Comparative characteristics of traditional and logistical approaches to management. Logistic approach to managing flow processes Logistic approach

Operations with material values ​​As you know, an accountant works not only with money - both cash and non-cash. The accounting department is also obliged to take into account all inventory items belonging to the enterprise: raw materials, materials,

In conclusion, I would like to draw your attention to the fact that the logistics approach is similar to the so-called. vertical marketing system described, for example, by F. Kotler. The difference between them is that this system does not take into account the producers of raw materials and materials, so the logistics approach has a deeper analytical focus.

Task 2.1

Build two material-conducting schemes using the example of real companies, the first one should be based on the logistic approach, the second scheme should be built on the basis of the traditional approach to managing the MP in the economy.

Based on the constructed examples, describe their fundamental difference, based on the goals of each participant in the movement of goods. Describe ways to achieve a logistic approach.

An example of a logistics approach to managing material flows.

2) have independent dealers (for example, "New Project"), which are carefully selected;

3) concludes agreements with Korean manufacturers SsangYong regarding their assembly in Russia.

The traditional approach could also be used in this scheme, but this would mean an increase in the cost and, accordingly, in the prices of the goods, which would entail a decline in demand. With the traditional approach, the cars would be of lower quality. In addition, there might be a question about the reliability of the availability of the product that the consumer wants to receive.

The logistical approach protects the participants in the chain from the above undesirable phenomena and makes this system competitive! In the above example, the most interested, and accordingly, the key link is the Severstallavto company, in this case it dictates to all participants in the chain the conditions listed above.

Task 2.2

Based on the data in table. 2.1 Answer the following question.

Can the price of commodity No. 1 in the rightmost column (1 million rubles) be equal to 9 rubles. short term?..long term? Why? Give specific reasons or examples to support your answers.

The price of item No. 1 in the rightmost column (1 million rubles) can be equal to 9 rubles. in the short term in a situation where the company has set itself the goal of conquering the market. Therefore, the price equal to 9 rubles, the company can use in the short term as a market penetration price.

The price of item No. 1 in the rightmost column (1 million rubles) can be equal to 9 rubles. in the long term if the company is able to offset the resulting losses from other positions.

The logistical approach to the management of material flows at the enterprise allows you to optimize the implementation of a complex of logistics operations as much as possible.

The components of the cumulative effect of applying the logistics approach to material flow management at the enterprise:

1. Production is market oriented. An effective transition to small-scale and individual production becomes possible.

2. Partnerships with suppliers are being established.

3. Equipment downtime is reduced. This is ensured by the fact that at the workplace there are always materials necessary for work.

4. Stocks are being optimized.

5. The number of auxiliary workers is reduced. The lower the level of consistency, the more uncertain the work process and the higher the need for support staff to perform peak work volumes.

6. The quality of products is improving.

7. Waste of materials is reduced. Any logistic oneation is a potential loss. Optimization of logistics operations is the reduction of losses.

8. Improved use of production and storage space.

9. Injuries are reduced. The logistic approach organically fits into the system of labor safety.

№ 43. Types of logistics

Purchasing - searching for suppliers and assessing their reliability; inventory management; analysis of the conjuncture of the market of suppliers, etc.

In the process of providing the enterprise with raw materials, semi-finished products, components and other material resources, tasks are solved purchasing logistics. At this stage, suppliers are carefully studied and selected, supply contracts are concluded and their implementation is monitored. The main goal of purchasing logistics is to meet the needs of production in materials with the highest possible economic efficiency. Achieving this goal depends on the solution of the following main tasks:

Determining the need for material resources; the problem of "make or buy" is solved, which consists in comparing two options - the purchase of a given material from a supplier or its production at its own enterprise.

Procurement market research and supplier selection according to certain criteria.

Conclusion of a contract for the purchase of the necessary material resources for the logistics system.

Preparation of the budget for the purchase of material resources.

Coordination and systemic interconnection of purchases with production, marketing and warehousing.

