=Paper=
{{Paper
|id=Vol-3200/paper41
|storemode=property
|title=Information Support for Making Strategic Decisions on the Development of an Industrial Enterprise
|pdfUrl=https://ceur-ws.org/Vol-3200/paper41.pdf
|volume=Vol-3200
|authors=Iryna Otenko,Marharyta Podorozhna,Vasyl Otenko
|dblpUrl=https://dblp.org/rec/conf/isecit/OtenkoPO21
}}
==Information Support for Making Strategic Decisions on the Development of an Industrial Enterprise ==
https://ceur-ws.org/Vol-3200/paper41.pdf
Information Support for Making Strategic Decisions on the
Development of an Industrial Enterprise
Iryna Otenko 1, Marharyta Podorozhna2, Vasyl Otenko 3
1,2,3
Simon Kuznets Kharkiv National University of Economics, ave. Nauki, 9-A, Kharkiv, 61166 Ukraine
Abstract
Support of strategic decisions on the development of enterprise by information technology
provides an opportunity to study in more detail each source of information and draw
conclusions. The main role is played by the completeness, timeliness and reliability of
information. There are high requirements for it. The clarity of the tasks, data analysis, efficiency
of processing the results depend on the qualifications of the staff and technologies used in the
enterprise. Strategic decisions reflect the interaction of the campaign and the external
environment. Therefore, the company needs to adapt to the external environment, which is
constantly changing.
Keywords 1
strategy, strategic decisions, support, information, information support, information
technology.
1. Introduction works and services; introduction of modern
systems of logistics and supply of raw materials,
Information support for making strategic materials, components; creation and activity of
decisions on enterprise development involves the specialized divisions on carrying out of researches
accumulation and storage of information, ensuring and developments, practical realization of
access to it for all stakeholders in the innovative scientific and technical achievements;
development of the enterprise. Innovative implementation and operation of corporate
employees must be technologically and market- knowledge management systems; available staff
aware, which will form the necessary information development activities; the degree of use of third-
base to create not only product, but also party services by the enterprise (consulting,
organizational and marketing innovative ideas. outsourcing, etc.); information on technical
Thus, such information base should include characteristics of products, their range and
knowledge of past experience and promising areas nomenclature, the degree of diversification of
of development in such important areas as: production; advantages and disadvantages
features of corporate business strategy, its possible (technical and economic parameters of
changes; application of effective management competitiveness) of enterprise products;
methods; significance and features of the introduced and promising significant changes in
implemented information technologies; changes the design of goods and services; implemented
in the organizational structure of the enterprise, and planned changes in the packaging of goods;
the distribution of powers and responsibilities, as results of implementation of marketing strategies,
well as the goals that must be achieved through actual and perspective market shares, key market
these changes; features of application of modern segments of consumers; the results of the use of
quality control systems, certification of goods, old and new methods of promoting goods; data on
the efficiency of existing distribution and sales
III International Scientific And Practical Conference “Information
Security And Information Technologies”, September 13–19, 2021,
Odesa, Ukraine
EMAIL: otenkoip@gmail.com.ua (A. 1);
rita.margarita0398@gmail.com (A. 2); ovi@hneu.edu.ua (А. 3)
ORCID: 0000-0001-7849-2381 (A. 1);
rita.margarita0398@gmail.com (A. 2); 0000-0002-5979-1084
(A. 3)
©️ 2021 Copyright for this paper by its authors. Use permitted under Creative
Commons License Attribution 4.0 International (CC BY 4.0).
CEUR Workshop Proceedings (CEUR-WS.org)
channels; features of pricing strategies of the criteria of preference for
enterprise and the results of their implementation. selection;
[1-4,8]. − selection of criteria;
The accuracy, completeness and timeliness of the − design of the decision:
necessary information play an important role in these interpretation and
processes. There are high requirements for it. The evaluation of the results of
clarity of the tasks, data analysis, efficiency of the choice (decision);
processing the results depend on the qualifications of
development and issuance
the staff and the technologies used (Table 1).
of directives for the
Table 1 implementation of the
Content of works on information support of decision
strategic decision-making
Stages Contents of works 2. Presentation of the main material
Data - data acquisition and
preparation and preparation: observation Problems of strategic decision-making are
called problems of unique choice, when the new
analysis and search; data
object of choice or the situation in which it is
acquisition and perception;
implemented is new during its implementation [5].
data filtering and The basis for highlighting the existing problems of
presentation; situation formation of information and analytical support
detection; for strategic decision-making in machine-building
− problem statement: enterprises were the methods of questionnaires,
identification and observation and expert evaluation. The study of
formulation of the problem problems of information and analytical support for
situation; determining the strategic decision-making was conducted during
structure of the problem 2017-2018 at 18 machine-building enterprises in
situation the Kharkiv region [6,8]. In order to study the
Problem setting - problem statement: relevance of the issue of formation of information
and qualification of connection and analytical support for strategic decision-
development of factors; definition of goals making, its importance for the enterprise was
alternatives and criteria; determination assessed. Thus, 14 enterprises out of 18 surveyed
of conditions; coordination stated the high importance of having a modern
system of information and analytical support. The
and evaluation of task
main requirements for information and analytical
components; task
support of strategic decision-making in the
formulation, enterprise are presented in table 2.
