Journal articles on the topic 'Production strategy development'
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1
Karimov, K. Kh. "Development Strategy of Uzbekistan: Modernization Versus Innovation?" INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 6, no. 4 (2020): 46–53. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.64.2003.
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The article investigates the strategic management tools and economic – organizational mechanisms of the entrepreneurial structures of the Republic of Uzbekistan on the macro level. The research results revealed that for fulfilling the Strategy Actions it’s necessary to redirect the strategy from modernization to innovations, and also economical – organizational mechanisms of the entrepreneurial structures and systems as measures for their sustainable growth and innovative development. In this process transformation is the aim, innovative development is the tool, and effective and sustainable development of business structure and systems is asymptotic equilibrium. On the macro level, an optimal innovative level of business units was identified by formulating a mathematic equation. In the equation, the dependent variable is labour productivity, while independent variables include material and intellectual production factors.
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Свистунов and Vasiliy Svistunov. "HUMAN RESOURCE MANAGEMENT STRATEGY AS COMPONENT OF PRODUCTION ORGANIZATION DEVELOPMENT STRATEGY." Management of the Personnel and Intellectual Resources in Russia 1, no. 2 (September 20, 2012): 33–36. http://dx.doi.org/10.12737/1622.
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During the crisis periods the organizations survive, managed to
catch a tendency of changes and quickly to adapt to them, including
at the expense of their strategy high-quality development. In
this regard within strategic behavior of production organization the
practical interest is represented by functions of its strategy. The
analysis of domestic organizations strengths and weaknesses testifi
es that many of them have personnel services rather made on the
organization, but often used ineffi ciently. It gives the grounds to
speak about the need to improve the work with organization personnel
in conditions of organization strategy development formation
and realization.
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Clark, John, and Thomas Lamb. "Build Strategy Development." Journal of Ship Production 12, no. 03 (August 1, 1996): 198–209. http://dx.doi.org/10.5957/jsp.1996.12.3.198.
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The 1985 NSRP Design for Production Manual describes the use of a Build Strategy as a basis for improved shipbuilding performance through front-end involvement of all departments and better communication. A number of U.S. shipbuilders are known to have used the approach. However, the extent of its use and the experience of the users was unknown. To remedy this situation the SP-4 Panel conceived a project to determine:how widely "the Build Strategy approach" was known and used by U.S. shipbuilders, anda suitable Build Strategy framework with examples of its use for two typical ship types. This paper summarizes the performance of the project and briefly describes the findings of the U.S. and foreign shipyard surveys and visits, the required prerequisites for use of a Build Strategy and benefits from its use. It also includes the contents list for the proposed Build Strategy framework.
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Khikmatullaev, Timur. "Strategy And Prospects For Development Of The Automotive Industry Of Uzbekistan." American Journal of Interdisciplinary Innovations and Research 03, no. 06 (June 8, 2021): 141–53. http://dx.doi.org/10.37547/tajiir/volume03issue06-19.
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The automotive industry is one of the most important sectors of the world economy, which also belongs to the most capital-intensive areas of the world economy. Globally, the production of automobiles and components employs about 9 million people, who assemble 67 million vehicles each year, contributing 15% of the world's GDP. In addition, everyone employed at the automobile plant provides jobs for 14 more people in related industries. The automotive industry uses more than 15% of the global production of steel and aluminum, more than 10% of the copper smelter in the world. The industry is also the leading consumer of lead, synthetic and natural rubber (50%, 35% and 75% of global production, respectively). In addition, cars in service use half of the world's oil. Consumers spend up to 15% of their budget on cars every year. At the same time, there is a tendency for most of these indicators to grow.
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Fanni, Alfina Taswirul. "Plywood Production Development Strategy at CV Alaf Denida." International Journal of Review Management Business and Entrepreneurship (RMBE) 1, no. 2 (December 26, 2021): 310–19. http://dx.doi.org/10.37715/rmbe.v1i2.2436.
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CV Alaf Denida is a local wood-processing company located in Babat, Lamongan, East Java. CV Alaf Denida started their business in 2013 focused on fabrication in processing of sengon (albasia) into bare core as main material for blockboard production. The factory located in Desa Dradah Blumbang. Kecamatan Kedungpring, Kabupaten Lamongan. This research aims to make a design production development strategies at CV Alaf Denida by identifying internal and external factor of the company, analyzing alternative strategies of production development and recommending priority strategies which is used by CV Alaf Denida in developing the products. The research metode is a qualitative method with an intrinsic case study approach. The collecting data method used in this research done with observasion process, interview, and documentation. Analysis tools used for analyzing the data are IFE, EFE, SWOT, and QSPM matrix for showing the priority strategies. The validity test of this research using researcher triangulation, method, and resource data.
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Gunawan, Diah Setyorini, Neni Widayaningsih, and Barokatuminalloh Barokatuminalloh. "The Strategy Development of SMEs Metal." JEJAK 10, no. 1 (March 10, 2017): 121–37. http://dx.doi.org/10.15294/jejak.v10i1.9131.
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This research aimed to identify the profile of SMEs metal and to analyze the predictors that differentiate the performance achievement of metalworkers in Pasir Wetan Village, Karanglewas Sub-District, Banyumas Regency using primary data obtained from direct interviews with metalworkers in Pasir Wetan Village, Karanglewas Sub-District, Banyumas Regency. Primary data included the data of net income rate, the amount of labor used, the amount of bank credit received, business duration, education level, and the amount of production. The data were analyzed using descriptive analysis and discriminant analysis. The analysis results indicated that the increase in the amount of production and the amount of labor used were the predictors that differentiate the revenue achievement between superior metalworkers group and non-superior metalworkers group. In addition, the amount of production was the best predictor to differentiate the revenue achievement between superior metalworkers group and non-superiors metalworker group.
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Levin, Richard. "Uneven development in Swaziland: Tibiyo, sugar production and rural development strategy." Geoforum 17, no. 2 (January 1986): 239–50. http://dx.doi.org/10.1016/0016-7185(86)90026-6.
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Mahmudova, Ilhama Mahammadnabi, Vusal Mubariz Guliyev, and Asli Khanhuseyn Kazimova. "DEVELOPMENT STRATEGY AND WEIGHT OF THE NON-OIL SECTOR IN THE ECONOMY OF AZERBAIJAN." Academic Review 2, no. 57 (November 25, 2022): 267–76. http://dx.doi.org/10.32342/2074-5354-2022-2-57-20.
