participating in foreign projects. Secondly, this is the ability to involve additional resources in the project in addition to those that may be available directly in the region of the project. In other words, mobile personnel and a certain flexibility in the choice of means of project implementation are required.

Project teams are formed where it makes sense to carry out engineering - on site, for example, in Algeria. In this sense, it is also beneficial to invite foreign specialists to work: from Germany, from the Middle East.

Another strength that large companies have is the ability to attract investment. Finally, the experience of partnering with Western companies during the implementation of projects, during tenders, and even through contacts at conferences is also often very useful.

However, there are also weaknesses. Unfortunately, in Russia there are not so many specialists with experience in international projects. Although Soviet Union actively worked abroad, these were projects in many respects very specific and being built according to special rules. The fact that Russian companies today are at the stage of rapid growth and formation may not always be an advantage either.

Another disadvantage is the high tax burden on a Russian company. For example, under Russian law, if there is a double taxation agreement between Russia and Ukraine, Russian subsidiaries in Ukraine have to pay the Unified Social Tax twice.

The fourth segment is the creation of joint Russian and foreign enterprises. To ensure the competitiveness of the project in today's market is possible only through the use of the most advanced production technologies. Moreover, these technologies, know-how, must be collected literally all over the world. As, for example, in the case of TVSZ: a casting technology supplier from Germany, metalworking technology from Spain, a bogie developer from the USA, and so on. All these technologies must be integrated within a single project. And having a project of the enterprise, it is necessary to ensure its construction, order and supply of process equipment, its installation and adjustment Vinkov A. IST on steel wheels// Expert, No. 47 (684) of December 7, 2009.

From the point of view of market regulation, the development of engineering today is influenced by several factors at once. In Russia, quite detailed documentation is preserved, as well as pricing, which is based on standards, and, in general, much more stringent regulation by the state than in many countries of the world. Abroad big role it is not the state that plays, but the customer. In contrast to the situation in most foreign markets in Russia, the supplier of equipment is determined at the design stage, as a result of which the role of engineering in the traditional Russian market segment is underestimated. Yes, and technical solutions in Russia, in most cases, are fixed at earlier stages. Abroad, much, especially in linear construction, is left to the discretion of the contractor, who independently makes certain technical decisions during construction.

, Economy

Engineering centers as a factor in the region's entry into global industrial cooperation

Arslanov V.A.

PhD,

Head of the Scientific and Innovation Department of the Academy of Sciences of the Republic of Tajikistan

Kashapov N.F.

Doctor of Technical Sciences, Professor, Vice-Rector for innovation activities Kazan (Privolzhsky) Federal

Kashbraziev R.V.

PhD in Economics, Associate Professor, Department of Geography and Cartography, Kazan (Volga Region) Federal University

Gazizov I.S.

Candidate of Biological Sciences, Associate Professor of the Department of Biomedical Engineering and Innovation Management, Senior Researcher at the BNK Laboratory at the Department of Biochemistry of the Kazan (Volga Region) Federal University

Khomenko V.V.

Doctor of Economics, Professor of the Department of Automobiles and Automobile Economy of the Kazan National Research Technical University named after V.I. A.N. Tupolev - KAI, Corresponding Member of the Academy of Sciences of the Republic of Tajikistan

Shamsutdinov E.V.

Candidate of Technical Sciences, Chief Scientific Secretary of the Presidium of the KazSC RAS

Shigapov Z.G.

Candidate of Physical and Mathematical Sciences, Head of Innovation Department, Kazan National Research Technical University. A.N. Tupolev

Bulletin of Economics, Law and Sociology, 2014, No. 4

Economy

The article analyzes the problems of innovative development of Russian regions (on the example of the Republic of Tatarstan, Nizhny Novgorod and Samara regions). The solution to the problems is seen in the creation of a network of regional engineering and marketing centers. A management scheme for a regional network of engineering centers is proposed, as well as an algorithm for evaluating the effectiveness of the creation and operation of a network of engineering and marketing centers in the region.

Key words: innovative development, engineering center, region, network of engineering and marketing centers.

Innovative activity of economic entities plays an important role in achieving quality economic growth. The innovation policy, which is aimed, in particular, at solving the following tasks, should contribute to increasing the competitiveness of the regional economy:

Expansion of state support for innovation activities, increasing the efficiency of the use of public resources allocated to the development of innovation activities;

Attracting capital from financial institutions and private investors to the creation and practical implementation of innovations;

Assistance in the formation of a system for training specialists to work in an innovative direction;

Ensuring the development of innovative infrastructure.

However, the allocation of public resources, carried out in recent years, does not have an adequate commercialized result. Let's show this on the example of a number of regions shown in Table 1.

Judging by the presented sample, the level of innovative development of Russian regions is low. Thus, the share of innovative products in the total volume of shipped products of industrial enterprises is only from 15.6% to 23.2% in 2011, and slightly higher - from 16.7% to 24.6% - in 2012 ( This is despite the fact that Table 1 presents the most innovatively active regions of the Volga Federal District).

It should be noted that funds for technological innovation(grocery, process) allocated considerable. The leaders in the Volga Federal District in terms of costs for technological (product, process) innovations are the Republic of Tatarstan (2012) and the Samara Region (2013). These figures amounted to 44166.4 million rubles. in Tatarstan, in the Samara region - 55174.2 million rubles. However, from the point of view of issuing patents for industrial designs that are as close as possible to commercialization, the situation is different. In Tatarstan, they were issued only 49 in 2011 and 29 in 2012, in the Nizhny Novgorod region - 42 and 42, a slightly better situation in the Samara region - 115 and 110.

As for interregional differences, Tatarstan has a significant leadership in the number of granted patents for inventions, which amounted to 540 in 2011, 722 - in 2012. Their number in the Nizhny Novgorod region is 286 in 2011 and the same number in 2012, in Samara region - 387 and 419, respectively.

However, the Republic of Tatarstan has a very low share of innovative products by international and interregional standards: 15.6% in 2011 and slightly higher - 19.5% - in 2012. For a long time there have been no fundamental shifts in the structure of Tatarstan's exports and imports, where in the first case, raw materials and primary products of processing predominate, in the second - engineering products. The total export of republican technologies in 2011 amounted to 33.5 million dollars, the import of technologies - 416.6 million dollars.

Table 1

Indicators of innovation activity in certain regions of the Russian Federation

Regions Expenses on technological innovations (product, process) (billion rubles) Number of granted patents for inventions Number of issued patents for industrial designs Share of innovative products in the total volume of shipped products of industrial enterprises

2011 2012 2011 2012 2011 2012 2011 2012

Republic of Tatarstan 44.2 35.8 540,722 49 29 15.6 19.5

Nizhny Novgorod Region 30.3 40.7 286 286 42 42 16.5 16.7

Samara region 17.3 55.2 387 419 115 110 23.2 24.6

Economy

nology amounted to more than 10 times. In this case, the republic is technologically dependent in the presence of its own significant technological backlogs that do not go through the last stage of commercialization due to the lack of an appropriate network of organizations specializing in the commercial “finishing” of developments, and the funds necessary for this.

The situation in the republic is typical for Russia as a whole. The dominance of the least advanced types of innovative behavior, including the borrowing of ready-made technologies, characterizes the Russian innovation system as oriented towards imitation rather than towards the creation of radical innovations and new technologies.

We associate the refraction of this situation, the intensification of innovative activity in the regions, and the solution of the problem of commercialization of domestic intellectual property objects with the creation of a network of engineering and marketing centers.

An engineering center is understood as an intellectual property market entity focused on “market refinement”, transfer, commercialization and after-sales support of innovative technologies and products. At the same time, it is initially focused on the technology marketing system and, as a rule, includes a system of marketing centers and divisions.

Regional network of engineering centers - the basic part of the regional intellectual property market in the form of a managed complex of engineering centers designed to provide commercial properties and primary sale of production-oriented intellectual property objects to end users (enterprises and organizations), taking into account regional industry priorities, infrastructure and organizational network support.

In our opinion, the development of a network of engineering centers is aimed at solving the following tasks:

Increasing business receptivity to innovation;

Implementation of industry priorities in the organization of applied research and development;

Training, retraining and advanced training of personnel involved in technological, marketing and transfer support for the commercialization of production-oriented intellectual property objects.

In addition, the creation of a regional network of engineering centers can contribute to the integration of the country's enterprises into global industrial cooperation. Analysis foreign experience shows that in modern economic

conditions, world leaders in the production of high-tech machinery and equipment do not strive to produce all the necessary components and assemblies for the production of final products at their enterprises. On the contrary, they prefer to invest in production logistics and production orders on the side, including other countries, creating global production chains. The use of international cooperation mechanisms seems to be one of the reasons for the sustainable innovative growth of the leading industrialized countries, as well as the newly industrialized countries of Southeast Asia and Latin America.