− model development,
search, development and Table 2
selection of problem Basic requirements for information and analytical
solving method; support of strategic decision-making at the
− development of enterprise
alternatives, grouping of Requirements Explanation
alternatives by goals / Openness and Mobility − scalability of
criteria and conditions / ease of access to applications, portability to
resources; information other objects.
− forecasting and Binding applications to a
evaluation implementation specific manager and
of alternatives specific computing and
Making a - definition (refinement) of operating systems.
strategic selection criteria: definition Configuration of
decision of selection profiles; functionality and user
generalization of the interfaces in a distributed
manifestation of the structure
Compliance Regulated automated Administration of
with the basic document management. electronic document
principles of Unity of accounting, control management, rights and
document and storage of documents. responsibilities.
support Unity of substantive and Unified regulations for documentation,
formal accounting. maintenance and modification
Unity of synthetic and Multi-level system of analysis and preparation
analytical accounting. of decision-making with a flexible graphical
Multicurrency. user interface.
Creating a single Spatial distribution of users.
information Real-time information But in fact, from the point of view of
space system operation. employees of enterprises, the system of
Expanding global information and analytical support for strategic
telecommunications decision-making exists in 6 out of 18 surveyed
capabilities. enterprises (30%). From this we can conclude that
Intra-system information in general there is a need for information and
connectivity. analytical support for strategic decision-making,
but such a need is not met in domestic enterprises.
Multiple interfaces
Moreover, the relationship between the need for
Preference for Description of structure,
information and analytical support and the actual
specific composition of functions use is low (table 3). This is confirmed by the
management and powers. calculation of the contingency ratio for
characteristics Integrated system data dichotomous variables (K = 0.013), the low value
and user transmission for various of which indicates the lack of connection between
managers, user communication schemes. the need and the actual implementation of the
interface Configuration of services system of information and analytical support for
specifications (including information strategic decision-making.
protection and interaction
regulations). Table 3
Configuration of The results of the survey on the importance and
intersystem interfaces. availability of information and analytical support
Reliability, Redundancy, including for strategic decision-making (IAZ AKP) in the
security and technical and information studied machine-building enterprises
safety duplication. Indicator Importance There is a
Multiple levels of of IAZ AKP problem with
protection. (high / low) the
Authorization and control implementation
of access to the system for of IAZ AKP
individual operations. (exists / does
Ensuring the Management of not exist)
controllability of development strategy and Number of 14/4 6/12
the control tactics. enterprises
object Analysis of the state of the out of 18
external and internal surveyed
environment. Contingency 0,013
Consolidation of networks ratio
of branches and
subsidiaries and their The research conducted at the selected
management. enterprises was aimed at identifying the need for
Management of resources, information and analytical support for strategic
portfolios of assets and decision-making and analysis of information on
liabilities. the existing problems of formation and use of such
support. Selected problems of strategic decision-
making in enterprises are presented in table. 4. The allocate funds
peculiarity of the selected problems is that in the for IAZ AKP
current management of the enterprise they are 6. The 10 4,2
almost not felt − because for the current company's staff
management of information support, strategic (including top
decision-making itself is often not of particular management)
value, looks like an abstraction or refers to the
has no
future. But this does not diminish the importance
information on
of the problem in the context of strategic
development management. current
capabilities on
Table 4 the tools of IAZ
Problems of formation and use of information- AKP
analytical support of strategic decision-making 7. The company 5 3,5
(IAZ AKP) on development of uses some
researched enterprises elements of IAZ
Problems of Number of The AKP, which are
formation and enterprises importance not complete
use of out of 18 of the and integrated
information- surveyed problem for into the
analytical in which enterprise management
support of AKP such a management system
problem 8. IAZ AKP is 4 3,8
exists formed, but
1. IAZ AKP is not 6 4,8 information
formed at all flows are not
2. The company 11 3,6 consistent with
does not have each other
specialized IT 9. The existing 10 4,6
tools (software) elements of the
for the IAZ AKP do not
formation of meet the
IAZ AKP information
3. The company 9 2,2 needs of
has no information
specialized users
units and 10. The existing 4 2,4
specialists with elements of IAZ
IAZ AKP AKP are realized
4. Elements and 9 2,4 inertially
separate 11. The results 3 2,0
information of are qualitative,
IAZ AKP are but do not find
realized by full use in AKP
various
divisions which Table 4 shows the number of enterprises that
activity have these problems and provides an assessment
of the importance of such a problem for strategic
concerning IAZ
decision-making in the enterprise. The number of
AKP is not
enterprises appears as a discrete quantity and
coordinated varies from 1 to 18 (total sample size). The
5. The company 8 4,6 importance of the problem appears as a subjective
does not interval value, which is estimated by an expert on
the basis of the involvement of the company's 4. References
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