In logistics, there are two main criteria for choosing a supplier:

The cost of purchasing a product or service.

The quality of logistics customer service.

Additional criteria include the following:

remoteness of the supplier from the consumer;

deadlines for the implementation of current and emergency orders;

organization of product quality management at the supplier;

the ability of the supplier to ensure the supply of spare parts during the entire service life of the supplied equipment;

creditworthiness and financial position of the supplier, authority in the business world and a number of others.

The legal basis for procurement is the contract of sale.

In practice, the following procurement methods are used:

Purchases in one batch (bulk purchases).

Purchases in small lots within a certain period of time (month, quarter, year).

Daily (monthly) purchases according to quotation sheets.

Receipt of goods as needed.

Purchase of goods with immediate delivery.

In general, the procurement process includes the following main stages:

awareness of the need to purchase material resources;

development of specifications and preparation of applications;

selection of suppliers from whom prices are requested;

evaluation of sent price lists and selection of suppliers;

drawing up an order for the purchase of material resources;

obtaining material resources.

Network - analysis of sales markets, building distribution channels; inventory management; warehousing; service etc. .

Sales logistics (distribution logistics) is a field of scientific research of system integration of functions implemented in the process of distribution of material and accompanying (information, financial and service) flows between different consumers, that is, in the process of selling goods, the main purpose of which is to ensure the delivery of the right goods to the right place, at the right time at the right cost. Closely related to the concept of marketing logistics is the concept distribution channel- a set of various organizations that deliver goods to the consumer

Sales logistics tasks:

Deliver products to the consumer in a timely manner.

Deliver products to the consumer in the right quantity.

Deliver products to the consumer without compromising its quality.

Deliver products to the consumer at minimal cost.

In the process of solving the problems of distribution logistics, it is necessary to find answers to the following questions: through which channel to bring products to the consumer; how to pack products; which route to send; whether logistics needs a network of warehouses, if so, which one, where and how much; what level of service to provide, as well as a number of other issues.

Warehouse logistics - determination of the layout of warehouses, parameters of warehouses, organization of workflow; evaluation of the efficiency of the warehouse, etc.

The movement of material flows in the logistics chain is carried out with the help of the transport and storage system that is part of it. The key points of this system are various warehouses.

Warehouses- these are buildings, structures and various devices designed to receive, place and store goods received in them, prepare them for consumption and release to consumers.

Warehousing is created with the aim of receiving a material flow with some parameters (dimensional, quality, temporary), processing it, accumulating and issuing it with other parameters to an established consumer.

Thus, the warehouses, as well as other links in the logistics chains, are subject to the “seven N” logistics rule: to provide the necessary consumer with the goods he needs in the required quantity with the required quality at the right place at the right time with the best costs.

A modern warehouse is a complex system. At the same time, the warehouse itself is just an element of a higher-level system - the logistics chain, which forms the requirements for the warehouse system, sets the goals and criteria for its functioning. In this regard, the warehouse is considered in logistics not in isolation, but as an integrated part of the logistics chain. It is this approach that will ensure the efficiency of not only a particular warehouse, but the entire logistics chain in which it operates.

The main purpose of the warehouse is the placement of stocks, their storage and ensuring the uninterrupted and rhythmic fulfillment of consumer orders. The main functions of the warehouse include:

Transformation of the production assortment into a consumer one in accordance with demand;

Warehousing and storage. These functions allow you to equalize the time difference between output and consumption, make it possible to carry out continuous production and supply using stored inventory;

Consolidation (association) and transportation of goods. Consolidation of small batches for several customers until the vehicle is fully loaded in order to reduce transportation costs;

Provision of services (preparation of goods for sale, quality control, forwarding services, etc.).

Transport - the choice of types of transport; choice of routes and delivery method, etc.

Transport logistics. Transportation is one of the key logistics functions associated with the movement of products by a vehicle using a certain technology in the supply chain and consists of logistics operations and functions, including forwarding, cargo handling, packaging, transfer of rights and ownership, cargo, risk insurance, customs procedures, etc. .P.