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After the collapse of the USSR, the socialist system collapsed in Azerbaijan, as well as in other allied states. That collapse completely destroyed almost all sectors of the country’s economy, especially the non-oil sector. This means that the period of recession in both the oil and non-oil sectors in the country reached its peak. The stagnation of the country’s economy was felt in many areas. It should be noted that agriculture, tourism, manufacturing, and engineering reached such a decline that the country became dependent on imports in most areas. The transition to economic development after such a tense situation in the country’s economy was remembered by our economists by highlighting three historical stages of the development of Azerbaijani economy in the period after the restoration of independence. The following stages ca be singled out: 1) A period of economic recession, 1991-1994. 2) A period of stability and consistent growth beginning, 1994-2003. 3) A period of dynamic development, 2003- until now. The period from 1991 to 1994 is considered the first period for the economy development. During that period, the political and socio-economic situation in the country became more complicated. According to the statistics provided for this period, during 1991-1994, the gross domestic product (GDP) decreased by 16.5 per cent annually. It is also known that in Azerbaijan, especially in the non-oil sector, a decrease in industrial production by 10% in 1991, 37% in 1992 and 50% in 1993 compared to 1985 was recorded. As a result of the collapse of the USSR, the production areas were almost completely out of order, and as a result, the level of unemployment increased to a high level. Again, referring to the statistics of that period, we can say that in 1991-1995, the monetary income of the population in real terms decreased by 3.3 times, and monetary income per capita decreased on average by 3.6 times. In parallel with this, the wages of the population decreased by 5.7 times. Since the times of the USSR, in agriculture, which has strong production and economic potential for Azerbaijan, the cultivated area of the main crops, the number of livestock has decreased sharply, and the level of production has almost fallen to the state of recession. Comparing 1996 with 1990 on the basis of given statistical data, it can be concluded that in 1996 agricultural production in the Republic decreased by more than 2-3 times. In parallel with this, the tense situation in agriculture also had a negative impact on the processing sector. Based on the calculations, it was found that in 1995, compared with 1993, the production of cereals and legumes decreased by 19.7%, cotton production – by 3.7%, tobacco production – by 74%, vegetable production – by 13%, fruit production – by 6.4%. At the same time, that trend was observed in meat and eggs production. During that period, meat production decreased by 10 thousand tons, egg production – by 128.7 million units. It was found than the processes that took place in Azerbaijan in 1991-1994 led to the fact that the country’s economy, especially the non-oil sector, collapsed on a large scale.
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Khmara, Marina, Olena Grinenko, Sergii Koroied, Daria Koucherets, and Olekdandr Bukhanevych. "Development of global production networks in a global environment." Problems and Perspectives in Management 15, no. 3 (December 7, 2017): 467–77. http://dx.doi.org/10.21511/ppm.15(3-2).2017.14.
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Production systems in the structure of economic systems occupy the most fundamental place and act as both initial and basic subsystem of any economic development. There is a tendency to change the forms of production and the study of these process systems poses a wider aspect of their dynamics analysis. The article tries to prove both theoretically and practically that global production networks are one of the most important factors in the innovative transformation of countries and regions. It is concluded due to global production networks, being the channel for the transfer of global knowledge and technical know-how to regional structures, regions of the former periphery have quickly become developed, innovative regions with a specialization in the sector of highly qualified services, production of high-tech products, and generation of scientific knowledge. For transnational companies global production networks reduce their costs and financial risks by sharing with other companies, as well as global division of labor, an important part of global production.
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KURUSHINA, A. O. "DEVELOPMENT OF AN ENTERPRISE DEVELOPMENT STRATEGY UNDER RESOURCE CONSTRAINTS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 6, no. 12 (2020): 30–37. http://dx.doi.org/10.36871/ek.up.p.r.2020.12.06.005.
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This article examines the development of production and economic relations of the enterprise at the present stage in conditions of limited resources, the classification of resources, identifies several main strategies for the development of the enterprise. In addition, the reasons for the emergence of limited resources are analyzed.
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Krutyakova, V. "Concept of production development strategy biological plant protection products." Mehanization and electrification of agricultural, no. 10(109) (2019): 210–19. http://dx.doi.org/10.37204/0131-2189-2019-10-22.
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The purpose. Increase of biologization level of agriculture in Ukraine on the basis of working out of the development strategy concept of regional networks of the enterprises on manufacture of plants biological protection frames. Methods. The researches were carried out on the basis of the analysis of the current state, necessary literary sources and existing normative-legal documents on the issues of biologization of agriculture in Ukraine. The results. The concept of formation and development of the strategy of regional networks of enterprises for the production of agriculture biologization means, which consists of four blocks: target block – reducing the impact of chemicals on crop production and the environment; forecast-analytical block – determining the structure of crops, the volume of production; block of environmental factors – determining where it is possible to replace chemicals with biological ones; conceptual block – assessment of the possibility of creating a system of biofactories and laboratories and the solution of the problem. In order to implement the strategy for the production of crop biologization agents, the following scenario of development of entomological and microbiological industry is proposed: organizational direction, economic direction, technical and technological direction, normative and legal direction. The paper also proposes the stages of implementation of the scenario of the industry development for the production of plant breeding biologization means: partial modernization of existing production facilities; large-scale investment development of the direction. Conclusions 1.The offered concept of strategy of development of entomological and microbiological industry for biological protection of plants is a necessary condition of development of organic agriculture, maintenance of manufacture of high-quality organic production and essential reduction of influence of chemical methods of struggle against wreckers on an ecological condition of environment. Such concept should be immediately introduced in Ukraine. 2.As a result of implementation of tasks on development of serial production of technological equipment for equipping of biological production, reconstruction, technical re-equipment and creation of new biological factories and biolaboratories the dynamics of increase in production of means of agriculture biologization is predicted. Keywords: biologization of agriculture, entomologist and microbiological industry, concept, development strategy, regulatory framework.
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Bagorka, Maria. "Directions of marketing strategy development for agricultural production ecologization." Problems of Small Agricultural Holdings / Problemy Drobnych Gospodarstw Rolnych 4 (2018): 21–29. http://dx.doi.org/10.15576/pdgr/2017.4.21.
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Duda, Jan Andrzej. "Modelling and implementation of product development strategy." Concurrent Engineering 26, no. 2 (December 13, 2017): 187–97. http://dx.doi.org/10.1177/1063293x17745940.
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The evolution of computer-aided systems and systems for the product data management towards the product development management systems, modules of application for the product life cycle management, necessitates the changes in the functioning of production enterprises. Due to the global competition, the enterprises not only re-organize their strategies but also look for the new system solutions based on the knowledge. Such actions are necessary for the enterprises to reach the success. The article presents the knowledge about the product development processes realized in the production system, presented in the form of hierarchical decision nets. Production system was considered as the set of elements interacting with the relationships occurring in the environment. The process is described as the set of logical events occurring in the system. The model of product development was developed using the business process modelling notation. The implementation of selected knowledge area in BizagiExpress system and testing in product lifecycle management environment were presented.