Currently, trade and production chains are developing in Russia as well. However, only network trading has become widespread so far. The principles of organization of the network economy and network production, as well as the management of value chains, remain new for the Russian economy. The fact is that Russian manufacturers are present in global value chains mainly “at the input”: Russian manufacturers specialize mainly in the supply of natural resources or primary processing materials for further production of more high-tech products. This is one of the main reasons for lower labor productivity and low wages in Russia compared to developed countries.

Under these conditions, the controlled network interaction of engineering centers can become a tool for quickly solving the problem of overcoming the technological gap and further “spurt”.

As world experience shows, the market for engineering and marketing services is a determining factor in the efficiency of the economy of a modern developed state. Government orders are an integral part of the portfolios of the vast majority of large engineering and marketing companies. Creation of a network without the participation of the state ( evolutionary path) requires a long time, the limit of which has now been exhausted.

The Russian Federation also has all the necessary prerequisites for the accelerated development of engineering. This is facilitated by the current concentration of financial resources in the federal center and the formation of specialized development institutions. Significant growth potential determines the high investment attractiveness of the Russian engineering market, however, high risks, a long investment period and a large amount of initial investment hinder the emergence of new entrants with new technologies on the market.

Bulletin of Economics, Law and Sociology, 2014, No. 4

Economy

In the Republic of Tatarstan, which is one of the most developed regions of Russia both in terms of its volume of industrial production and the development of innovative infrastructure, there is practically no network of engineering and marketing centers. It should be noted that such companies are created on the initiative of large enterprises or leading universities. In 2013, these are 5 engineering centers related to the branches of petrochemistry, mechanical engineering, production of medical stimulators and laser technology and received official support from the government of the Russian Federation and the Republic of Tatarstan. However, the total number of engineering companies exhibiting their services in the electronic media system is much higher. But these initiatives are isolated, have an unsystematic nature, which does not allow for a comprehensive coverage of the sectors of the economy developed in the republic. As a result, Tatarstan engineering centers are not among the centers that occupy leading positions in Russian and international ratings.

In our opinion, the condition for the effective functioning and development of engineering and marketing centers, their entry into the all-Russian and world levels is the creation of their regional network. The organizational structure of the republican network of engineering centers can be represented as follows (Fig. 1).

As can be seen from Figure 1, the network of engineering and marketing centers operates on the basis of

sectoral priorities determined by the content of state programs of social economic development of the Republic of Tatarstan and implemented by participating enterprises that bring their order for commercialized production objects of intellectual property to engineering companies. Within the framework of the same priorities implemented through the activities of the Ministry of Industry and Trade, generators of intellectual property objects - research institutes, design bureaus, universities, technoparks, technopolises, etc. operate. The results of their activities come through the system of auction and non-auction trade into the ownership (joint ownership) of engineering companies, which carry out their development to the level of industrial designs and subsequent sale to manufacturing companies. The stock market created in this case is focused on the sale of shares of engineering companies, and the trading auction floor is for the sale of intellectual property, including in the form of technological futures and options. This process is mediated by financial structures, equipment suppliers, consulting organizations, etc.

The management of the regional network of engineering centers can be carried out according to the following scheme.

Entrance, working conditions in the network are regulated by the management company through the system

standards - technological, organizational, financial. This Management Company approved by the Ministry of Industry and Trade from among the republican scientific and technical organizations with experience in scientific and organizational, grant activities and technology transfer.

The management company carries out:

Listing of companies included in the network;

Maintaining a register of suppliers and customers of engineering services;

Quotation of prices for the services of leasing companies and maintaining

Notes: MT&T RT - Ministry of Industry and Trade of the Republic of Tatarstan, IVF RT - investment and venture fund of RT, AIR RT - association (society) of inventors and innovators of the Republic of Tatarstan.

Bulletin of Economics, Law and Sociology, 2014: No. 4

Economy

auction for the sale of engineering services and shares of engineering companies.

The main conditions for the entry of engineering companies into the network (network listing) should be:

Compliance with regional technological priorities;

Availability of personnel and work experience;

Credit history.

Thus, the network of engineering centers is designed to ensure the collective use and complementarity of material resources, professional scientific, research and educational personnel, elements of innovation infrastructure (technology parks, business incubators, technology transfer centers, centers for the collective use of scientific equipment, etc.), to promote the widespread use the latest educational and high-tech production technologies and, on this basis, improve the performance of both established and newly created individual engineering centers.

Evaluation of the effectiveness of the creation and functioning of regional engineering and marketing centers can be carried out in the following sequence:

Definition of Direct Effects:

Increase specific gravity innovative technologies and products in the total volume of production due to an increase in the percentage of commercialization of innovative developments up to 35-40%;

Increase in production efficiency in the fields of profiling engineering centers by 30-35%;

Reducing the outflow of scientific and technological personnel from the republic.

Definition of indirect effects (synergetic and multiplicative):

Growth of the technological level in related industries and services (banking, insurance, etc.);

Increasing the share of intellectual property in the assets of enterprises up to 25-30%;

Level up technological safety due to the growth of the share of own innovative technologies;

Growth of the overall image of the region at the international level in the system of international ratings;

Attraction of additional investments to the republic.

To monitor the development of a regional network of engineering centers, it is advisable to use the following additional indicators for years:

Number of engineering centers in the network in the Republic of Tatarstan, including in Kazan;

The number of engineering and marketing centers in the network with participation in the statutory fund of foreign organizations;

The total volume of attracted financing in the network of engineering centers (million rubles) from the budget and extra-budgetary funds;

Obtained economic effect in the network of engineering centers (net profit), million rubles;

Average salary of researchers in the network of engineering centers, thousand rubles;

The number of researchers working in the network of engineering centers, including doctors and candidates of sciences, researchers without a degree, doctoral students, graduate students, students.

The number of degree applicants working in the network of engineering centers in the reporting year;

Publications of monographs, articles in Vakovskie and foreign journals;

Obtained certificates for patents;

The number of innovative projects accepted for implementation in the entire network of engineering centers;

The number of innovative projects introduced into production in the network of engineering centers;

Number of licenses in the network of engineering centers: sold and purchased;

The number of foreign specialists involved in the activities of engineering centers in the reporting year;

The number of young specialists sent from engineering centers to study abroad.

The network concentration of private and public resources should ensure the introduction of a system of conditions, guarantees and forms of organizational behavior that significantly reduce the levels of financial risks of engineering centers, making it possible for Russian and foreign technological and financial partners to fully invest in the activities of these organizations. The financial, organizational and managerial institutions currently existing in the Republic of Tatarstan, including those indicated earlier in Fig. 1 should be oriented towards minimizing the corresponding risks in the system of network cooperation agreements.

Literature:

1. Science and innovations in the Republic of Tatarstan in 2011: Statistical compendium. - Kazan: Tatarstanstat, 2012. - 91 p.

Bulletin of Economics, Law and Sociology, 2014, No. 4

Economy

2. Science and innovation in the Republic of Tatarstan in 2012: Statistical compendium. - Kazan: Tatarstanstat, 2013. - 91 p.

3. Intellectual property / Ed. Khomenko V.V. - Kazan: FEN, 2014. - 399 p.

4. Kashbraziev R.V. The impact of international cooperation on national economy// Bulletin of the Financial University. - 2014. - No. 2 (80). -WITH. 79-92.

5. Regional engineering centers. - URL: http://www.i-regions.org/projects/centers-of-engineering/ (accessed 09/28/2014).

Engineering Centers as a Factor of the Region Joining Global Industrial Cooperation

Academy of Sciences of the Republic of Tatarstan

I.S. Gazizov, N.F. Kashapov, R.V. Kashbraziev Kazan (Volga Region) Federal University

V.V. Khomenko, Z.G. Shigapov

Kazan National Research Technical University named after A.N. Tupolev

E.V. Shamsutdinov

Kazan Scientific Center of the Russian Academy of Sciences

The paper dwells upon the problems of innovation development of Russian regions (as exemplified by the Republic of Tatarstan, the Nizhni Novgorod and Samara Regions). According to the authors, the solution lies in the creation of the network of regional engineering and marketing centers. The authors suggest the scheme of regional engineering centers management and the algorithm of assessment of creation and functioning of regional engineering and marketing centers network.

Key words: innovation development, engineering center, region, network of engineering and marketing centers.