Operating in a market economy, transport enterprises (as well as other participants in the process of goods distribution) should be aimed at obtaining a single economic result in the logistics chain. This is facilitated by many factors, among which the following can be noted: an established market for transport services, competition between enterprises and various modes of transport, tightening requirements for tariffs and the quality of transport services by consumers, etc.

Thus, thanks to transport, the logistics process of commodity circulation (starting from suppliers of raw materials and materials, covering various intermediaries and ending with consumers of finished products) is transformed into a single technological chain, and transport becomes an integral part of a single transport and production process. In this chain, the main functions of transport are the movement of goods and their storage.

The movement of goods is a change in their location while observing the principle of economy (reducing cost and time costs). This process must be economically justified, as the movement of goods consumes time, money and environmental resources. The importance of the time factor is increasing due to the emergence of logistics concepts that require the reduction of stocks (including stocks in transit), which significantly limit the use of material and commodity resources, i.e. bind capital. Transportation requires both financial resources - in the form of internal costs for the transport of goods by own rolling stock, and external costs for the use of commercial or public transport for this purpose.

Thus, this transportation function defines its main goal - the delivery of goods to their destination as quickly as possible, cheaper and with the least damage to the environment. It is also necessary to minimize the loss and damage of transported goods while meeting the requirements of customers for the timeliness of delivery and the provision of information about goods in transit.

Storage of goods as a function of transportation occurs in cases where it is expedient to save money on reloading and unloading (when the costs of these operations exceed the losses from idle time of the loaded rolling stock), insufficient storage capacity and the need to change the routes of cargo. This increases the time spent by goods in transit.

In general, the use of vehicles for temporary storage of goods is expensive, but quite justified in terms of total costs, if the transshipment of goods is more expensive, if there are no other options for storage, or if longer delivery times are acceptable.

Financial - organization of mutual settlements, management of receivables and payables, etc.

Financial logistics is a system for managing, planning and controlling financial flows based on information about the organization of material flows.

Financial flow is a directed movement of financial resources associated with the movement of material, information and other resource flows both within the logistics system and outside it. Financial flows arise when reimbursement of logistics costs and expenses, attraction of funds from financing sources, monetary compensation of sold products and services rendered by participants in the logistics chain.

The purpose of financial logistics is full and timely provision in terms of volumes, terms and sources of financing.

To achieve this goal, financial logistics must solve the following tasks:

Studying the financial market and forecasting sources of funding using marketing techniques;

Determination of the need for financial resources, selection of sources of financing, monitoring of interest rates on bank loans and securities;

Building financial models for the use of funding sources and an algorithm for the movement of cash flows from funding sources;

Establishing the sequence of the movement of funds within the project;

Creation of operating systems for information processing and financial flows.

Principles of financial logistics:

Self-regulation to achieve a balance in the flow of cash resources with the movement of material resources, production and minimization of production costs;

Flexibility associated with the possibility of making changes to the financing schedules for the purchase of materials necessary for the implementation of the project of finished products and when adjusting the terms of the order from consumers and partners;

Minimization of production costs while improving product quality;

Integration of financing, supply, production and marketing processes;

Congruence - compliance of financing volumes with production volumes;

Reliability of sources of financing and provision of the project with financial resources;

Profitability (through an assessment of not only costs, but also the “pressure” on these costs);

Profitability when placing funds.

Financial flows differ depending on the forms of calculation used:

Cash financial flows are the movement of cash financial resources, they include settlements in rubles and in foreign currency;

Information and financial flows - movements of non-cash financial resources, these include settlements by payment orders, settlement checks;

Accounting and financial flows arise in the production of goods or the provision of services in the process of formation of material costs in the production activities of the enterprise.

Production - cost reduction, reduction of production time, etc.