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Demydenko, Viktor, Oksana Rudenko, and Oleksandr Serhienko. "AGRICULTURAL PRODUCTION POSITIONING STRATEGY." Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, no. 60 (April 19, 2021): 130–39. http://dx.doi.org/10.24025/2306-4420.1.60.2021.229188.
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The article is devoted to the strategy of positioning of agricultural products of Ukrainian enterprises during the period of its independence. The aim of the article is to study the key factors, mechanisms of positioning of agricultural products during the period of independence of Ukraine and the factors that have led to the competitiveness of agriculture and industrial processing. The novelty of the study is a comprehensive and systematic analysis of these issues, taking into account sectoral characteristics of the agricultural sector of Cherkasy region.
The constituent elements of the mechanism of formation of strategic vision are determined, the system of indicators, which reflect the effectiveness of positioning and determine the place and role of a certain product on the market and at the same time in the economic portfolio of the enterprise, is substantiated. The result of the study is the conclusion substantiated by the authors that economic conditions of functioning of agricultural enterprises significantly affect the mechanism of formation of their strategic priorities. The proposed methodological approaches can be used by agricultural enterprises in the formation of market strategies for positioning their products, which determines their practical value.
The expediency of studying the factors that directly affect the strategy of positioning of agricultural products at the regional and national levels is substantiated. The relationship between the number of agricultural products of Ukrainian producers and indices of agricultural products of Ukraine is established.
The sown area of agricultural crops for 1991–2019 is specified. The dynamics of the volume of sown areas of agricultural crops carried out in Ukraine during the period of its independence is analyzed. SWOT-analysis of the agro-food sector of Cherkasy region and rural areas summarizes the most important strengths and weaknesses, opportunities and threats, determines the long-term concept of agricultural development of Ukraine and rural areas based on the assessment. The key aspects of the strategy of positioning of agricultural products in Ukraine, which should be based on production potential, export orientation, infrastructure and investments, are substantiated.
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TKACHENKO, Alla, and Alexsander BUGRIM. "ECOLOGICAL STRATEGY OF CONSTRUCTION ENTERPRISE DEVELOPMENT." Herald of Khmelnytskyi National University 294, no. 3 (March 2021): 298–303. http://dx.doi.org/10.31891/2307-5740-2021-293-3-49.
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The development of construction companies requires appropriate environmental strategies. Environmental strategy is a new way to achieve the goals of the business entity. Differences in approaches allow managers to pay attention to the use of appropriate methodological support. This methodological support takes into account the basic requirements that must be involved in the process of strategic planning. This approach ensures the development of a clear strategy to ensure sustainable and long-term competitive advantages of the enterprise. In Ukraine, construction companies are interested in controlling the environmental impact. For the effective implementation of the strategy of the construction company it is important to take into account its environmental component. The contradictory 1nature of the formation of an effective environmental strategy stimulates the optimization of the mechanisms of functioning of international commodity markets. Environmental strategy should be considered in conjunction with the specifics, trends and dynamics of economic decision-making. The best practices of developed countries confirm that sustainable development is impossible without the environmental component. Construction companies are introducing new environmental management standards into production. This is relevant for domestic enterprises to increase their competitiveness. Environmental management is based on a set of forms, methods, tools for managing production processes to achieve environmental and economic efficiency. The purpose of this is to increase the competitiveness of enterprises. Accordingly, the achievement of competitive advantage of the enterprise is based on lower production costs compared to competitors. In addition to this factor, competitiveness is based on an effective management system, active implementation of innovations (including environmentally friendly technologies). The strategy of environmental policy should take into account the real trends of environmental change, the needs of social and economic development of the country on the basis of fundamental doctrinal provisions. For the successful operation of companies, it is important to identify the negative environmental consequences of activities in the construction industry and prevent possible threats in this area.
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Mukhin, A. V., G. E. Ganina, Yu A. Ostrovskiy, and A. P. Yakovleva. "Influence of bespoke non-commodity production on the development strategy of production systems." Glavnyj mekhanik (Chief Mechanic), no. 12 (December 1, 2020): 23–32. http://dx.doi.org/10.33920/pro-2-2012-02.
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The paper presents a new approach to the development strategy of the production system based on a formalized description of bifurcations that occur in the creative activity of specialists. The goal of the development of the production system in an effort to approach the concept of a bespoke non-commodity production is justified. It is shown that an effective producer of the strategic development process is a "bifurcation producer", which in turn is the fruit of creative activity. As the first measure of evaluating the effectiveness of the strategy for the development of the production system, an approximate method for calculating the similarity coefficient of bifurcation producers to bespoke non-commodity production is proposed.
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Crisdayanti, Crisdayanti, Yusriadi Yusriadi, and Nurhaedah Nurhaedah. "Agribusiness-Based Corn Crop Development Strategy." LaGeografia 20, no. 1 (October 31, 2021): 93. http://dx.doi.org/10.35580/lageografia.v20i1.24097.
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This study aims to identify internal and external factors in the development of agribusiness-based corn plants and determine alternative strategies for agribusiness-based corn plant development in Pattondonsalu Village, Maiwa District, Enrekang Regency. The population in this study were 252 people. The method of random sampling for corn farmers was 21 people and the determination of key informants was deliberately taken (puposive) as 4 people because they were considered to know the most about the information presented, making it easier for the research process. The method used in this research is descriptive qualitative. This study uses IFAS, EFAS, and SWOT matrix data analysis. The research results are based on the analysis of the SWOT matrix, the appropriate alternative strategy is the Strategy-Oppottunities Strategy which is obtained from internal strength factors and external opportunities, namely Utilizing the availability of agricultural land to carry out corn cultivation activities so that the amount of corn demand can be met by utilizing technology and availability of facilities. superior and quality production by working with supporting institutions and input production retailers to meet the needs of farming and working with members of farmer groups to increase farmer motivation and absorption of labor from farmer groups so that maximum profits can be obtained.
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ZASTROZHNІKOVA, Iryna. "ISSUES OF INTERCONNECTION AND AGREEMENT OF PERSONNEL MANAGEMENT STRATEGY AND GENERAL ENTERPRISE STRATEGY." Ukrainian Journal of Applied Economics 5, no. 3 (September 7, 2020): 329–35. http://dx.doi.org/10.36887/2415-8453-2020-3-36.
