Peculiarities of Ensuring the Stability of the Enterprise's Procurement System in the Conditions of Emergency Crisis Situations in Strategic and Tactical Dimensions

Abstract

The paper is devoted to the peculiarities of anti-crisis management of the product portfolio of machine-building. There have been analysed the features of ensuring the stability of the company's procurement system in the context of emergency crisis situations in strategic and tactical dimensions. One of the key manifestations of the military conflict impact on the work of enterprises has been determined, namely the disruption of normal supply chains.

The analysis of the latest research and publications proved the absence of actual scientific works that would take into account the domestic economic realities and would have practical value for modern enterprises in the conditions of active hostilities. The purpose of the paper is to search for the successful anti-crisis experience of enterprises in the field of procurement, its formalization and, on this basis, the definition of the actual methodology for building the enterprise's procurement system, which ensures its stability in the conditions of emergency crisis situations, in particular military aggression, for the long-term perspective in the strategic and tactical dimension.

The practical experience of the organization of the procurement system of the machine-building plant PJSC «Hidrosyla APM» (Kropyvnytskyi, Ukraine) and the operation of this procurement system in extreme crisis conditions caused by military aggression were studied. It was established that the basis for ensuring the stability of the enterprise's procurement system in crisis situations is the thesis of the need for alternative suppliers with certain requirements for their selection and organization of work with these suppliers. The principles of building the sustainable procurement system based on the availability of alternative suppliers have been formulated, namely: the mandatory availability of supplies from three main suppliers, the ratio of supplies between suppliers in the form of the following proportions: the first supplier - 40%-60% of the procurement volume; the second supplier - respectively 30%-40%; the third supplier - 10%-20%, suppliers from logistically and politically separated regions and the availability of a backup supplier.