Production logistics. The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics. The purpose of production logistics is to optimize material flows within an enterprise that creates wealth or provides services. Production logistics systems include:

manufacturing enterprise;

wholesale trade enterprise;

nodal cargo station;

nodal seaport.

In an integrated form, the tasks of production logistics are as follows:

Planning the production process based on the forecast of needs for finished products and consumer orders.

Development of schedules for production tasks for production and other departments of the enterprise.

Establishment of standards for work in progress and control over their observance.

Operational management of production and organization of the implementation of production tasks.

Participation in the development and implementation of industrial innovations.

Control over the cost of production of finished products.

Development of production schedules agreed with the services

supply and marketing.

In practice, fundamentally different approaches to the organization of production processes are used - traditional and logistical.

The traditional concept of the organization of production assumes the following principles:

Never stop the main equipment and maintain a high utilization rate by all means;

produce products in as large batches as possible;

have the largest possible supply of material resources "just in case".

Unlike the traditional logistics concept of the organization of production, it assumes the following points:

rejection of excess inventories;

refusal to overestimate the time of the main (production) and transport and storage operations;

Refusal to manufacture series of parts for which there are no customer orders;

elimination of downtime of production equipment;

mandatory elimination of defective products;

reduction (elimination) of irrational intra-production transportation;

Transforming suppliers from opposing side to benevolent business partners;

reduction in the number of auxiliary workers;

more efficient use of production and storage space.

No. 44. Innovation management: emergence, formation, main features

The concept of innovation.

Innovation- the end result of innovation activities, embodied in the form of a new or improved product introduced to the market, a new or improved process used in organizational activities, a new approach to social problems.

Under the innovation in the XIX century. they understood, first of all, the introduction of elements of one culture into another. In the XX century. technical improvements were considered innovations. J. Schumpeter at the beginning of the century understood the role of innovation as a means to overcome economic downturns. He pointed out that the source of profits can be not only price manipulation and cost reduction, but also a change in products.

In his work The Theory of Economic Development, Schumpeter wrote: “Under the enterprise, we mean the implementation of new combinations, as well as what these combinations are embodied in: factories, etc. We call entrepreneurs economic entities whose function is precisely the implementation of new combinations and which act as its active element.

The concept of "realization of new combinations" according to Schumpeter covers the following five cases:

Production of a new, that is, goods not yet known to consumers, or the creation of a new quality of a particular good.

The introduction of a new method (method) of production not known to the industry, which is not necessarily based on a new scientific discovery and which may even consist in a different way of commercial use of the relevant product.

The development of a new sales market, that is, a market in which the given industry of this country has not yet been represented, regardless of whether this market existed before or not.

Obtaining a new source of raw materials or semi-finished products, equally regardless of whether this source existed before or simply was not taken into account, or was considered unavailable, or it had yet to be created.

Carrying out an appropriate reorganization, for example, securing a monopoly position (through the creation of a trust) or undermining the monopoly position of another enterprise.

If we consider innovation as the end result, then it must have somewhere its beginning, source, and this beginning is some kind of idea, idea, invention. There is a long path from this idea to its implementation, containing many stages and actions. This path is called the innovation process.

It is necessary to highlight the characteristic properties of innovation that distinguish it from a simple innovation:

scientific and technical novelty;

industrial applicability;

commercial feasibility.

The commercial aspect defines innovation as an economic necessity realized through the needs of the market. From this point of view, there are two points:

"materialization" of innovation - from an idea to its implementation in a product, service, technology;

"commercialization" of innovation - turning it into a source of income.

Here, attention should be paid to the broad interpretation of the concept of innovation - it can be a new product, a new technological process, a new structure and management system for an organization, a new culture, new information, etc.

Innovation process.

Innovation process it is an activity in which an invention or entrepreneurial idea receives an economic content.

Considering the innovation process, it is necessary to define a number of concepts that are basic.

Invention, that is, an initiative, proposal, idea, plan, invention, discovery.