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Introduction. The issue of increasing the efficiency of production and economic activity and stabilizing the economic development of agricultural producers is relevant throughout the period of scientific research in the agricultural economy. Personnel as a strategic resource of the enterprise is the key to competitiveness, economic growth and production efficiency of economic entities. The efficiency of production and economic activity of agricultural enterprises depends on the state of personnel and human resources directly, and its development should be systematic and comprehensive, which is ensured by the use of tools for strategic management. The purpose of the article is to develop the theoretical and methodological foundations of the relationship and coordination of personnel management strategy and the overall strategy of the enterprise. Results. The basic concepts of strategy formation at a certain organizational level are offered. It is established that the strategy of personnel development is influenced by the current strategies of the production organization and management development of its personnel. The assignment of the personnel management strategy to the number of functional strategies, and the personnel development strategy to the operational strategies are substantiated. It is determined that in exceptional cases, which should include periods of the organization creation, its large-scale reorganization or qualitative and quantitative changes in the contingent of employees, in our opinion, the strategy of personnel development becomes a category of functional strategies. The strategy of personnel management becomes one of the business strategies, reflecting the specific situation in the organization, identifying possible ways of the most effective solution. The relationship between the corporate strategy, types of personnel management strategy and types of personnel development strategy of the production organization is presented. Key words: personnel, enterprise strategy, management strategy, development strategy, personnel management, personnel potential development strategy.
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Voronin, Boris, M. Karpuhin, Irina Chupina, and Yana Voronina. "Strategy of development and export potential of the grain complex of Russia. Regional aspect." Agrarian Bulletin of the 203, no. 12 (December 23, 2020): 78–82. http://dx.doi.org/10.32417/1997-4868-2020-203-12-78-82.
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Abstract. Grain production and legal regulation of this industry are of paramount importance for the food security of the country. Therefore, the purpose of this study is to analyze the adopted laws and regulations governing relations in the field of grain and its processed products, as well as the state of grain growing in the Sverdlovsk region. The article uses the methods of analysis and synthesis, the method of generalization, the method of environmental forecasting, as well as the method of strategic planning. The results of this article are based on the fact that the Law of the Russian Federation No. 4973-1 “On Grain”, adopted on May 14, 1993 (currently not in full force), established in the first article that grain is a national treasure of the Russian Federation, one of the main factors of economic stability. By Decree of the Government of the Russian Federation No. 491 of August 4, 2005, state control over the quality and safety of grain, mixed feed and components for their production, as well as by-products of grain processing, is assigned to the Federal Service for Veterinary and Phytosanitary Supervision. The scientific novelty lies in the fact that the Law “On Grain” has not become the main integrated legal act in the complex regulating relations in the field of grain growing. Therefore, at present, the most important legal act is the Long-term strategy for the development of the grain complex of the Russian Federation until 2035, which, according to the authors, should consider the organizational and economic mechanisms for the production of the grain complex in close interconnection, where high-quality grain should be provided with appropriate technologies at all stages of its production, as well as during transportation, storage and processing.
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Dewanti, Retno, Ashrida Dwi Handayani, Shankar Addi Mehra, and Hasan Ghazali. "THE FORMULATION OF PRODUCTION HOUSE STRATEGY AND COMPETITIVENESS." ICCD 1, no. 1 (December 21, 2018): 602–8. http://dx.doi.org/10.33068/iccd.vol1.iss1.89.
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The aim of this study related community development is a lesson learn that to know how the internal factors and external factors impacted on Production House management. PT. Putra Kusuma Pictures Indonesia which provides services to in-house productions, by using IFE Matrix, EFE Matrix and CPM Matrix for researching Production house’ business strategy in the input phase, which will then be followed by the matching stage which uses SWOT Matrix, IE Matrix and Grand Strategy Matrix. The alternative analysis for Production house was completed using the Blue Ocean Strategy, which has surpassed the Four Action Framework (Eliminate-Reduce-Raise-Create), and the three good strategies which consist of focus, divergence and a good motto. Techniques used in data collection involve direct interview with the head of the company. This study in competitive strategy shows that the best strategy that should be applied by the company is through product development, while the alternative strategy that could be developed as a leading product is through social culture themed films.
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Susidenko, Valentin, and Julia Susidenko. "Development strategy of production enterprises to ensure competitiveness and development of economic systems." VUZF Review 6, no. 2 (June 29, 2021): 60–67. http://dx.doi.org/10.38188/2534-9228.21.2.08.
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The paper deals with the problem of determination the development strategy enterprises of the food industry in the conditions of integration and globalization processes. The problems influencing the level of global competitiveness determined. Identified key competitive advantages and their relationship with the factors of the competitive environment. This allowed distinguishing the development of strategic priorities the food industry of Ukraine to achieve competitive advantages in the context of current operation conditions. The article deals with the fundamentals of developing the strategy of enterprise economic development. In estimating the level of economic development the graphic analytical model has been suggested. The development trends have been investigated for determining the range of enterprise strategic alternatives. The typical positions of enterprises have been stated depending on the life cycle and the position on the market in order to take into account the most probable prospective trends.
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Kumar, Vijay, Pramod Rout, Ashok Kumar, Pourouchottamane R, Braj Mohan, and Anupam Dixit. "Goat Production in Bharatpur, Rajasthan- Status and Strategy for Development." International Journal of Livestock Research 8, no. 5 (2018): 286. http://dx.doi.org/10.5455/ijlr.20180212044936.
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Brönner, Matthias, Sebastian Wolff, Jelena Jovanovic, Konstantin Keuthen, and Markus Lienkamp. "Production Strategy Development: Simulation of Dependencies Using Recurrent Fuzzy Systems." Systems 8, no. 1 (January 1, 2020): 1. http://dx.doi.org/10.3390/systems8010001.
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New and unsaturated markets are predominantly located in countries with low incomes. To successfully establish businesses in these new markets, an increasing globalization of value creation is necessary. The integration of these new markets is challenged by their dynamics, turbulence and regulation. Above all, an initially low and volatile demand as well as high barriers for market entry must be counteracted by economical small-series production. As market development is a major challenge for Small and Medium Enterprises (SME), knowledge about the impact of local conditions on their production strategy decisions is essential. Therefore, we design a recurrent fuzzy model combining country- and company-specific input factors as well as internal production parameters to obtain a transparent and reproducible impact statement. The model allows a simplified development of the expert knowledge base by mapping the influences in two steps. The application of the designed model is based on the example of the aCar mobility project, within which an electric vehicle was designed for local value creation in Africa. By applying the model for different African countries, strategy sensitivities can be identified, and recommendations derived.
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Ramos, Joseph. "A development strategy founded on natural resource-based production clusters." CEPAL Review 1998, no. 66 (December 1, 1998): 105–27. http://dx.doi.org/10.18356/1707ac87-en.
