Экономические науки/9. Экономика промышленности
Davidenko L.M.
Graduate student of OMSK STATE UNIVERSITY n.a. F.M.
Dostoevskiy, Russian
Master of management, Innovative University of Eurasia, Pavlodar City,
Kazakhstan
Model of formation of effective
integration in petrochemistry and oil processing
Integration processes can be
based on merge and merger of the companies. At a preliminary stage of
integration it is important to carry out a complex assessment of efficiency of
business combination. It is connected with that integration process very
difficult from the point of view of an involvement of resources. As problems it
is possible to allocate following "bottlenecks":
- omissions in the absorbing
company;
- negative synergetic effect;
- lack of competence of work
of new collective.
The offered model represents
the specification of stages of integration based on the consecutive analysis of
process of integration and the offer of the corresponding actions directed on
successful implementation of the transaction. Conditionally the model can be
broken into stages (figure 1).
Figure
1.
Stages of formation of effective integration in petro chemistry and oil
processing
First
stage. Elaboration of strategy and planning of integration. At this stage
strategic objectives of activity and growth have to be defined. It is important
to emphasize that it is from the very beginning important to systematize and
classify ways of optimization integrated business – units. In it the special
role is played by factors of the external and internal environment of the
industrial enterprises.
Fast braking of economic
growth which last year was lower average world is available (1, 3% of GDP in
Russia in comparison with 3% in the world). Along with it situation because of
imposition of sanctions for the large industrial companies and banks of the
second level is aggravated.
Internal factors which depend
on the industrial company and can change are factors which directly define
result of integration. It is possible to carry to the category of such factors:
extent of diversification of production, participation of the enterprise in
export operations of the region, the organization of a control system business
– units in the integrated group, qualification of the personnel, a stage of
life cycle of group of companies and separate divisions, degree of development
of production cooperation, duration of a production cycle, participation in
realization priority scientifically - research projects.
Second stage. At this stage the analysis of
technological interaction of participants of integration which can be based on
production and financially – economic indicators is carried out. At this stage
efficiency of a chain of creation of values and definition of those business
processes which can be realized independently and for which integration is
necessary is estimated. The type and structure of the integrated association
are defined not only depending on sector of oil branch in which carry out the
activity of the company of association (oil production, oil processing, petro
chemistry, the accompanying services), but also depending on industrial
specialization, i.e. key professional competence which is defined at the first
stage of integration.
The configuration
of vertical and horizontal groups, number of the companies, is defined
proceeding from the place taken by holding in the market, a market niche and
quantity of types of the performed works. An important condition of integration
is existence of structural divisions: from research before realization of
petrochemical production.
The third stage - technical implementation of
integration. It consists of negotiation during which the final version of the
agreement on integration, and also from study of numerous legal and formal
aspects of implementation of the transaction is approved.
Fourth stage. Association of corporate
cultures, involvement of employees in integration process. In this case special
value has a human factor. Many companies underestimate it and treat integration
process as to single action which "should be worried simply".
Approach of management to integration of the absorbed company has to be based
on the operated process which contents has to be a preliminary beginning of
integration of employees, and not only business operations, but also corporate
culture; management of integration process by the certain, specially appointed
employee; high speed of all necessary organizational changes.
Fifth stage. The assessment of results of
integration – comprises procedures for an assessment of synergetic effect and
benefit from association. Losses from integration, i.e. the half-received
profit, unplanned turnover of staff, etc. are at the same time estimated. It is
necessary to consider influence and the internal factors influencing success of
integration. Estimating major factors of the internal environment of the
company it should be noted that efficiency of marketing policy of the company,
namely before association. It has to be estimated by indicators of a share of
the market of the company, growth rates and a gain of demand for production of
the company, the products remains in warehouses for the beginning and the end
of the period, efficiency of actions of advance of production and balance of
advertizing strategy.
At an
assessment of efficiency of a factor "economy" it is necessary to analyze
volumes of profit and losses from various activities of the new company and the
companies before association, indicators of profitability, capital productivity
and a material capacity of production. At a factor assessment
"production" dynamics of quality and cost of the made goods / works
or services, tendencies of change of demand according to the nomenclature and
sales volume have to be considered [2]. At an assessment of personnel policy
indicators of turnover of staff, leaving of shots, etc. have to be estimated.
The
developed model of formation of effective integration in petro chemistry and
oil processing at the heart of which formation of primary model of integration
association on the basis of a choice of sector of oil industry is put, of
branch and key professional competence, can be used as process approach for
optimization of structure of the combined industrial holding [3].
The
integrated complex can include merger of companies according to basic
production which can treat the excellent fields of activity connected with oil
processing and petro chemistry including interacting in clusters.
Literature
1.
Shelomentseva, V. P., Davidenko,
L.M. (2013). Integration Processes on the Basis of State-Private Partnership
(Following the Materials of the Republic of Kazakhstan). World Applied Sciences
Journal 23 (2): 224-230, 2013. DOI: 10.5829/idosi.wasj.2013.23.02.23055.
2.
Miller, A.Ye. (2013).
Research of Alternative Options of Integration Interactions of Production
Structures. HERALD OF OMSK UNIVERSITY. Series “ECONOMICS”, 3, 105-113.
Retrieved from http://journal.omeco.ru.
3.
Davidenko, L.M. (2014).
Modernization as Factor of Growth of Economic Capacity of the Integrated
Industrial Structures (Best Practices). In All-Russian scientifically
- the practical Modernization of Old Industrial Territories Conference: Factors
of Success in Global Economy.Yekaterinburg: Urals Institute of Management of
Russian Presidential Academy of National Economy and Public Administration.