In order to get started this issue, recall the entire main value chain in the global economy. It all starts with fundamental research: in the course of these studies, no one strictly controls them, they are difficult to plan, scientists are engaged in this, and the result of these works, the value of which is created by scientists, is knowledge about the world around us Where we can see this knowledge: scientists publish this knowledge in special scientific articles and publications around the world are rating, indexing these articles. As a result, somehow we are trying to build an indirect indicator of whether this or that activity is effective or ineffective, what is the citation index of this activity, and from here we are trying to draw a conclusion about the prospects or not of this or that direction. So, scientists produce knowledge that is published in scientific articles: the values ​​of this knowledge are arranged in the economy in such a way that the value is simply not assigned to them. Hence the conclusion: knowledge is available to everyone. The next step is research and development. They are handled by creative people who assess the needs of the economy and try to combine the two. That is, the ideas that scientists have proposed, they are trying to reach these products and services that are in demand in the economy. Therefore, researchers are people who come up with ideas and develop ideas to the point where they can already be used in economic activity. Based on what ideas researchers come up with, engineers implement those ideas. An engineer is a builder, creators of artificial objects. The engineer is the one who helps the builder to build, manages him. It turns out that all the functions that are listed here are performed by the engineer himself. Including he manages himself, helps himself. There are many engineers in nature as such, and some engineers build, others help, and third engineers manage the process of creating objects. They are called managerial engineers. Therefore, within this profession itself there is a specialization and it, so to speak, is aimed at the processes of creation, actually pure engineering, at the processes of consulting, you need to know a lot of research and development, fundamental research, and practice. That is, we admit the existence of a manager-engineer. Not only are they allowed, but they are in abundance in today's economy. It is correct to say this: every year there are fewer and fewer engineers, the profession is becoming less prestigious. Whether it depends on the quality of engineering and production in general. There are fewer engineers in our country. If we compare the Russian economy with the economy in India, or with China, then engineering activity is growing very rapidly. Today, these countries are leaders in engineering competence. They are leaders in the number of engineering corps. These are prestigious, demanded, highly paid specialists. Unfortunately, it still depends on the geographical position and where the person lives. There are more and more economists and lawyers. This approach was formed by the prevailing economic policy in the country at the beginning of perestroika. This was the course for modernization. To date, the course is on innovation, so the engineering corps will now actively grow. Of course, with all this, there is also a geographical tradition: India has always been famous for its mathematicians, chess players. They are inclined towards this engineering activity. Not every country has such a predisposition. Russia is considered engineering prone, which is why many Western engineering companies create their own subdivisions. For example, Boeing has established a very large division in Russia, and this division is growing at a very fast pace. Therefore, we are an engineering country in terms of history and competence. Now they are trying to restore it with the help of Skolkovo projects and other similar projects. Previously, we carried out engineering in all sectors of the economy, including retail sales, such as: selling food, furniture or household appliances today we are focused on a number of industries. Moreover, in the priorities of economic development, 5 main priorities have been identified, where engineering will actually develop. Let's take "Engineering in the Oil and Gas Value Development Value Chain" as an example. We will describe the main engineering operations that are being carried out in this industry right now. This applies to all oil and gas companies operating in the country. Development and exploration stage: geophysics, drilling, field modeling, enhanced reservoir recovery, well workover. The stage of creation and repair of facilities: offshore platforms, field pipelines, installations of various infrastructure facilities, main pipelines, compressor and pumping stations, transshipment stations, reservoir tanks, transportation systems - this is the engineering that is being carried out right now at all oil and gas companies. There is a lot of it, it is complex, diverse - therefore, the future economy will be arranged in such a way that it is apparently difficult to lead in all areas of engineering, but it is necessary to maintain leadership in terms of priorities. That is why the key areas of innovative development in the country were identified. But shouldn't we develop in a different direction? Innovation and technology industry, rather than what nature has left us on which we have located our state? Worth it, but you need to do it systematically.

Ways to implement engineering

Engineering problems

Business economics in Russia: approaches to the operation of enterprises by business processes

1. Russian market and competition

2. The crisis of functional management and the need to switch to process management

3. Process management and its strategies

information age and market mechanisms management presented their requirements for the need to change traditional approaches to all spheres of human life. In particular, all areas today are filled with information systems and related technologies. With regard to subjects, the information age indicated the need to:

1. Business diversification

2. Changes in the rights and obligations of personnel

3. Changes in the system of production indicators in the interests of achieving effective performance

4. The introduction of electronic means into computer technology and information technology, and thereby reduce the human "production factor".

Reengineering has become one of the modern innovative complex intellectual tools in the economy of enterprises. The founders of reengineering - Hammer and Champi - defined reengineering as a fundamental redesign of economies for business processes in order to achieve fundamental improvements in the main performance indicators of enterprises.

According to its intended purpose, RBP represents a systemic reorganization of financial, information flows, material resources, human potential, designed to simplify organizational structures, redistribute and minimize resources, reduce the time for meeting customer needs, and improve the quality of their service.

Innovation lies in the formation of business connections, relationships and goals. Therefore, developed countries have demonstrated success in business process reengineering. Currently in corporate planning Forecasting and management of particularly important issues were the issues of risk analysis and management, information systems for managing knowledge bases, management of supply chains, e-business; their successful solution allows to achieve success in the management of marketing, production and financial transactions.

1. Business intelligence

2. Specialists of anti-crisis areas of the enterprise

3. Corporate Knowledge Managers

4. Financial managers

5. Specialists of intelligent information systems

6. E-Business Managers

Globalism of economic processes of the modern world.

The purpose of business process reengineering is to carry out a systematic reorganization of organizational, production, financial, informational issues and simplify management tasks in the interests of minimizing the use of resources, reducing the time for meeting customer needs, and improving the quality of their service. A market economy, unlike a non-market economy, is characterized by an excess of supply over demand. Another fundamental quality of a market economy is the competition of producers. Competition forces enterprises to build a strategy for customer relations, take care of high quality products and reduce prices. As a historical fact, we note that even the US market existed for a long time as a scarce one (from 1945 to 1980).

Priority - production volume

Product life cycle - 10 years

Unpreparedness for competition

Mass production

Marriage rate

The stock of materials and components provides work from 6 months to 2 years - Deadening of capital

The company is dominated by an order-based planning system

Planning in Russia is based on past experience, on what has been achieved, not on demand

3. Supply

5. Delivery

6. Service

Use of technological efficiency

A business process, as studies and practice of successful enterprises show, represents a system of elements, each of which has measurable "inputs" (resources) and "outputs" (results), and the head of business processes controls these inputs and outputs only at the business boundaries. -processes. This approach forces real powers and responsibility to be delegated to employees. And the manager reserves the right to choose the technology himself.

Manageability standards for business processes are three times higher than for functional management.

If functional management was intended to control the fulfillment of the duties of an employee of an enterprise, then a sequence of actions that are not in functional management is highlighted in the business process. In other words, process management is focused on the overall result, which consists of the results of each business process of the enterprise. This process became possible thanks to information systems and information technologies. It was information systems that led to the restructuring of the organizational structure of enterprises. In the West, the MRP II class ARIS standard has 16 functions:

1. Sales and production planning

2. Demand management

3. Drawing up a production plan

4. Planning for material needs

5. Definition of product specifics

6. Warehouse management

7. Planned deliveries (Where, To whom, How much)

8. Management at the level production shop

9. Planning for capacity requirements

10. Entry/exit control

11. Logistics

12. Resource planning

13. Planning and management of tools

14. Financial management

15. Modeling business processes

16. Evaluation of the results of the enterprise

1. Necessary

Business planning in long term and value terms

Demand planning based on forecasting for a certain period

Sales and production planning

Sales plan by type of product (volume and volume-calendar plan)

Production Schedule

Planning the requirements for material resources (according to the specification of products)

Planning production capacity→ Plan based modules

Customer order management

Management at the level of the production shop (operational schedules)

The emergence of the concept Process management was transferred to the category of reengineering and turned into a basic (fundamental) category of the enterprise

Process management is understood by many ambiguously

2. Optional

1. Causes and consequences of the transition of enterprises to business process management

2. Situations for RBP

3. Basic steps (actions) for managing business processes.

Internal reasons for the process management model:

1. Increasing complexity of products manufactured by enterprises

2. Inefficiency of further growth in the number of employees at all levels of the enterprise

3. Insufficient return on investment in computer systems and information technology

Enterprise reengineering should be carried out on the following issues:

1. Stop Losing Customers

2. Predict situations if the enterprise changes the organization of production

3. Implement in practice the management of the business processes of the enterprise in order to achieve a leading position.

The problem of entering the enterprise to a foreign market

Ability to compete in the Russian market with foreign firms

The ability of enterprises to create conditions for attracting Western investment

Creation of products that can compete with foreign models

The critique of reengineering on the right exists in the form:

1. Criticism calling transformations as radical revolutionism

The Russian government has identified 6 most important economic sectors, which, based on nanotechnology, should provide a leading position in the world:

1. Energy

2. Healthcare

3. Education

4. Agriculture

5. Military-industrial complex

6. Space complex

Universal recognition of the critical role of information technology

The role of information technology in the business processes of an enterprise

A criticism of reengineering from the left is that RBP offers little action.

According to domestic scientists, business process reengineering is a transformation associated with the replacement of old processes and operations with new ones using, on the one hand, new tools and methods within the enterprise structure, and on the other hand, replacing functions at the macro-organizational level of the enterprise.

The following consequences follow from this position:

Take materials from girls

Reengineering requires a creative connection of ideas with objects, objects of the enterprise

Reengineering involves the fundamental application of information technology

Reengineering includes, in addition to technology, the following issues:

1. Correct Application process management principles

2. Using the methods of development of the organization of production and quality

3. Implementation of the personnel management motivation system

4. Financial support system for business processes

5. Introduction of professional expertise for various purposes

Reengineering involves the replacement existing organization production over efficient processes for both the customer and the company.