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Tahang, Hamzah, Gunarto Latama, and Kasri. "Development strategy and increased production of seaweed in Takalar District." IOP Conference Series: Earth and Environmental Science 370 (December 2, 2019): 012058. http://dx.doi.org/10.1088/1755-1315/370/1/012058.
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Minnullina, Anna, Ruslan Minnullin, Anna Kopytova, and Elena Savoskina. "Production strategy development for an energy company based on SADT." E3S Web of Conferences 217 (2020): 07015. http://dx.doi.org/10.1051/e3sconf/202021707015.
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The article presents an algorithm for choosing the type of production strategy and its development in a company performed by a formed working group. In order to clearly reflect the relationship between the production strategy under developed and other functional strategies of companies and to eliminate all kinds of errors that many developers encounter at the planning stage, it is proposed to implement SADT. The research demonstrates a breakdown of the original function “Development of the organization’s production strategy” based on the SADT diagram, which describes the input-output transformations and the rules for these transformations. So as to confirm the practical applicability of this tool, it was tested in the energy company OOO Gazspetsstroy. Based on the suggested work plan, the activities for the development of the company’s production strategy are distributed in accordance with the workload of the working group and the complexity of the work performed.
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Nasereddin, Mahdi, Michael A. Mullens, and Dayana Cope. "Automated simulator development: A strategy for modeling modular housing production." Automation in Construction 16, no. 2 (March 2007): 212–23. http://dx.doi.org/10.1016/j.autcon.2006.04.003.
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Pandelaki, Loura. "STRATEGI PENGEMBANGAN BUDIDAYA RUMPUT LAUT DI PULAU NAIN KABUPATEN MINAHASA UTARA." JURNAL PERIKANAN DAN KELAUTAN TROPIS 8, no. 2 (August 1, 2012): 52. http://dx.doi.org/10.35800/jpkt.8.2.2012.420.
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Pengembangan rumput laut di Pulau Nain membutuhkan strategi untuk meningkatkan kembali produksinya. Penelitian ini bertujuan untuk menentukan strategi-strategi dalam pengembangan budidaya rumput laut. Penyusunan strategi menggunakan analisis strategi pengembangan yang terdiri atas: analisis lingkungan, SWOT dan QSPM. Tiga prioritas strategi yang direkomendasikan untuk pengembangan budidaya rumput laut yakni: Mengefektifkan peran DKP dan lembaga terkait dalam pembinaan dan pengembangan SDM; peningkatan sumber permodalan usaha; dan pengadaan pola kerjasama kemitraan pasar. Kata kunci: strategi pengembangan, rumput laut, produksi, SWOT, QSPM, analisis lingkungan. The development of seaweed cultivation in the Nain Island requires appropriate strategies to re-enhance its production. The objectives of this study is to determine strategies in developing the seaweed cultivation. Development strategy analysis was used as steps to determine strategy for the development of the seaweed cultivation. Analysis of the development strategy consists of: environmental analysis, SWOT analysis and QSPM. The three priority strategies for development of seaweed cultivation are as follows: Maximizing the role of DKP and related institutions in coaching and developing human resource; increasing the venture capital sources; dan procurement of market partnership patterns. Keywords: development strategy, seaweed, production, SWOT, QSPM, environmental analysis.
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Tursynkhanov, D. Zh. "Approaches to the formation of the enterprise development strategy (on the example of furniture production in the Pavlodar region)." BULLETIN OF THE KARAGANDA UNIVERSITY. ECONOMY SERIES 101, no. 1 (April 30, 2021): 125–32. http://dx.doi.org/10.31489/2021ec1/125-132.
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Object: The article considers new approaches to the formation of the company’s development strategy (on the example of furniture production in the Pavlodar region). In particular, the goal of the study is to evaluate the competitive position of the enterprise, based on the use of a spatial model (SPACE model) and the method of expert assessments, taking into account factors of the internal and external environment. Methods: This research adopts the method of expert assessments, including the quantitative and qualitative research methods with a survey data collection technique. The initial data have been collected by a questionnaire with six point scales, it is used SPACE-model which allows to determine the type of development strategy - the most optimal for the enterprise taking into account the parameters of the external and internal environment of the enterprise. Findings: The results show that the company under study is characterized by an average attractiveness of the furniture market in the city of Pavlodar, a stable financial position, which is limited by an unstable external environment. In addition, the company according to the study has aggressive competitive position in the furniture sales market, which entails the potential ability to resist competitors. Conclusion: Based on the results obtained, it is advisable to form and implement a strategy for intensive growth of the studied enterprise, which assumes either a deeper penetration of the enterprise into the existing market with the existing product range or penetration into new markets with the existing range. The authors also recommend the following strategies for intensive growth: 1) the strategy of expanding the market boundaries; 2) the strategy of deep market penetration
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Duginets, Ganna. "Global imperatives for development of international production networks: case of Ukraine." Problems and Perspectives in Management 18, no. 1 (February 7, 2020): 57–69. http://dx.doi.org/10.21511/ppm.18(1).2020.06.
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The paper studies the theoretical and methodological principles, regularities, and new trends in the formation of international production networks (IPNs) in the global economic space. It determines the imperatives of their development, substantiating the priority nature of integrating national actors into IPNs. The author applies the methods of fuzzy clustering and classification using the artificial intelligence technologies to data on the dynamics of key economic and technological markers of 35 countries in the 2007–2016 time frame.The work identifies a clustering-like structure in the sample country set; allowing determining patterns in the correlation between a country’s manifested potential for ascending into and within international production networks and certain development and international integration indicators. The sample is thus grouped into six clusters based on the degree of integration into IPNs. Due to the use of classification analysis, the rules for assigning a country to a particular cluster were obtained. According to the results of the study, it was concluded that the main imperative for the development of international production networks is innovative development. The overall concept of localization of Ukrainian enterprises at all stages of value creation within networks was offered.
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Kaletnik, Grygorii, and Svitlana Lutkovska. "Innovative Environmental Strategy for Sustainable Development." European Journal of Sustainable Development 9, no. 2 (June 1, 2020): 89–98. http://dx.doi.org/10.14207/ejsd.2020.v9n2p89.