Innovation - a well-developed invention embodied in a technical or economic project, model, prototype.

Initiation of innovation - scientific and technical, experimental, or organizational activity, the purpose of which is the emergence of an innovative process.

Diffusion of innovation - the process of spreading innovation through firms - followers (imitators).

Routinization of innovation is the acquisition by innovation over time of such properties as stability, stability, constancy and, ultimately, obsolescence of innovation.

The concept of innovation management.

Innovation management- this is the management of scientific, scientific, technical, industrial activities and the intellectual potential of the company's personnel in order to improve the manufactured or develop a new product (service), as well as the methods, organization and culture of its production and, on the basis of this, satisfy the needs of society in competitive goods and services.

The word "innovation" is translated into Russian as "novelty", "innovation", "innovation".

In management, innovation is understood as an innovation that has been mastered in production and has found its consumer.

The emergence and development of innovation management: "The Oslo Guide". The methodology for a systematic description of innovations is based on international standards, recommendations for the practical application of which were adopted in Oslo in 1992 and called the Oslo Guide.

It has long been understood that the creation, application and diffusion of knowledge are fundamental to economic growth, development and the well-being of peoples. In this regard, the need for a better "measurement" of innovations comes to the fore. Over time, the nature and variety of innovations have varied, and so has the need for metrics to track these changes and provide policy makers with the right tools for analysis. A significant amount of work on the development of models and analytical frameworks for studying innovation was done during the 1980s and 1990s. Experimentation with early surveys and their results, along with the need for a coherent set of concepts and tools, led to the first edition of the Oslo Manual in 1992, which focused on technological product and process innovation (TPI) in industrial production. It has become the benchmark for a variety of large-scale surveys examining the nature and impact of innovation in the business sector, such as the European Community Innovation Survey (CIS), now being repeated for the fourth time.

The main features of innovation management (production technologies as an object of management).

The specificity of innovation as an object of management implies a special nature of the activity of an innovation manager. In addition to general requirements (creativity, analytical skills, etc.), he must be a true professional, know the production and technological field of innovation; state of the innovative product market, investment market; organization of innovative activities for the development and development of new types of products and the provision of new types of services; financial and economic analysis of innovation, production and investment activities; basics of labor relations and motivation of personnel; legal regulation and types of state support for innovation. Particular attention should be paid to the preparation and adoption of management decisions, as well as control at each stage of its passage. The ultimate goal of innovation management is to improve the efficiency of resource use and ensure the rational functioning of the subjects of innovation.

No. 45. Management of innovative activity of an enterprise

The concept of innovative activity of an enterprise, an innovative-active enterprise;

types of innovation-active enterprises according to the type of innovation strategy (violents, patients, commutators, explerents);

Under the innovation activities of the enterprise the process of creating a new product is understood - from the formation of its idea to the development of production, production, sale and obtaining a commercial effect. The goals of the innovative activity of the enterprise from the standpoint of its internal needs are to increase production efficiency by updating all production systems, increasing competitive advantages - first of all, of a higher order - based on the effective use of scientific, scientific, technical, intellectual and economic potentials.

Respectively, innovative and active enterprise characterized by the release of innovative products.

Thus, the management of the innovative activity of the enterprise is carried out on the basis of achieving the following goals of the innovative organization:

1. Priority goals. These include the growth and development of the organization based on the intensification of innovation, the active promotion of new products and new technologies to the market, the use of opportunities for further specialization and diversification of production for strong growth, economic growth, economic prosperity and expansion into new markets.

2. Tactical purposes. These goals are reduced to the intensification of the processes of development, implementation and development of innovations, to the organization and financing of investments in the enterprise, to training, retraining, stimulating personnel, improving R&D and the scientific base of innovations.

3. Structural goals related to the optimal functioning of the subsystems of the enterprise: production, R&D, personnel, finance, marketing and management.