The experience of reengineering convinced that the following actions should be put into practice at the enterprise:

1. Selection of those who will be engaged in reengineering at the enterprise

2. Explaining the rules...

Critical discussion by the organizers of reengineering of the content of the mission of the enterprise

Discuss and define organizational structure enterprises

Creation of the structure of an enterprise operating on business processes

To involve people who think creatively in reengineering

Organization of brainstorming of critically meaningful information and based on its formulated proposals

This is a discussion of enterprise organization issues.

Understanding the developed options

Evaluation of selected options, but without mentioning the names of specific people

Choice of options for approval of the new organizational structure of the enterprise

Determination of ways to manage the enterprise

Stages of the RBP project:

The important questions of the project stages are:

1. When should RBP be started?

2. How to start?

3. How to start the process for reengineering?

4. What resources are needed for reengineering?

5. How long should the implementation of the project take?

Requirements for enterprise business process reengineering for UIS

2. Reengineering issues of the organizational model of enterprise management

3. Modern approaches to building a UIS

Russia has its own idea of ​​what requirements the UIS should meet

Practice has pointed to seven such requirements:

1. Sufficiency of the UIS - its ability to ensure the full functioning of the enterprise

Sufficiency consists of the following questions:

a. Ensure full compliance with international standards management accounting(actually ensure the operation of CSRP, ERP, MRP II systems).

b. Have an excess computing resource both for the UIS itself and for the automated control system as a whole:

i. Planning, budgeting and forecasting

ii. Operational (managerial) accounting

iii. Accounting (financial) accounting

iv. Statistical accounting

v. Financial and economic analysis

2. Reliability

The components of credibility are:

a. Relevance of information - to remove uncertainties in the work of the enterprise

b. Tolerance - ensuring acceptable limits in the quality set by the program in the work

c. Representativeness - ensuring that the result matches the given assessment

3.Information protection

The components of information security are:

a. Password-based data access control system

b. Multi-level data protection system (authorization tools for entered and corrected information)

c. Registration of entry time and modification of data

d. Hardware and software for cryptographic data protection

4. Integrity of the EIS

The components of integrity are:

a. Consolidation of information: at the enterprise level (to unite the unit into a single information network); at the level of business processes (time synchronization in work); at the level of periods of product life cycles (the ability to capture changes and respond to them)

5. The EIS should have such adaptation tools that would allow

a. Timely change the structure and functions of the business processes of the enterprise

b. Transform the information space (either add or remove databases; as well as unnecessary links and indexes)

c. Change the input interface, view and correct information

d. improve workplace user, filling it with time-appropriate content

e. Constantly change the requirements for enterprise computing resources

6. Reliability of the UIS

The components of reliability are:

a. Have special means analysis at the information system itself

b. Analyze the architecture of the UIS, that is, have both databases and their changes at any time during the operation of the enterprise

c. Availability of high-quality algorithms

d. Analysis of statistics of processed information (to have the number of records, documents, transactions, disk space)

e. Keep a log of completed operations

f. Availability of lists of working stations and intrasystem mail

7. Ensuring the level and quality of EIS service

The requirement is designed to ensure harmony between the localization of the UIS, the functionality and maintenance of the semiological and linguistic completeness of the system. We are talking about creating interfaces, documentation in the national language and a help system.

The general criterion for the requirements of the EIS is the effectiveness of the system in a business enterprise.

Table of types of information systems at Russian enterprises

System A - capable of managing only the field of accounting

System B is an information management system that is able to provide information about a warehouse (store), but it does not contain a practical implementation.

System C - means of defining work rules for the operation of the enterprise, in particular, this system provides planning, organization of the work of the enterprise and analysis of the results (mainly for quality management)

System D - a complex system capable of changing business patterns without stopping the operation of the enterprise

Local systems use the same systems

At modern Russian enterprises, a financial and management system and a production system have developed:

1. Its purpose is to implement the function of financial accounting and distribution in several areas: accounting, sales, inventory control, personnel.

The system of financial accounting and distribution of funds is adaptive to the desired enterprises. It is able to reshape the source data and turn them into program modules

Production systems, unlike financial management systems, have subclasses of medium and large integrated systems designed to manage and plan all business processes and production flows.

Production systems, due to their complexity, have an implementation cycle from 6-9 months to a year and a half

… about half an hour downtime

Russian ACS systems need to be connected to scada-packages (a system for recording and processing information in real time)

In order for the production process at Russian enterprises to be controlled and managed, it is necessary to solve 2 tasks:

1. Establish a measurement system to ensure objective and operational control production processes

2. The choice of management tools, adequate to the production processes of the enterprise to provide production processes with high-quality measuring instruments

1. The difference between the business processes of Russian enterprises and the business processes of Western firms

2. CASE-technologies as a basis for modeling business processes in Russian enterprises.

An analysis of the literature on the business processes of Russian enterprises shows that those who have studied this problem have ...

The issues of process organization of the activities of enterprises in the world began in the early 90s of the twentieth century.

The father or main guru of business process reengineering is believed to be Hammer, who coined the term.

In contrast to Hammer, Thomas Davenport suggested that before implementing business process reengineering in an enterprise, it is necessary to investigate existing business processes.

RBP - a set of logically interconnected actions performed to achieve a certain output of a business activity (Davenport, Industrial Reengineering: Information Technology of Business Processes); Porter and Millar: BPO is the entity in which the value of the service being produced takes place.

GS RISO 9901-96: BPO is a set of interrelated resources and activities that transform inputs into outputs.

Boykhman and Popov: BPO is a set of internal steps (activities) starting with one or more inputs and ending with the creation of products that the client needs (service, durability)

The RBP is the complete flow of events in the system, describing how the client…

“A business process is an operation included in a system of other operations, the purpose of which is the production and supply of goods or services to other operations included in the system, as well as to other systems.

“RBP turned out to be a whole set of processes in the enterprise”

Russian enterprises represent the unity of the object and the subject of activity

Modeling business processes of an enterprise

The basis of business process modeling, as the experience of reengineering has shown, is the structural analysis of the enterprise. Structural analysis, in turn, is a methodological variety of system analysis (Douglas Ross, 1960s).

The structural analysis of the enterprise should be based on the structure of the enterprise.

In the structure of the enterprise, it is necessary to establish a stable set of relations and recognize the primacy (primacy) of relations over the elements in the system, while distracting the development of the enterprise object.

Structural analysis involves the study of the system using a model representation.

Structural analysis requires:

1. Dividing the structure into levels of abstraction

2. Brief description of the details of each level

3. The formal nature of the rules of work at each level

4. Detailed approach to the final result

Thus, structural analysis allows you to create an accurate model that describes the entire system of the organization (enterprise).

The model, as a rule, includes a methodology, decomposition, attributes, notations, tools.

Decomposition is a conditional technique that allows you to present the system in a form that is convenient for perception.

An attribute is a combination of properties inherent in the links of a given element with other elements of the system.

The architecture of CASE systems includes:

1. Methodology

3. Notations

4. Funds

A model is a set of symbols (mathematical, graphic, code) that adequately describes the properties of the process being modeled and the relationship between its elements.

Notation - a system of conventions adopted in a particular model

Tools are hardware and software that implement the chosen methodology to build the appropriate model

When modeling systems, the following are used:

1. Flow Diagrams… (DFD)

2. Transition diagrams based on extensions (Hartley and Ward) - used for real-time system design (STD)

3. Entity-Relationship Diagrams (Chem and Barker) (ERD)

4. Jackson Structural Maps…

5. Functional Decomposition Diagrams (FDD)

6. Structural Analysis and Design Technology (SADT)

7. Functional Modeling Methodology (IDEF0)

8. Methodology for analyzing and studying the relationships between information flows within commercial activities enterprises (IDEFj)

9. Information modeling methodology based on the concept of "entity-relationship" (IDEFj)

10. Methodology for documenting the technological processes of an enterprise with a description of the sequence of changing the properties of an object (IDEF3)

11. Object-oriented design methodology related to the creation of objects (IDEF4)

12. Methodology for visual representation of data obtained as a result of processing ontological queries in a simple graphical form (IDEF5)

Properties inherent in models:

According to Beer, models have four such properties:

1. Scaled down

2. Compliance with the relationships between parts of the system

3. Working capacity of models

4. Compliance with the properties of the original

For business management, existing models are divided into 3 groups:

1. Strategic models

1.2 Financial management models

1.3 Logistics management models

2. Fundamental models

3. Models describing global rules, depending on the behavior of the control object

Many models have led to the need for their classification

Among the features by which the classification of models is carried out are:

1. The law of functioning of the original

2. Reasons for converting the properties and relations of the model into the properties and relations of the original

According to the law of functioning of the original, all models are divided into logical, material, semantic (verbal).

Logical models function according to the laws of logic.

Material

Semantic

Figurative (iconic) models express properties in a visual way

Signed models express the properties of the system being modeled using conventional signs

Models are divided into conditional, analog, mathematical

Conditionals express the properties of the original based on the convention

Analog models have a similarity to the original based on analogy inference

Mathematical models provide a transition to the original; provide clarity, rigorous deduction and variability

Depending on the purpose, the models are divided into static, simulation, dynamic

Static systems are meaningful systems that do not change over time.