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This article investigates the development of an innovative strategy for environmentally sustainable development. The breakthrough strategy has been found to be an activity-based structure and system of activities to accelerate growth. It has been found out that, in form and substance, all practical business development strategies depend on specific internal and external circumstances. It is proved that when developing breakthrough strategies for socio-economic development of a country, it is necessary to be guided by certain methodical techniques or rules, namely: scientific and applied justification; identifying and progressively improving an attractive value proposition; development and continuous improvement of the business model; drawing up and implementing an action plan; forming the focus of all participants in the breakthrough strategy on the achievement of strategic goals. The main products of the breakthrough strategy are found to be the organizational mission, value proposition, business model and set of projects and programs that form the breakthrough strategy cycle [2, 4]. It is found that there are different types of breakthrough strategies, among them the following: 1) storming strategy; 2) lagging behind in leaders; 3) expansion of horizons; 4) change of form [3]. Breakthrough strategies in the industry include the introduction of modern innovative industrial technologies on the basis of support for the development of high-tech industries (increasing production of domestic aviation and space technology, instrumentation, electronic technology, nanotechnology, medical technology), harnessing the potential of Ukraine to expand medium-tech production automotive, newest rolling stock and other railway equipment), Stim fostering the creation of new innovation development poles (creation of innovation clusters in the regions of Ukraine)[4]. It is proved that sustainable environmental development is impossible without the formation and use of appropriate management potential, that is, the ability of managers is qualified to "launch" all other potentials. It has been determined that the goal of green economy development should be to achieve a higher level of well-being while simultaneously solving resource-ecological and social problems. Keywords: strategy, innovation, environmental security, sustainable development.
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Mukhin, Aleksandr Vasilievich, Valery Glebovich Larionov, Galina Eduardovna Ganina, Yuri Andreevich Ostrovskij, and Anna Petrovna Yakovleva. "Influence of image of individual paper-only production on strategy of production system develop-ment." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 2 (June 30, 2020): 28–37. http://dx.doi.org/10.24143/2073-5537-2020-2-28-37.
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The paper presents a new approach to the development strategy of the production system based on a formalized description of bifurcations arising in the creative activities of specialists as part of the solution to the problem of assessing the usefulness of targeted changes in the principles and approaches in the organization of production. In the framework of the producer-production approach to the analysis of production, the term bifurcation producer is proposed, describing a targeted change affecting the development of production. An important task is found to create a unified model that describes the relationship between a person as a thinking active subject and production. This description allows making objective decisions on the production development strategy. A formal-logical apparatus is proposed, that uses as identifiers the characteristics deter-mining the image of production or thought activity, which includes creation of a description mech-anism on the basis of common identifiers for the decision-making model for the production development strategy. There has been illustrated the scheme of interaction of an active thinking person and production. A formal logical apparatus is proposed, using identifiers as characteristics determining the image of production activity or mental activity; including the creation of a description mechanism based on common identifiers for a decision-making model for a production development strategy. The choice of the development strategy of the production system is proposed to be carried out on the basis of the methodology of structural similarity of production types. A similarity matrix for the similarity of bifurcation producers is presented, which contains the following bifurcation producers: ergatic model of transformation of production, division of labor, in-line production, technological specialization, ergodynamic cooperative. The purpose of the development of the production system in the desire to approach the appearance of individual-paper-only production has been substantiated. It is stated that the efficient producer of the strategic development process is the bifurcation producer, which is the result of creative activity. As a primary measure of performance of strategy of development
of production system there has been proposed the approximate method of calculating the similarity factor of the bifurcation producers for the individual paper-only production.
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Свирчевский, Vadim Svirchevskiy, Юсим, Vyacheslav Yusim, Бобков, and Aleksandr Bobkov. "Economical and Technological Foresight and Firms Development Strategy." Economics of the Firm 4, no. 4 (December 18, 2015): 43–54. http://dx.doi.org/10.12737/18553.
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In the article a new approach to the development of strategy of commercial
organization development is offered. Authors enter the new concept “economical
and technological foresight” which is understood as an expert assessment
of the strategic directions of social and economic and innovative development,
of identification of the technological breaks capable to make impact on
economy and society in the medium-term and long term on the basis of the
theory of economical and technological development of firm. It is shown how
on the basis of the regularities revealed within the theory of economical and
technological development of firm it is possible to prove tendencies and laws
of development of last, modern and future production systems. It is shown
how to use the law of alternation of economical and technological structure
of firm and the law of growth of economically justified volumes of release in
the development of production systems.
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Filho, João C. V. Hohendorff, and Denis J. Schiozer. "Effect of reservoir and production system integration on field production strategy selection." Oil & Gas Science and Technology – Revue d’IFP Energies nouvelles 73 (2018): 44. http://dx.doi.org/10.2516/ogst/2018042.
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In petroleum engineering studies, the integration of reservoir and production system models can improve production forecasts. As the integration increases computation time, it is important to assess when this integration is necessary and how to choose a suitable coupling methodology. This work analyzes the influence of this integration, for a petroleum field in the development phase, evaluating the effects on the production strategy parameters. We tested a benchmark model based on an offshore field in Brazil so we could validate the solution in a reference known model. This work continues the research of Von Hohendorff Filho and Schiozer (2014, 2017) and aims to improve step 11 of the 12-step reservoir development and management methodology by Schiozer et al. (2015). The solution is tested in a reference model. Using the integrated production system and reservoir models from step 11 of the methodology, we re-optimize the production strategy of a standalone production development, while evaluating net present value as the objective function. We adapted an assisted workflow to include the optimization of new variables, such as pipe diameters of the well systems and gathering systems, platform positions, and artificial lift application, and compared these with the production strategy obtained from the same benchmark in a standalone approach. Comparing the integrated standalone and integrated production strategies, we observed important changes that indicate the need to integrate reservoir and production models. The optimized integrated systems resulted in significantly increased net present values, maintaining the same oil recovery factor while requiring lower initial investment. We implemented the best integrated production strategy and the integrated production strategy derived from the standalone case in the reference model which, in this case, represents a real field (emulating a real situation). Integration in the implementation step impacted the production forecast more than the optimization step, demonstrating the benefits of integrating reservoir and production systems to increase project robustness.
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Shulgaty, L. P., T. G. Khetagurova, T. G. Shelkunova, and Z. K. Cheldiyeva. "ECONOMIC DEVELOPMENT STRATEGY OF MINING SOUTH RUSSIA." Scientific bulletin of the Southern Institute of Management 1, no. 1 (March 30, 2016): 8–13. http://dx.doi.org/10.31775/2305-3100-2016-1-8-13.
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The relevance of this study due to the fact that economic reform in 1990 was the reason for bankruptcy earlier subsidized mining enterprises that were city-forming agents. The article describes the causes of the degradation of the economy mining regions of the South of Russia, which led to increased depression of the economy associated with the provision of the business processes implemented to meet the needs of the regions. Recommended direction of economic recovery through technological diversification as an alternative to the traditional production of the official exchange rate of the mining regions of the South of Russia.
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Koch, Christian, and Ole Friis. "Operations strategy development in project based production – a political process perspective." Journal of Manufacturing Technology Management 26, no. 4 (May 5, 2015): 501–14. http://dx.doi.org/10.1108/jmtm-03-2013-0017.