Classification of companies by type of innovative behavior

violet behavior is typical for large companies with large resources, they operate in the market from a position of strength, allocate a lot of funds to research and development, marketing and sales networks. Violent companies are found in all industries, many of them are multinational. According to the stage in the dynamics of their development, they are called: "proud lions", "mighty elephants", "sluggish hippos".
"Proud Lions"- companies that are characterized by the most dynamic pace of development with a clear concentration on a narrow, but mass and promising range of products of high quality and at affordable prices, they invest heavily in the creation of powerful research structures. However, the growth potential of the market segment, in which the "proud lion" has formed, ends sooner or later and it moves to the position of the "mighty elephant". "Mighty Elephant" characterized by less dynamic development, but a more diversified structure. In this state, the company can exist for many years, its stability is ensured by its large size, diversification and the presence of a wide international network. When a novelty appears on the market, "powerful elephants" begin to act only when the success of the novelty is already obvious and, having a powerful financial and production potential, push the innovator firms to the background and get the maximum commercial benefit from the innovation. Due to the fact that only certain areas of business are successfully developing, the creative moment of such a company gradually decreases and it turns into a "clumsy behemoth".
"Clumsy Behemoth"- a company that is overly carried away by diversification, dispersed its forces and lost its development momentum. For various reasons, the company loses the opportunity to receive a commensurate profit and sometimes becomes unprofitable.
Patients ("sly foxes") can be small, medium and occasionally large. The strategy of these companies is that they occupy their niche - a narrow segment of the market, focusing on those consumers who are not suitable for mass production. The reserve of competitiveness is ensured due to the high consumer value of the product. Gradually, the firm accumulates experience and concentrates resources in a chosen narrow niche, cutting off competitors. Such firms remain viable and develop as long as there is a market segment or there is demand for the product. Patient companies, due to their efficiency, are an attractive target for takeover by violet firms. A direct attempt to enter a market niche controlled by a "cunning fox" can lead to significant and sometimes irreparable losses, so takeovers are practically the only way to access patents, know-how, and a specialized household network. Even after falling into the subordination of the violets, patients usually retain a high degree of autonomy. Having avoided absorption, they can develop in two directions: the first is moderate growth or stagnation along with the niche they occupy, the second is a change in strategy and turning into a violet.
The main role of small explerent companies ("swallows") is to create new products and technologies and introduce radical innovations. At the first stage of their activity, they need funding. In the last decade, there has been a tendency to provide ever-increasing financial and organizational support for them from government and commercial structures. For many explorer companies, the search for innovation ends in failure. Those firms that achieve successful results due to the high customer value and competitiveness of the product begin to develop rapidly. To withstand the competition of violets and stay in the market, the explorer must change the strategy to a specialized (patient) strategy or make large-scale investments in production, management and distribution network (violent strategy).
Commutator companies ("grey mice")- small firms adapted to the conditions of local demand, they fill niches that for one reason or another are not occupied by violets, patients or explerents. Satisfying local needs and individual demand, they play a unifying role, linking the economy into a single whole. That is why they are called commutators. They contribute to the expansion and acceleration of the innovation process, performing a dual role: on the one hand, they contribute to the diffusion of innovations, and on the other, to their routinization. Small firms promote innovation through imitation activities. Switchers gain significant competitive advantages over the firm that introduced the product to the market, since it is cheaper to imitate than to create a new one. Small imitative production is more efficient than large production, providing a quality that almost coincides with the quality of the corresponding original goods of well-known companies, but cheaper. Commutators are most common in industries (clothing, furniture) where patent law is not able to really protect the design from copying. In other industries (pharmaceuticals, electronics), the term of patent protection is significantly shorter than the life cycle of the product, which makes it possible to participate in the distribution process, quite legally copying the best developments of well-known companies. The traditional type of commutators are small in size. Their expansion necessitates a change in strategy, most likely to a patient one.
It is not always easy to clearly define the type of enterprise by its innovative behavior, since the vast majority of large companies use various options for innovative behavior and innovative strategies depending on the type of products they produce, and take an active part in international integration and cooperation.
analysis of the management activities of an innovative enterprise: analysis of the innovative system of an enterprise, innovative potential based on the competitive advantages of an innovative-active enterprise; features of personnel management in innovative organizations.