The behavior of the system depends on the input information

Dynamic models are the simulation of events taking into account time on the one hand and the behavior of the system taking into account changes in time.

The model aims to answer the following questions:

1. What procedures need to be performed to obtain the final result

2. In what sequence should these procedures be performed?

3. What control and management mechanisms do business processes have?

4. Who is the executor of the procedures for each business process?

5. What input documents does each business process procedure use?

6. What output documents does each business process procedure generate?

7. What documentation governs the implementation of a particular procedure?

8. What parameters characterize the implementation of business process procedures in general

The most common in Russia are the following models:

2. Computer Associates system

This model has 5 types of control:

1. Organizational models are designed to describe the hierarchy of system structures

2. Functional models are designed to describe the functions performed in the enterprise

3. ... Reflect the structure of the information that is necessary to implement the functions

4. Models of management processes should provide a view of the business processes of the enterprise

5. Models of input and output are designed to describe the flows of material and non-material inputs and outputs, including monetary

Organizational and functional models, as well as models of data, inputs, outputs, are considered as fields in a special database and are called a repository (IS core designed to implement the ARIS technology in reengineering).

Lecture…

Information and analytical support systems marketing solutions at the enterprise

1. Key issues of decision support in enterprise marketing

2. Intelligent search for marketing questions on the Internet

Enterprise information systems support marketing decisions on the following issues:

1. Issues of prices and pricing in the enterprise

2. Attention to product sales growth

3. Analysis of the conditions of profitability of the enterprise

4. Research sales procedures and the trends they generate

5. Creation of a new product (service)

6. Work to establish new markets

For enterprises, price is a decisive factor in generating profits. Pricing is a very complex procedure for an enterprise. The enterprise is pushed by competitors to change the price, or otherwise, in order to reduce the competitor's market niche.

OLAP - technologies in IS used to support marketing decisions. If this support is expressed in a certain sequence of actions, we get the following scheme:

For an enterprise information system, the initial marketing data are ... . Of these data, government information is of particular importance for Russia. It is an unpleasant factor for Russian enterprises. In the conditions of the modern Russian economy, the OLAP technologies used are very changeable in essence.

Software and productive work of the enterprise

The experience of automating sales of products by an enterprise has shown that software is an intellectual tool of an enterprise that allows increasing sales of products; software manages phones today, contracts, timetables, work schedules, product deliveries to the market... . The software is engaged in document management and control over the execution of decisions.

Profitability of the enterprise, analysis of achievements in matters of profitability

The software helps to evaluate the state of work on profit, show the state of each business process in the enterprise, analyze the state of distribution channels, product sales points, investigate sales procedures, identify sales trends; to create a new product (product, service) - this issue cannot do without the IS of the enterprise and its software products.

The main components of marketing IP are:

1. Actually IS, which has the task of collecting and primary processing of marketing information

2. Decision making system

3. System of input/output of requests of persons making decisions on certain data (MIS)

The main task of the MIS is to transform information about the state of the marketing object into a form that allows you to assess the situation and create a model of change. In practice, MIS carries out the following operations:

1. Collect and process information, translate it into a form suitable for machine storage

2. Convert information into an assessment of the state of the enterprise's marketing

3. Turn the rating into a rating scale

4. Based on available resources, search for the most effective marketing solutions

5. Translate into a language understandable to decision makers

6. Adjust the proposed solutions in the system of priorities

7. Create a model with changing configurations of the working conditions of the enterprise

8. Create models of an analytical type that are flexible and able to rebuild due to changes in priorities

Key questions marketing system management of the trade network of the enterprise are:

1. Choice of retail network management structure

2. Organization of communication channels

3. Automation and technological equipment of the trading network

4. Analysis of the retail network management system

5. Marketing decision support methods

Selecting the type of retail chain management structure

Modern enterprises have a network of shops and trading platforms for the sale of their products. This forces the enterprise to choose the type of retail chain management structure that is most appropriate for the specifics of their work. In practice, there are 2 approaches to managing retail chains:

1. Centralized system network management

2. Decentralized network management system

A centralized control system is usually used if the company's retail chains are located in one place (cost reduction)

A decentralized system differs from a centralized one in flexibility and is suitable for those networks where there are supermarkets, minimarkets, discounts, as well as stores in different economic regions of Russia. They determine the structure of the order, based on consumer requests.

Classification of communication channels in marketing management

According to the type of communication channels, there are 3 options for automating a retail network:

1. Online system option

2. Option "replication mechanism"

3. Network communication option at the document level

1. This system means that each store does not have a remote computer, but a terminal that allows you to send each line of text to the central office computer. Technologically, the online system is one the local network, which provides automation of all stores with reference to the management of the enterprise. Disadvantage - high cost fiber optic line communications; The dependence of the network of stores on communication

2. Replication - copying changes in database tables and sending them to remote servers without taking into account retail trade features. During replication, there is a moment in time when a new product has already been delivered to a remote store, but there is no price for it. Currently, special settings for the replication mechanism have been devised that ensure the sequence of transferring information about the product

3. The option indicates that the store performs its work on the basis of the document. Automation and technological equipment of the trading network assumes the presence of: PT server, scale server, automation system. The retail chain software consists of 2 complex modules, of which one complex module is the central office (in the enterprise), and the second is the corporate module (in stores)

The PT server performs the following 3 functions:

1. Accounting for the working hours of cashiers

2. Distribution of duties between cashiers

3. Price change

4. The server of electronic trading equipment performs the task of quantitative weighing and cost

5. There is a front-office and back-office trading network in the said system. Front office trading is based on the functioning of a PT (computer that is assembled in a cash register case).

Marketing information is the time of purchase, the amount of the check, the name of the product, goods at a discount, receipt documents.

Marketing systems are designed to record results.

Marketing decision support has blocks of an intelligent marketing management system:

1 block - marketing data collection group. This group is associated with the block of input and correction of knowledge and data. … fuzzy rules with confidence coefficient. This block of knowledge is connected to the general database of the enterprise on the one hand, and on the other hand, to the output mechanism. In the output mechanism, recommendations on assortment, quality and prices are the main issues. For the functioning of these blocks, the following work: an analytical group, an explanation block, a block of strategic marketing planning; the enterprise database is connected with a block of preliminary analysis and data processing, in which there are 7 main indicators. It is related to the sales forecasting block and the state commercial enterprise. A user interface and a scheduler have been created for the intelligent marketing management system. The tasks of these blocks are: developing a marketing plan, processing data on the current activities of stores, heuristic analysis of the information being processed, forecasting sales and the financial and economic condition of the company's stores. To solve these problems, models have been created - dynamic simulation; if there are no such models, then neural networks are used

CRN - Systems for analyzing customer and store data

Risks of introducing ERP (accounting and management systems) into information systems for managing enterprise business processes

1. Main risk factors and their characteristics (5 groups)

2. Criteria for selecting projects and the effects of their implementation

The main groups of risk factors at Russian enterprises

The practice of reengineering has shown that there are currently 5 groups of risk factors in the implementation of ERP:

1. Risk factors at the stage of making a decision on the implementation of ERP in the enterprise information system and choosing a software product for it

2. Risk factors for choosing consultants

3. Risk factors at the planning stage of an ERP implementation project

4. Risk factors at the stage of introducing ERP into the enterprise information system

5. Long-term risk factors

How often will ERP be used in the enterprise?

If ERP will provide an accounting function in an enterprise, is this system needed?

The need to implement an ERP specialist, is there enough budget to pay

What is the actual scope of the functionality of an ERP system to compare it with the scale of the enterprise's business?

How will the staff react to the fact that you intend to implement ERP?

The ability of the enterprise to explain to the working staff that the ERP system being implemented is not adapted to the industry specifics of the business

Compare the scale of the enterprise's business and its excess over the functionality of ERP.

The main difficulty in making a decision on the implementation of ERP is the lack of a tender culture among Russian businessmen. This is the ability of the organizers of the business economy to start a business not with a system, but with the selection of performers who are able to squeeze out everything that the enterprise business process system is capable of.

Risks associated with the measure of ERP compliance with the scale of the business (unprofitability factors)

If the management of the enterprise poorly represents the possibilities of ERP, then it will not be able to realistically assess the scale of the transformation.

Management is not in a position to decide what needs to be transformed ...

If management does not have a strategy for the long term, then such management is not able to decide on the amount of change.

In Russia, the provider of information systems and technology services are the so-called specialized consulting companies.

A mistake in choosing an information service provider can be costly for an enterprise.

... with planning stages, and here mistakes are no less dangerous

Every project requires the enterprise to set goals

He is obliged to draw up a schedule for the phased introduction of computers, the timing of their work, determine the budget for this type of activity, and evaluate the payback of the project.