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Purpose – The purpose of this paper is to study how operations strategy (OS) innovation occurs in a project-centred production and organisation. Design/methodology/approach – A longitudinal case study encompassing the processes at the headquarters of the company and in two projects using lean. Findings – The operation strategy development commences at a middle level in the organisation, is underpinned and embedded in production projects and only after several years becomes embedded in the corporate operation strategy. Projects use lean principles in a differentiated manner. Research limitations/implications – A qualitative case study provides insight into only a single occasion of change in OS. More case studies would probably reveal several paths of OS development. OS development need to be handled as emergent, political and with contributions from several managers and management levels, bridging the vertical divides between projects and headquarter. Practical implications – A conscious and systematic vertical integration and interaction is crucial in project-based companies doing operation strategy development, something critically difficult at building contractors. Originality/value – The present study contributes to the small body of studies of OS development processes, by providing insight in how project-based companies renew their operation strategy.
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LP, Mkhonto, and Musundire A. "Agricultural Production Inputs Support Programme as A Socio-Economic Development Strategy." Acta Scientific Agriculture 3, no. 9 (August 8, 2019): 26–32. http://dx.doi.org/10.31080/asag.2019.03.0601.
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Febrika Indra, Fifian Permata Sari Fifian, and Rini Efrianti. "SHEEP PRODUCTION DEVELOPMENT STRATEGY IN EAST BATURAJA SUB DISTRICT OKU REGENCY." International Journal of Social Science 2, no. 2 (August 3, 2022): 1287–92. http://dx.doi.org/10.53625/ijss.v2i2.2608.
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This study aims to analyze the strategy of increasing sheep production in East Baturaja Sub District, Ogan Komering Ulu Regency, South Sumatra Province. This research was conducted in Baturaja Timur District, OKU Regency at February 2022, the research method used was a survey method with a saturated random sampling method of 15 samples. The analytical tool used is a SWOT analysis, analyzing internal and external factors in the development of a sheep farming business and finding strategies that can be applied in Baturaja Timur District in particular and in OKU District in general. The results of the study indicate that strategies that can be applied to increase the production of sheep farming in Baturaja Timur District, OKU Regency include: utilizing abundant forage feed to be used as animal feed, good livestock adaptation to the environment, then easier access to transportation and processing of livestock waste into organic fertilizer. In addition, it is necessary to increase the utilization of the potential of pasture land for livestock.
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Smith, Kevin M., and James C. Liao. "An evolutionary strategy for isobutanol production strain development in Escherichia coli." Metabolic Engineering 13, no. 6 (November 2011): 674–81. http://dx.doi.org/10.1016/j.ymben.2011.08.004.
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Malynovskyy, Jurij, Natalia Petryshyn, Julia Malynovska, and Andrij Oliinyk. "Approaches to the Development of Business Growth Strategy." Journal of Vasyl Stefanyk Precarpathian National University 4, no. 3-4 (December 29, 2017): 88–94. http://dx.doi.org/10.15330/jpnu.4.3-4.88-94.
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This article investigates the theoretical foundations of structural characteristics and the choice of business growth strategy as an important managerial factor of its effective operation. The approaches to strategy development are subjected to generalization. It is shown that strategy is the directing vector of factory management and its production and business operations in the modern globalized, dynamic and competitive market environment
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Lewis, Carol E., Roger W. Pearson, and Wayne C. Thomas. "Agricultural development in Alaska." Polar Record 23, no. 147 (September 1987): 673–82. http://dx.doi.org/10.1017/s0032247400008378.
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AbstractDevelopment during approximately 200 years of agricultural activity in Alaska has been varied and generally inadequate. Four stages are here identified. During the period from Russian and early American colonization to the late 1880s production was largely for personal consumption. From 1898 to World War II federal intervention stimulated local commercial agriculture, and from the late 1940s to the late 1960s commercial production expanded. Since then a state- supported strategy to develop an export-based agriculture has been tried, but implementation has not been completed. Alaska remains a frontier which has yet to find a workable manner in which to implement a strategy for its agriculture.
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Shvachych, Gennady, and Elena Kholod. "RESEARCH OF THE ENTERPRISE PROFITABILITY STRATEGY." Three Seas Economic Journal 1, no. 1 (September 15, 2020): 110–15. http://dx.doi.org/10.30525/2661-5150/2020-1-16.
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The article focuses on such indicators as profit and profitability, reflecting the economic efficiency of an enterprise, its financial condition, and the problems of its economic development. The subject of the research is to analyse the profitability of an enterprise and validate the strategy of the enterprise’s efficiency increasing. The methodology of the research is based on an analysis of the enterprise efficiency characteristics in general, the profitability of different areas of production. For this purpose, in the economic analysis, in particular, there were used profitability indicators. In this case, profitability is the most generalized, qualitative indicator of the economic efficiency of an entity’s activity, which allows comparing the amount of profit with the value of the means, by which it was obtained. The purpose of the research is to analyse the production activity of OJSC “NmTZ” and to develop proposals for improving its production efficiency; study ways of production development; research factors that delay the growth process of pipe products production; identify the profitability growth factors of the enterprise that allow increasing competitiveness indicators in the pipe market. Practical application. The enterprise’s priority directions of activity aimed at improving the technique and technology on the basis of modern scientific developments in order to reduce energy and material consumption, as well as to improve the quality of pipe products are shown. The key ways of increasing profit and profitability are indicated. Factors of the income increase, which allow the enterprise to carry out its activities more successfully, are revealed.
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Ahmadi, Noor Roufiq, Maesti Mardiharini, and Chandra Indrawanto. "Pineapple farmer corporation development strategy in Central Lampung District, Indonesia." E3S Web of Conferences 306 (2021): 02055. http://dx.doi.org/10.1051/e3sconf/202130602055.
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Central Lampung is a pineapple production center that supplies fresh pineapples for national demand. On the other hand, Sub-optimal production and marketing, which are still controlled by middlemen, are the main problems in pineapple development. The research aims to identify the potential and needs for innovation, and to formulate a strategy for developing pineapple based on farmer cooperations. The research was conducted from September 2020 in Punggur District, Lampung. Data collection was carried out through a Focus Group Discussion (FGD) and in-depth interviews with local champions. The SWOT approach as well as IFE and EFE analysis have been determine to the best strategy. The results showed that farmers used the Queen variety from 1970, so that, the quality production decreased. The innovations needed are mainly related to cultivation (irrigation, crop rotation, control of pests). The existence of Farmer-Owned Enterprises in collaboration with BUMDES has the potential to be reactivated into a farmer corporation. The IFE and EFE analysis showed that the strategy that needs to be taken is the development strategy (SO strategy). Therefor, Policies that need to be followed is increasing: The role and skills of extension workers; and the role of farmers group or corporation in pineapple production and marketing.