1. Coordination of innovation activities

A feature of innovative activity is its significant diversity.

There are three “tipping points” in the innovation process where effective coordination is needed:

Transition from science to design;

Transition from design to production of a new product;

Transition from production to marketing.

In addition, in the innovative activity of an enterprise, it is necessary to coordinate the work of participants in two non-bordering phases - the development phase and the sales phase, that is, developers on the one hand and sales managers on the other.

The following methods of coordination can be distinguished:

1. creation of special coordinating structures - councils, committees, which include representatives of departments participating in different phases of the innovation process;

2. creation of a system of referents and consultants;

3. full availability of working information. Creation of a reporting system, that is, documents reflecting the results of the work of departments at the established "control points". Availability, openness of these reports for managers and leading specialists of all departments;

4. high intensity of planned communications;

5. encouragement by top management of unscheduled informal communications;

6. internships and rotation.

7. participation of personnel in the completion or beginning of an adjacent phase.

2. Control in innovation

Control in innovation activities is of particular importance due to high risks.

Before the start of innovation activity at the stage preliminary control quantitative and qualitative indicators of all types of resources available to the enterprise, necessary for the implementation of an innovative project, as well as standards and norms for future activities are determined.

Evaluation and analysis of the information received should provide answers to the questions - is it possible to start the innovation process, what additional resources are needed, whether the organization will be able to provide the required quality of design work.

In the course of current activities, it is very important strategic control over the expenditure of resources (cost accounting) by comparing planned costs with actual ones. Overspending of resources is a frequent phenomenon for innovation activities, in some cases it leads to a significant shortfall in planned profits.

In addition, in the course of current activities, due to feedback, assessment of the coincidence of expected results with real ones. And if in a simple reproduction process, in case of discrepancies between expectations and reality, current activities are usually adjusted, then in the innovation process, it is often necessary to adjust previously adopted norms and standards.

The next feature of the control of the innovation process is its comprehensive critical analysis of results including a discussion of any issues that arise. The result of such a critical analysis may be a significant change in the direction of design work or even their complete cessation.

To ensure a comprehensive critical analysis of the results, a well-established management information support about the results of innovation, sometimes down to the smallest detail. As practice shows, in the innovation process, a petty miscalculation can play the role of a “weak link” and cause a chain reaction leading to the collapse of the entire system.

During the current control, three aspects of project implementation are assessed:

- Time- The project must be completed on time.

- Price- The budget of the project must be met.

- Quality- the specified characteristics of the project must be maintained.

Another feature of control in innovation is that control "at the junctions" of phases innovation process when transferring results from one phase to another. At the same time, each phase of the innovation process begins with a preliminary control and ends with a final control. For the implementation of the final control, a selection committee is organized, which should include representatives from both phases - the transmitting and receiving. Control at “phase junctions” (or as they say at “control points”) should be comprehensive - financial control, technical control, control of deadlines, control of documentation

The overall final control of the project results ends with the delivery of the project to the customer and the closing of the contract.

During the final control, as a rule, tests are carried out in order to assess the achievement of the technical and economic development indicators established in the contract (in the terms of reference). If these conditions are not met, then discrepancies and their causes are identified and measures are developed to eliminate the discrepancies found.

During the final control, financial statements are also checked, which relate to the statements of the customer and executing organizations.

Checking financial statements includes: checking the issuance of an invoice for the entire volume of completed work, reconciling received payments with submitted invoices; checking the availability of documentation for changes; control of the amount of deductions made by the customer.

Another element of the final control during the delivery of an innovative object to the customer can be passportization. For its implementation, the customer is presented with relevant documents characterizing the quality of materials, processes, and the products themselves.

Personnel management in innovation activities