پویاسازی تدوین استراتژی و فرایند کسب و کارهای معدنی و صنعتی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
هر جامعه و سازمانی که همراستا با دنیای رقابت و تغییر حرکت نکند محکوم به فناست. بینش پویا برمبنای تفکر استراتژیک و سیستمی راه کاری برای بهره گیری از این گونه محیط هاست. برحسب پیشینه برای تطبیق با شرایط جدید محیطی، سازمان ها دست به اجرای استراتژی فرایندهای کسب وکار می کنند. هدف اصلی این پژوهش، تعیین و تدوین استراتژی و فرایندهای کسب وکار است که حلقه گمشده ای برای سازمان های معدنی و صنعتی گل گهر سیرجان شناخته می شود. این پژوهش از نظر هدف، کاربردی از نوع تحلیلی بوده و از حیث ماهیت و روش، با استفاده از اسناد و مدارک کتابخانه ای و منابع اینترنتی، به صورت توصیفی از نوع علّی، به رشته تحریر در آمده و تلاش دارد با تفکر سیستمی به طراحی مدل پویای استراتژی و فرایندهای کسب وکار در شرکت گل گهر، با استفاده از نرم افزار ونسیم پرداخته و راهکارهایی ارائه نماید. متغیرهای اصلی شناسایی شده در قالب حلقه های علّی تدوین گردید، سپس با طراحی مدل اصلی در نرم افزار شبیه سازی شد. پس از اجرای مدل، آزمودن، تحلیل حساسیت و سیاست، مدلی بهبود یافته برای تدوین سناریوهای بهبود فرایند کسب وکار استفاده گردید. به هر حال، به کارگیری مدل پویای استراتژی های کسب وکار موجب توان مند ساختن سازمان های معدنی و صنعتی برای کسب حداکثر بهروری می شود.Dynamicizing of strategy formulation and business processes of mining and industrial organizations
Introduction : Today, business processes are the key to success in any organization. If organizations, especially mining and industrial companies, do not have a suitable business process model, they cannot capture a significant part of the market. Business process management is a holistic management approach to promote organizational efficiency and effectiveness by striving for innovation, flexibility and integration with technology. The structure of a company depends on the strategy and the structure changes with the evolution of the strategy. Achieving a suitable competitive position for a company is only possible with the help of a suitable business model. So, the ability to design and implement a strategy model and business process is considered vital for the growth and continuity of an organization's activity. Therefore, considering the importance of the issue on the one hand and the existence of sanctions in the country's industry and mining sector and its position in the twenty-year vision document, it has prompted us to design a dynamic model of strategy and business processes in Golgohar Mining and Industrial Company in this research. let's pay Therefore, this research was carried out with the aim of designing and formulating business process strategy as a missing link for mining and industrial organizations and seeks to answer the question whether it is possible to develop a dynamic model consisting of strategy and business process in Golgohar Mining and Industrial Company? If yes, how is this model? Methodology: In terms of its purpose, this research is analytical and applied, and in terms of its nature and method, it has been written in a causal descriptive manner using library documents and internet resources. And he tries to mention the definition of the dynamic model of business strategies and the necessity of using it in organizations, especially mining and industrial organizations for the comprehensive development of the country, to point out the factors, advantages and obstacles of its use and provide solutions. In terms of the present research approach, it is qualitative-quantitative. In fact, this research started from examining a qualitative approach and strategy map, then the qualitative-quantitative approach of system dynamics was used. The process and implementation steps of this research with the approach of systems dynamics is that at first the problem of expression and different parts of the system were described in the form of dynamic hypothesis. Also, the key variables were determined by the analysis of the dynamic hypothesis and the boundary of the model. Then, by examining the behaviour of the variables over time and the available data and documentation, the relationships of the variables have been identified and the corresponding cause and effect diagram has been compiled. The final model was developed for the proposed model using the data of Golgohar simulation company and structural and behavioural validation and other validation methods such as limit conditions and boundary adequacy. At the end, with the dynamic analysis of the model by Vensim PLE software, suggestions for improving the system were presented. Results and Discussion: Variables affecting the business strategy and process were identified and formulated in the form of causal circles according to the diagnosis and opinion of experts and managers who have been active in this industry for many years. which include mining, pelletizing, processing, line modification, transportation, sales and human resource development. We explained some of the most important loops of the model that represent the dynamic hypothesis of the problem. After formulating the cause-effect relationships between the main variables, a comprehensive cause-effect strategy model was drawn in Golgohar Sirjan company. After conceptualizing the system and actually determining the boundaries of the model and its general framework and determining the relationships between the key variables in the form of cause and effect loops, the model formulation was done using accumulation and flow diagrams and the mathematical relationships between the variables were also determined. In the form of the system dynamics model, to ensure the validity of the model's performance, it was subjected to several tests by Vensim software, and the results of some of them were mentioned according to their importance. To validate the model according to Sterman's business dynamics book, the limit condition test method has been used. By increasing and decreasing the parameters of the model, the behaviour of the variables has been investigated. Therefore, the relationships of the model have sufficient accuracy. By comparing the stated statistics and the results of the simulated model, the validity of the model was confirmed. The results of the implementation of the scenarios on the company's annual income showed that the first scenario and the second scenario have almost the same effect on the income, and the third scenario has a lesser effect. Conclusion: The research showed that choosing an incorrect strategy and the absence of a comprehensive model causes problems for planners and consultants in the field of technology, not benefiting from the advantages of the used model, and losing the opportunity to take advantage of the strengths of other models to develop a strategy. Using this dynamic model, it is possible to predict the amount of production profit for several future periods, which provides managers with a powerful tool to control costs. Therefore, the results of this research showed that the proposed dynamic model can be used as a strong and flexible method for simulating the strategy and business process in mines in order to find the root causes of profit reduction and obtain maximum efficiency and productivity and growth of the company. Although the outputs of the model need further investigation, the analysis of complex structures and dynamic behaviour of effective factors can provide valuable information for decision makers. Therefore, the processes of a mining and industrial company can be dramatically transformed, these processes can be integrated with the business strategy and also provide useful insights in emphasizing the link between processes and strategy and the tools needed to create success as a backbone Provide management processes.
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