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Rasheed, Abubakar, Gershom Endelani Mwalupaso, Qasir Abbas, Xu Tian, and Rafay Waseem. "Women Participation: A Productivity Strategy in Rice Production." Sustainability 12, no. 7 (April 3, 2020): 2870. http://dx.doi.org/10.3390/su12072870.
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Agriculture is an important engine for economic growth and a vigorous driver of poverty reduction in developing countries. In Pakistan, rice production is one of the most essential sectors. However, it has been underperforming, largely because of low women’s participation, which is often a crucial resource in agriculture and the rural economy. Unfortunately, previous studies have seldom recognized and emphasized the role of women in triggering agricultural and rural development. We address this research gap using 300 farm households’ survey data forms collected from Pakistan farmers by applying the stochastic frontier analysis. The results indicate that women’s participation is associated with higher labor/land ratio, land productivity, and finally improved technical efficiency. Precisely, women’s participation increased technical efficiency (TE) by 47.3%. Interestingly, in view of previous studies, this evidence is not sporadic. Overall, our study provides some evidence to promote women’s participation in rice production, as such empowerment of women holds great potential to enhance agricultural production, which is consistent with the aim of sustainable development goals (SDGs).
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Eakin, Pamela, Claire Ballinger, Margaret Nicol, Marion Walker, Auldeen Alsop, and Irene Ilott. "College of Occupational Therapists: Research and Development Strategy." British Journal of Occupational Therapy 60, no. 11 (November 1997): 484–86. http://dx.doi.org/10.1177/030802269706001106.
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The role of research in occupational therapy has been widely debated over the last two years within the profession. The outcome has been the production, by the Research and Development Committee, of the Research and Development Strategy for the College of Occupational Therapists. The strategy addresses how the College of Occupational Therapists can help to support occupational therapists as research consumers, as participants in research and as proactive researchers.
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Zhukov, N. I., and N. A. Korneva. "Macroeconomic Aspects of Strategy for Rural Spatial Development Management in Russia." Economy of agricultural and processing enterprises, no. 10 (2020): 16–22. http://dx.doi.org/10.31442/0235-2494-2020-0-10-16-22.
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The article discusses and reveals the problems of strategic management of spatial development in the agricultural sector of the Russian economy at the macro-economic level, which include both territorial location and specialization of production, and exogenous mechanisms of functioning of the rural economy, which collectively concludes the concept of “rural development”. The approaches of representatives of the scientific community to the characterization of the essence of the category – “strategic management” as a long-term action program are presented. In the agricultural sector, it has different directions of impact due to spatial heterogeneity, which is manifested in the territorial differentiation of production (rental) opportunities for agricultural production in different administrative-territorial units of the corresponding hierarchical scale. This is aggravated by a non-adaptive agrarian macroeconomic policy, market imperfections, fetishization of private, especially land ownership, as well as unjustified absolutization of the advantages of large forms of agricultural production. The overstated role of foreign capital in agriculture, food and processing industries creates significant social, economic and environmental risks. In the agricultural and food sector of country’s economy, including the location and specialization of agricultural production, it is necessary to develop and adopt at the Federal level legislative acts that would encourage the integration of producers, processors, service enterprises, trade and credit and financial organizations, and consumer unions in the regions. To do this, it is necessary to develop a new, science-based paradigm of strategic management of rural development, regional distribution and specialization of agricultural production based on an objective assessment of modern productive forces, which are limited by the framework of private property and unregulated market relations, with a critical approach to large-scale forms of agricultural production.
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Sinóros-Szabó, Botond, Tamás Rátonyi, Botond Sinóros-Szabó Jr., and Dénes Sulyok. "Bioreactor in the service of sustainable development." Acta Agraria Debreceniensis, no. 17 (September 14, 2005): 111–18. http://dx.doi.org/10.34101/actaagrar/17/3280.
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The control of our relationship with our environment is one of the greatest challenges of the 21st century. This has an effect on the economic and social processes and the human activities. All of these are included in a new developmental strategy: the strategy of sustainable development.The strategy of sustainable development prevails by the new technologies and it is realized on high-tech level as the fermentation manipulation of organic materials, biogas production and production of “green” electric current. One of Europe’s largest bioreactors has been established in Nyírbátor in Hungary at first (chief executive: Mihály Petis).
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Manoppo, Conny N., Sudarti, and August L. Polakitan. "Shallot Development Strategy In Minahasa Regency, North Sulawesi." E3S Web of Conferences 316 (2021): 02023. http://dx.doi.org/10.1051/e3sconf/202131602023.
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North Sulawesi has the potential for developing shallots, but the development has not been maximized. The study aims to analyze the internal and external factors in shallot farming and formulate the strategies that can be implemented in the development. The research was conducted in Tonsewer Village, West Tompaso, Minahasa, North Sulawesi, involving 35 farmers and analyzed using SWOT. The results showed that the internal strengths were good physical condition and quality of shallots, land area, use and availability of seeds, availability of organic fertilizers, farmer’s mastery of cultivation techniques and experience. Weaknesses were shallot production still low, lack of farmer capital, availability of inorganic fertilizers, lack of labor, and not appropriate input usage. Opportunities were shallot production, shallot demands, average input prices and availability of inputs, support from Farmers' Group Association and government, selling prices and market access. Threats were the inadequate infrastructure and supporting facilities, the big traders' bargaining position, and the lack of agricultural extension ability. The strategy used was SO strategy (strengths and opportunities), which is to take advantage of Farmers' Group Association support so that farmers get quality seed assistance, take advantage of government support in channeling capital, take advantage of average input prices and availability of inputs, take advantage of market access.
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Coghlan, David, Abraham B. (Rami) Shani, and Patricia C. Dahm. "Knowledge Production in Organization Development: An Interiority-based Perspective." Journal of Change Management 20, no. 1 (June 11, 2019): 81–98. http://dx.doi.org/10.1080/14697017.2019.1628086.
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Abduqodirovich, Allamurodov Yigitali. "WAYS OF MATERIALS DEVELOPMENT FOR AGRARIAN STUDENTS." European International Journal of Multidisciplinary Research and Management Studies 02, no. 05 (May 1, 2022): 195–99. http://dx.doi.org/10.55640/eijmrms-02-05-37.
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Higher education agriculture teaching methods should be capable of developing students' skills in food production, accessibility, food safety, and nutrition, as well as production economics. Lectures, class debates, class projects, problem solving, and tours and field trips were all typical methods in agriculture schools, according to the findings. Digital learning was barely acknowledged as a teaching strategy in this study, although being recommended in the literature review part. We can talk about approaches to build materials for agrarian students in this essay.