The desire of the client to implement everything at once

Wrong tasks

4. Implementation stage: in addition to errors and failures, there are also “cross-cutting risks”:

Political (when the project is a lever of political struggle at the enterprise)

Technological (labor intensity of transferring all enterprise data in the system)

Organizational risks (human factor, insufficient participation of managers in the project, ineffective communications in the enterprise)

1. Decreased information security for the enterprise

2. Changing the structure and business goals

3. Loss of local flexibility of business processes

4. Change of the owner of the enterprise

Reengineering project selection criteria, cost, effect:

1. The functionality of the system - this criterion allows you to understand why you should purchase a particular system

Currently, the worldwide trend for the introduction of integrative systems is EAC - enterprise application sets (integrated control systems)

The EAC complex includes: ERP systems, OLAP systems

OLAP - management and analytical systems for planning, budgeting, knowledge management, data storage.

Studies have shown that among the reasons for the failure of projects, 69% are attributed to the unwillingness to implement these systems.

Necessary:

1. Accurately understand the total cost of ownership of the system (software price)

2. Project costs

3. Implementation of the project

3.1 Examination

3.2 Development of TOR

3.3 Building models

3.4 Installation, configuration, fine-tuning of the system

3.5 Tests, trial operation

3.6 Hardware required by the system and their installation

3.7 Personnel training

3.9 Transferring data from the old system to the converted one

3.10 Current service and accompaniment

Staff retraining

Experience shows that the ratio and valuation system is a very difficult task. This is evidenced by the cost and cost table:

How effective is an ERP system?

To implement an ERP system, it is necessary to understand two criteria: the quantitative measurability of the project, the timing of achieving the project goals.

ERP-system allows:

1. Reduce inventory levels

2. Reduce the percentage of manufacturing defects

3. Increase sales through improved customer service

4. Reducing transport and procurement costs

5. Costs associated with demand forecasting are reduced

6. Shorten the production cycle due to simulation based on process data

7. Costs for the administrative and managerial apparatus are reduced

8. Increasing the turnover of funds in settlements

9. Growing overall governance structure

…Build relationships with partners

11. Increase the liquidity of the enterprise

The effectiveness of the implementation of the ERP system consists of 17 key indicators:

1. Reducing safety stocks

2. Reducing warehouse space

3. Increase inventory turnover

4. Increasing deliveries accurately and on time

5. Reducing manufacturing defects

6. Reducing the timing of the closing of the accounting period

7. Refinery downsizing

8. Increasing the turnover of funds in settlements

Application system to information systems in Russia:

1. Applications that allow you to select the levels of system maintenance

2. Availability of servers

3. Prompt response to applications and requests

4. Completeness of the solution of emerging issues

5. Troubleshooting

6. Preferential terms of delivery of new versions of the system

7. Informing about changes in the system and releases of new versions

8. Readiness of the enterprise system to meet the needs of the client

Denis Manturov spoke about the situation and prospects for the development of Russian industries in the global market. The Minister paid special attention to the state and development tasks of the engineering market in Russia, the potential of engineering centers and companies, the training of personnel for organizing effective innovative production and ensuring the qualitative growth of Russian industry. The Minister noted that in the future many of the students of the university may well take high positions in the Government and Ministries and expressed the hope to convince each of those present to link their future with Russian industry.

In his speech, Denis Manturov, in particular, said:

“The topic of today's discussion is “Engineering is the profession of the future”. I propose to structure our conversation as follows. First, I will mention the horror stories that have already become traditional about the technological backwardness of Russia. Then I will talk about the situation in domestic engineering, problems, trends and prospects in this area. And then we will talk about the formation of the scientific elite and the development of highly professional personnel. I will try not to make my monologue too long, so that we have more time for a free conversation.

If we evaluate the economy of our country and education only by quantitative indicators, then everything is more or less good. In the world rankings, we are within the top ten in terms of GDP and the share of the population with higher education. Now look at the results of the World Economic Forum research, which reflects the opinion of the management of companies from around the world. Estimates of our positions in terms of the most important parameters - the quality of education, the level of innovation and the professionalism of managers - are appalling. Are they justified? I don't think. Of course, these are just ideas about us. We have become accustomed to the fact that they are at odds with reality. But this is an opinion about a country that has always been and, I hope, with your help will be at the forefront of scientific and technological progress. And there is still a lot to be done to be perceived more adequately.

Now let's look at a more objective picture. In terms of labor productivity, we are still far behind Germany, which is one of the leaders in this parameter. But the more disturbing fact is that we are starting to lose out to China. And forecasts from global consulting agencies suggest that this gap may widen.

Good news - on the graph of the growth of the average salary in Russia. I think those who do not dream of a better life abroad, such a trend will be fine. At least the other BRICS countries are not the best alternative. Although against the backdrop of Germany, we look modest.

Now for the "bad news". With wages rising faster than productivity increases, the competitiveness of our professionals in the global marketplace is declining. There is only one way to fight this trend. It is natural not to reduce wages, but to increase labor productivity. That is, to improve the qualifications work force, and the technological level of production. Which, in fact, is the subject of special attention of the Government and our Ministry.

We have few new inventions and innovations. Russia has world-class developments in only 1/3 of 34 major areas modern science and technology. Domestic developments in the economy are implemented little. Only 16% of new technological solutions have been brought to commercial use. Of these, only half correspond to the world level.

Now about 700 patents have been issued for the Russian Federation through the Ministry of Industry and Trade. Over 500 applications pending. More than 300 objects of copyright have been registered and are being registered with Rospatent. About 7,000 R&D results are protected as production secrets (know-how). These results of intellectual activity have been created over the past four years. But this entire array, due to legislative restrictions, practically did not work for our economy. We are doing our best to remove these restrictions. And to ensure the availability of information about the created results of intellectual activity. We make mailings to a wide range of companies and organizations, publish them on our website.

In order for this to begin to materialize in life, we are moving to a model of transferring rights through the provision of a royalty-free license to the results of intellectual activity. This will allow in short term to introduce into economic circulation the maximum number of intellectual property objects in demand, the rights to which are now assigned to the Russian Federation.

What is the current innovation status in the industry? In some industries, progress can be made with little money. In others, the return on investment is low. In most industries, the main problem is the lack of resources for investment in production. And interest rates on loans for enterprises are prohibitive. This is exacerbated by the lack of relevant domestic developments and equipment that are of interest to enterprises. There is a gap between the needs of the economy for modernization and the capabilities of the Russian research complex. The share of imports in purchases of new equipment in metallurgy - 48%, machine building - 56%, chemical industry - 60%.

To reduce the dominance of imports, we, of course, stimulate the acquisition of the best domestic means of production through public procurement. But without creating competitive Russian equipment on the global market, our industry will not reach the level of technological leaders. And this requires a powerful engineering industry.

Before talking about what Russian engineering is, let's look at the volume of the industrial market. engineering in the USA. It is 21 times larger than the Russian one. Shares in GDP are also very different, and not in our favor. The United States has a highly competitive market with 142,000 companies, with the largest of them occupying no more than 5% of the market. Russia is dominated by large engineering companies, with two of them (Stroygazconsulting and Stroygazmontazh) consolidating 40% of orders. This is due to the fact that most of the demand is made up of large-scale capital-intensive projects of the state and state-owned companies, which can only be carried out by large engineering companies. The segment of small and medium-sized engineering companies is poorly developed in our country. As a rule, these are regional players specializing in housing and communal services and the power grid complex.

Technologically, there is a deep gap. In Russia, engineering is the installation of equipment with commissioning. In the US market, “advanced” engineering is practiced, covering the entire cycle of design and construction. This is a product life cycle approach. I will still mention this. In general, this is the subject of a separate lecture. More than 70% of our engineering companies' revenue comes from the oil and gas sector. But these are mainly "low-tech" works - the construction of oil and gas pipelines and related infrastructure. Can be said of a low degree technological development fuel and energy complex, despite large investments. In second place in terms of consumption of engineering services is the electric power industry. Such demand is caused by the obligations of energy companies to the state to modernize capacities. By the way, this is a vivid example of how administrative measures can stimulate the market.

The rest of the industries use the services of engineering very little. The reasons for this are many. The range of problems of the domestic engineering industry is very wide. Many of them require prompt government intervention. Most customer companies do not have experience in the full design cycle. Not understanding its value, the company refuses these services in favor of momentary savings. The largest companies prefer a narrow circle of affiliated engineering structures, which reduces the level of competition. And medium and small customers lack own funds and problems with borrowed capital.

On the supply side, the situation is worse. Russian engineering is not yet responding to current scientific and technological challenges. Many engineering centers do not have information about current technologies, methods for designing and building industrial facilities. There is also a lack of experience and knowledge to implement turnkey contracts. There is a shortage of modern laboratory equipment in the country and an outdated material and technical base for research and development. The exception is individual research centers of large private companies.

The staffing situation is a matter of particular concern. There is an aging of engineering personnel, because. the low prestige of the profession does not ensure the influx of young personnel. The quality of engineering education against the background of the leading countries is also lame. An acute problem is the shortage of skilled workers.

