Пожалуйста, используйте этот идентификатор, чтобы цитировать или ссылаться на этот ресурс:
https://er.nau.edu.ua/handle/NAU/43208| Название: | Mechanisms to ensure the activation of the market of products of aircraft building based on clustering and outsourcing |
| Авторы: | Смерічевський, Сергій Францович Smerichevskyi, Serhii Frantsovych Клімова, Олена Ігорівна Klimova, Olena Ihorivna Князєва, Тетяна В'ячеславівна Kniazieva, Tetiana Viacheslavivna |
| Ключевые слова: | clustering outsourcing aircraft building |
| Дата публикации: | 2020 |
| Издательство: | Wydawnictwo naukowe WSPIA, м. Познань |
| Библиографическое описание: | Smerichevskyi S., Klimova O., Kniazieva T.Mechanisms to ensure the activation of the market of products of aircraft building based on clustering and outsourcing // Collective monograph under the editorship of S. Smerichevska / Cluster model of innovative development of the national economy: infrastructure and investment aspectsp. - Poznań: Wydawnictwo naukowe WSPIA, 2020. - 352-364p. |
| Краткий осмотр (реферат): | To activate the market of aircraft products based on market cooperation mechanisms, it is necessary to perform the formation and development of clusters and restructural outsourcing. The development of clusters increases the interaction between industries and thus contributes to the multiplication of growth. One of the most important directions of reforming domestic enterprises in modern conditions is diversification, the purpose of which is to increase the stability and efficiency of the enterprise. The mechanism of implementation of diversification of production is outsourcing. The application of restructural outsourcing involves the refusal of the outsourcing customer to perform the business process on its own, accompanied by the closure of its division, the release of property and personnel. |
| Описание: | When implementing the strategic transformation of aircraft manufacturing enterprises, it is necessary to take into account that the modern market in the field of high-tech goods should have a well-established mechanism of cooperation, which ensures the competitiveness of the final products. In contrast to the centralised economy, when cooperation between enterprises was targeted and generally closed, in market conditions realised the right of the buyer to order and buy goods that meet his needs. As the experience of leading foreign countries shows [1], the formation of the mechanism of cooperation is based on long-term strategy, which is carried out by potential participants in cooperative relations under the auspices of public authorities (at national and regional levels) with funding agencies and universities. Cooperation can significantly improve the quality of products of aircraft manufacturers, reduce the cost of its development, production and marketing, activate innovative processes and increase the competitiveness of enterprises and the industry as a whole. The condition for cooperation is the development of specialisation of enterprises, the development of outsourcing, as well as the development of small and medium-sized businesses.When establishing and developing cooperation relationships, the customer needs to determine which strategy should be followed: ensure longterm relations based on cooperation at all stages of product development and production; work based on short-term contracts, guided by the rules of price competition. In the process of concluding contracts for cooperative deliveries in market conditions, the choice of the manufacturer is made on a competitive basis. One of the mechanisms for managing the competitiveness of products, which contributes to cheaper components and improvement of their quality, is to stimulate competition between suppliers-partners. A reasonably standard measure in this area is the organisation of deliveries of the same part (assembly, unit) by different suppliers. To ensure the competitiveness of aircraft manufacturers' products, it is recommended at the stage of product development to choose suppliers based on competitive prices, and then conclude a contract only with those of them who will achieve the required quality and price. For example, Japanese firms buy a greater variety of components from fewer suppliers than their American competitors. They have closer contacts with suppliers, including the integration of suppliers in the system of production organisation “just in time”, intensive information exchange and cooperation in the development of components. |
| URI (Унифицированный идентификатор ресурса): | http://er.nau.edu.ua/handle/NAU/43208 |
| ISBN: | 978-83-60038-76-5 |
| Располагается в коллекциях: | Наукові матеріали кафедри маркетингу |
Файлы этого ресурса:
| Файл | Описание | Размер | Формат | |
|---|---|---|---|---|
| monograph 352-364.PDF | 362.36 kB | Adobe PDF | Просмотреть/Открыть |
Все ресурсы в архиве электронных ресурсов защищены авторским правом, все права сохранены.