Finally, general economic problems. Due to the long payback period in a number of industries, seek resources for "creativity", i.e. engineering is difficult. Excessive bureaucracy, especially in the field of building permits, has long become a "talk of the town." Finally, the global crisis has greatly reduced the enthusiasm and willingness of companies to modernize production.

What measures to support and develop engineering can have a significant impact on the technological re-equipment of industries? The main task of the state is to create conditions for the development of engineering infrastructure. The Ministry of Industry and Trade is developing an Engineering Roadmap.

What industry development measures does it include:

• The issue of providing significant tax benefits for engineering companies and centers is being worked out. We are talking about benefits for taxes on the wage fund.
• An inventory will be carried out and a database of laboratory and technological equipment owned by research institutes and universities will be formed. This information will be made public and companies will know where they can organize research / development.
• Together with development institutions, we determine the size financial support in the form of state subsidies to be provided to engineering centers. Both university and corporate.
• The system of norms and standards used in engineering will be radically revised in order to harmonize national industry standards and classifiers with international rules.

It is clear that all these issues cannot be solved overnight. But we have no other way to eliminate the technological gap. Russia needs to create a multi-level structure of the industry and complete the transition from the traditional, old model to integrated engineering.

Basic requirements for the engineering infrastructure being created:

• high-quality comprehensive customer service, focus on the implementation of a turnkey facility
• the use of highly efficient technologies and knowledge belonging to various scientific and technical schools and countries.

At the top of the innovation pyramid are large-scale engineering companies, the number of which, in order to increase the level of competition, should increase. Their task is to implement large-scale resource-intensive projects of national companies and attract small companies, engineering centers, universities, etc. as subcontractors. This will initiate the creation of a large number of small players who will be able to offer their services to medium and small businesses. There are already prerequisites for the development of such a scenario. Additional incentives are needed from the government.

In recent years, the state has allocated significant funds for the implementation of joint high-tech projects of universities and private businesses. This gives companies the opportunity to conduct R&D in areas of interest. And universities, for their part, are updating their research base and providing jobs for researchers. It is especially important to involve students and graduate students in these projects, to give young people a chance to fulfill themselves, to gain a foothold in the field of science and high technology. That is, to fulfill the fundamental principle of your university - "Education through science." The creation of engineering centers on the basis of universities stimulates the emergence of innovative products faster and cheaper than, for example, in technology parks or business incubators. The life cycle of new knowledge-intensive industries is often very short, with entire families of technologies replacing each other. Under such conditions, it is possible to “synchronize” education and high-tech through foresight research, which makes it possible to calculate future market demands. Following the general logic of the development of industries and relying on the latest developments, it is possible to predict the industry's need for specialists with a certain set of competencies.

In general, technical universities, especially such multidisciplinary ones as MSTU, can become a real incubator for new engineering centers. It is necessary to form initiative groups of students and equip them necessary equipment. In the future, they can be transformed into small centers, which are so lacking in Russian engineering. We are working on the issue of financial support for such startups. Through the Ministry of Education, assistance can be provided in terms of equipment. Through the Ministry of Industry and Trade through stimulating the activity of industrial enterprises within the framework of approved budgets for sectoral state programs. I have no doubt that in the future, these young engineering centers will become active participants in the Russian, and the most ambitious, global market. As a successful example of this kind of practice, it is necessary to cite the project of a polytechnic engineering center and a strategic consulting center, which is being implemented at your University. It accumulates the best world practices and technologies for new materials used in the defense industry and the civil sector.

Today, government, business, universities and research institutes must join forces to develop engineering. An effective diversified engineering network has the power to change our industrial landscape. It will ensure the growth of science-intensive products and high localization of innovative industries (up to 60% of value added). The introduction of new programs and equipment will update the basic production sectors and shorten the development cycle of promising market products.

This is achieved through technology partnerships with investors, the purpose of which is to restore the missing links in the innovation chain. Universities, research institutes, engineering centers and companies should fill in such important elements of the technological process as R & D, prototyping and small-scale production of the most demanded equipment. It is necessary not only to provide internal needs for modern means of production. The new innovative chain will make it possible to withstand the onslaught of foreign engineering players and expand the Russian presence in the world market.

The creation of engineering centers and companies is linked to the government's initiative to form a network of innovation clusters. Now it has 25 industry clusters located in different parts of the country. The presence of an engineering environment in the regions will significantly expand the demand for these services. Activates the technological demands of business at the local level. In addition, in state programs for the development of industries, we have provided for a number of tools that stimulate the growth of investment in innovation.

The program for the formation of a nationwide network of engineering centers will allow:

• create a wide range of businesses innovative business- business units;
• achieve an increase in the innovative activity of companies and bring the latest world technologies into the country's engineering network.
• to form scientific and educational "technohubs" to train a new generation of personnel corresponding to the problems and prospects of the 21st century.

Today in Russia there is a model of personnel training that is able to serve only a typical life cycle of technologies in traditional industries. This model assumes a long period of time from the emergence of a new task in the economy, the realization of the need for new specialists and the formation curricula to training and graduating the right professionals. It is completely unsuitable for new markets - the challenges of the time.

New materials, smart environments, planning are recognized as global trends in modern industry life cycle product and digital modeling as the basis for design and engineering. Revolutionary changes in these areas are already taking place, becoming reality.

With your permission, I will focus on the composites market, since, according to experts, it will determine more than 80% of priority developments new technology in leading areas of the economy. New, designed composite materials allow you to set the necessary parameters at the micro level, hence the fundamentally new characteristics of familiar products. The resulting products have a wide, in terms of industry, scope. We are talking about the so-called "end-to-end", cross-industry innovations that give results in several areas of application at once. In addition, new materials have become the forerunners of the so-called "impossible geometry" - previously unacceptable building designs, especially in combination with digital modeling. The innovative industry of composite materials in Russia is at the beginning of its journey. Quite recently, we approved a state program that defines plans for its development. The target setting of the program is to increase the domestic market of composites by at least 10 times. For its implementation, it is planned to create a network of testing, engineering and certification centers, develop a national R&D base, and participate in the implementation of the most important innovation and investment projects in the industry.

Now let's try to "look" beyond the horizon to see the development of the competencies of the engineers of the future working in the leading industries. Today in Russia there is a shortage of specialists capable of organizing effective innovative production. We are talking about "integrators" - specialists who manage the project from idea to market launch. We also need “translators”, that is, those who can link high-tech processes in different industries. In the medium term, there will be tasks to work with the market and improve innovation. At this stage, the economy will need specialists who can adapt new products to market needs. As well as experts in the development of intersectoral standards and bringing them into line with international ones. Finally, in the long term, it will be necessary to create new breakthrough technologies and entire systems of technologies for cross-industry application. Designing and supporting this kind of innovation can only be done by people who can think and work big. These are "system architects".

When Russia enters the world markets of innovative competition, the most demanded will be specialists with knowledge and skills from several scientific and technical fields. In addition, economic competence will become a universal requirement for "techies". That is, you need not just an engineer. The engineer-economist will be of much greater value.

In addition to subject knowledge, there is also a set of necessary over-subject competencies. They include the ability to communicate, to be part of an international creative team. The specialist of the future must master foreign languages, understand other cultures and global rules of the game, be able to build partnerships at the international level. Without this, it is difficult to imagine a highly qualified and equally highly paid specialist. And the foundation of any innovative manager is systemic and algorithmic thinking, quick learning and self-development skills. I think that obtaining a diploma from a university like Moscow State Technical University will mean that you fully possess all the competencies mentioned.

Our country is now facing the most important tasks - to overcome the existing lag in the level of technology and create conditions for the qualitative growth of our industry. To do this, we need to grow a new generation of world-class specialists: scientists, designers, engineers. This goal is as complex as it is ambitious. It is enough to look at the KPI indicators of the National Competence System developed by the Agency for Strategic Initiatives. These figures are not capriciousness, but a calculation of our capabilities, which, I am sure, are limitless.

Dear friends, at the end of my speech, I would like to wish you creative success. Engineering is a very exciting and promising industry. Dream and create, and together we can change our future. Thank you for coming to today's lecture. Separate words of gratitude to the management of MSTU for the opportunity to speak at the largest technical university in the country.

INTERNATIONAL ENGINEERING: IMPLEMENTATION OF FOREIGN EXPERIENCE IN RUSSIA

Gribova Elena Viktorovna 1 , Chernetskova Anna Mikhailovna 2 , Borisov Alexander Vladimirovich 3
1 Federal State Budgetary Educational Institution of Higher Professional Education "Volgograd State Technical University", full-time bachelor, 4 courses in the field of study 38.03.02 "Management" IAIS
2 Federal State Budgetary Educational Institution of Higher Professional Education "Volgograd State Technical University", full-time bachelor, 4 courses in the field of study 38.03.02 "Management" IAIS
3 Volgograd State Technical University, Candidate of Economic Sciences, Associate Professor, Associate Professor of the Department of Economics and Project Management in Construction, Deputy Dean of the Faculty distance learning IAIS

INTERNATIONAL ENGINEERING: INTRODUCTION OF FOREIGN EXPERIENCE IN RUSSIA

Gribova Elena Victorovna 1 , Chernetskova Anna Michailovna 2 , Borisov Alexander Vladimirovich 3
1 Volgograd State Technical University, bachelor full-time, 4-year training in the direction of 38.03.02 "Management" IAIS
2 Volgograd State Technical University, bachelor full-time, 4-year training in the direction of 38.03.02 "Management" IAIS
3 Volgograd State Technical University, Ph.D. in Economics, Associate Professor, Associate Professor of Economics and project management in construction, deputy Director of the Institute of distance learning

Bibliographic link to the article:
Gribova E.V., Chernetskova A.M., Borisov A.V. International engineering: introduction of foreign experience in Russia // Economics and management of innovative technologies. 2016. No. 11 [Electronic resource]..02.2019).

One of the most important economic tasks is to reduce construction time. The first reason is that in unstable conditions and changing market conditions, the duration of construction is quite long. And if we take into account that significant funds will be withdrawn from circulation for a long period of time, then this will be a big risk for the investor. The second reason is that the reduction in construction time leads to a reduction in the payback period, as well as an improvement in some other indicators. economic efficiency projects in which all participants in their implementation are interested. The main indicator of the company's competitiveness is its ability to organize accelerated construction.

According to studies, approximately 80% of the total loss of appreciation during the construction period is associated with the imperfection of design solutions. Under these conditions, both domestic and foreign experts concluded that it is necessary to reorganize the interaction of participants investment project. Due to a fundamentally different organization of work, which will improve the quality of decisions made, it is possible to achieve a reduction in construction time, as well as costs at the initial stages of the project. All these problems can be solved by engineering.

Engineering is a professional entrepreneurial activity aimed at providing intellectual services for the transformation of scientific knowledge and achievements into marketable products with added consumer value.

The functions of engineering are: 1) research; 2) development; design; 3) determination of the cost and financial parameters of the project; 4) construction; 5) organization of production; 6) production. In addition, the functions of engineering are associated with the functions of management, mainly project management.

The merging of engineering and management functions is very typical for Russia. Traditionally, in our country, it has developed so that the chief engineer was responsible for the technical and technological activities of the enterprise, and the chief manager - for the management of the enterprise, since there was no good advanced system management training. Those aspects that in Russia are referred to as surveys, design, industry research and development, are referred to abroad as engineering.

Construction projects are implemented at all levels of management. They are characteristic both for the state and for a single subject - a company, an organization. To achieve this, a number of engineering techniques are used, among which are legal, cost, financial, organizational and managerial, and others.

Engineering in the field of investment and construction activities is represented by the direction of engineering in industry. The main task of industrial engineering is the construction of new buildings and structures, as well as their reconstruction using a modern scientific system and approaches. Given the fact that during construction there is a need to resolve many issues, including both scientific and practical components, investment and construction engineering acts as system engineering. It contains such components as: design, origin and development of production systems. In addition, it includes areas of engineering, depending on its functional significance.

These industries include some areas of functioning of any existing firm and, accordingly, they can be called the direction of management engineering.

Types of management engineering include: 1) Engineering at the pre-project stage; 2) Engineering at the project stage; 3) Technology engineering; 4) Engineering cost; 5) Engineering finance; 6) Engineering in the field of project management; 7) Engineering in the field of information and technology; 8) Engineering in the field of production; 9) Integrated engineering.

I would like to set as an example several Russian companies engaged in engineering and successfully implementing themselves in the domestic market. The NGS-ENGINEERING company, engaged in the promotion of engineering and technological solutions in the field of automation of the welding process, has established itself in the domestic market for a long time. public joint-stock company"Globalstroy-Engineering" is rightfully called one of the largest companies in terms of design work, as well as supply services and production for organizations in the oil and gas industry, both in the Russian Federation and in the CIS countries. Today the company is the central core of the functional construction association. It is also necessary to highlight the Hals-Development company, which began its history in 1994. Since then, the company has become the largest Russian real estate development company providing construction services various complexes and premium-class housing, as well as hotel complexes in Moscow.

Rice. 1. Revenue of Russian investment and construction companies.

As for foreign companies, the following should be highlighted: ChevronCorporation, SumitomoCorporation and Eni. Chevron Corporation is the largest of the integrated energy corporations. Its foundation date is June 19, 1879. To date, 64 thousand employees work at this enterprise. Sumitomo Corporation is a Japanese company that ranks high in the rankings. This company was founded in 1919 and employs over 5,000 people. Eni is the largest Italian oil and gas company. In the FortuneGlobal ranking, it is ranked 17th, which is a very significant result. The high marks of the company are inextricably linked with the time of existence on the market - more than 60 years, as well as with the number of employees working within the walls of the company, which number about 80 thousand people.

Rice. 2. Revenue of foreign investment and construction companies.

Source: Data Federal Service State Statistics

Table 1 shows the placement of payments for engineering services, by parameters, typical for the American model.

Table 1. Share of services provided in the total cost

There are several segments of international engineering in the world market:

1) Markets in the Middle East, Eastern Europe, North Africa and India.

These markets include those countries that have an interest in Russian engineering. Since this segment is expanding, it has good prospects for its development, which is typical for many countries. Another advantage related to Russian companies is the “traditional ties”, which are political and economic in nature, as well as allowing domestic contractors to receive contracts in these countries.

However, these markets Russian business pose some threats, two of them are especially dangerous. The first threat is the rather high level of qualification of national companies that have the support of their government. It is very difficult to compete with them, as they offer cheaper international engineering services.

Secondly, if we take into account the special wishes of the customer, the peculiarities of local legislation, then a large number of issues in these countries will have to be solved from scratch. For example, due to tax law in Syria, the contract schemes that were developed for Algeria are not applicable.

This is typical for construction, design standards, delivery, as well as for work processes. Of course, restrictions for similar reasons are present in other countries. So, Syria does not allow deliveries from the United States, which are prohibited by the supplier itself. There is also such a factor as a specific "relationship mentality", often underestimated.

2) Projects of foreign customers in Russia

They include the interest of foreign companies in the engineering resources of Russia. This is due not only to legal and economic factors. Foreign engineering firms sometimes cannot solve the problems that they have in Russia as design engineers, plus the problems of customers. But our Russian companies succeed in that customers try to shift their difficulties onto these companies.

At the moment, this segment is experiencing a decrease in the number of foreign projects that are ordered in Russia. This factor poses some threats to market participants. In fact, absolutely any foreign project can either be stopped altogether, or frozen for some time, or maybe even taken away.

The considered circumstances prove that the most desired positions in supply and engineering functions are far from given to domestic companies. For example, an oil production project in the Kharyaginsky settlement in the Nenets autonomous region is an domestic project. Despite the fact that the project is located on the territory of the Russian Federation, its customer is French company Total S.A. specializing in the development of oil and gas. The Kharyaga field, in its second phase of development, was in the hands of another contractor, Retrofac. This company did not operate in our country and did not have relevant experience. Another example is the Kovykta gas field (Irkutsk region): there the management company is again Retrofac, and the Vankor oil and gas field is managed by SNC-LavalinGroupInc. Of course, the situation is subject to change, however, this segment is constantly shrinking.

3) Design developments in which the participation of Russian customers for objective reasons, it cannot do without the help of international engineering companies. An example of such a development may be the construction of an oil refinery in the Krasnodar Territory. The customer of the project is PJSC NK Rosneft, however, the leading companies of Europe, the USA and Japan act as managers of the engineering centers. Under such a combination of circumstances, the need to comply with the rules of international companies for the implementation of this project is mandatory.

The prospect of this area is a rapidly growing volume. There are two serious threats in this situation. The first is the weakness of Russian customers in the international arena. Thus, new opportunities are opening up for the world's major "players" on the Russian market. The situation in Tuapse is very indicative. The largest foreign companies cooperating with Rosneft operate according to different rules and regulations, and this is why the project is experiencing some difficulties.

A similar situation is observed at the oil and gas condensate field im. Yuri Korchagin. The operator of this field is the oil company PJSC Lukoil. The strategy of this company was subject to changes due to pressure from Western partners. Another problem is the competition to which our domestic companies are exposed. Those companies that do not differentiate between the features of international projects and Russian ones have found themselves in a particularly difficult situation.

Based on the analyzed information, the following conclusions can be formulated.

Foreign companies involved in engineering also combine the functions of management companies.

Engineering services in firms occupy a large share of all activities performed by it - from 25 to 65%.

The specific profitability of foreign management companies is on average higher (by 20-30%) than that of companies engaged in production activities.

Some firms are characterized by a mixed nature of activities - both engineering and production.

Many foreign firms maintain a high degree of financial transparency.

Many firms have links that assist production activities through information channels.

Bibliographic list

1. Ashnina Yu.A., Borisova N.I., Borisov A.V. Assessment of the state of the construction industry at the level of a modern city // Economics and Entrepreneurship. 2016. No. 4-2 (69-2). pp. 922-925.
2. Ashnina Yu.A., Borisov A.V., Borisova N.I.