Introduction. The prospect of Ukraine’s accession to the EU necessitates a fundamental shift away from traditional linear production planning, driven by the adoption of European Green Deal standards and the implementation of industrial decarbonization requirements. This underscores the importance of examining European Green Deal standards and developing mechanisms for their implementation at the enterprise level. Purpose. The study aims to explore the principles of circular operational planning for material flows in alignment with European Green Deal standards and to formulate a conceptual mechanism for their implementation within enterprises. Methodology. The research methodology employs methods of scientific abstraction, as well as systemic economic and comparative analysis. Results. The advantages of the circular operational planning process over the linear approach have been examined based on seven criteria; key among these are the rationalization of raw material inventory formation, the capitalization of waste, defective products, and production residues, and the incorporation of climate-related requirements. A conceptual mechanism for implementing circular operational planning has been developed, aligning the external regulatory environment with the internal operational planning system and performance indicators for economic efficiency and sustainability. The internal operational planning system comprises three subsystems featuring adaptive feedback: analytics and diagnostics, circular optimization, and economic controlling.
Introduction. Ukraine’s potential EU accession necessitates compliance with European requirements regarding product carbon footprints and the proportion of recycled materials in Ukrainian industrial goods—factors that strictly limit their access to the EU market. For an enterprise, this means that the share of secondary raw materials, specific emissions, and inventory levels must become key parameters of its green production program. This underscores the relevance of the present study. Purpose. The aim is to investigate green changes in the operational planning of production programs for enterprises participating in the Ukraine–EU international technological partnership. Methodology. The research methodology employs methods of scientific abstraction, as well as system and scenario modeling. Results. The study examines the current procedure for calculating the number of Carbon Border Adjustment Mechanism certificates and analyzes the impact of European requirements regarding carbon footprints and recycled material content on industrial enterprises. Using a model of a typical machinery manufacturing enterprise, the study identifies the specific indicators that allow a company to control its operating profit when transitioning from linear to circular business models; it proposes incorporating parameters such as material composition, specific emissions, export share, and inventory cycles into the operational plans of green production programs; and it develops a mechanism for integrating European requirements into the green production programs of Ukrainian industrial enterprises.
Introduction. The efficiency of business activities undertaken by enterprises in the agricultural sector is particularly important amid the real threats to the country’s food security caused by the ongoing war. Technologically equipped and competent personnel play a key role in adapting enterprises to dynamic changes and ensuring their profitable operation. At the same time, shortcomings in work organization may provoke the phenomenon of “social loafing” within teams, resulting in lower productivity and, consequently, inefficient use of enterprise resources and economic losses. Method (methodology). The study employs a combination of general scientific and specialized research methods. In particular, the abstract-logical method is used to generalize the theoretical foundations of the efficient utilization of enterprise personnel and to determine the impact of personnel productivity on economic efficiency indicators. The economic-statistical method is applied to demonstrate the impact of the Ringelmann effect on the performance of an agricultural enterprise pursuing business expansion. In addition, an integrated approach involving contemporary management tools for effective work organization is employed to substantiate mechanisms for minimizing the negative impact of the Ringelmann effect on profitability indicators. Results. The organization of personnel work is a key component in ensuring the efficient operation of an enterprise. It requires measures to prevent risks arising from conflicts of interest within work teams, including those associated with intergenerational differences, as well as optimization of the quantitative and qualitative composition of personnel in accordance with the enterprise’s external business environment. Further improvement of mechanisms aimed at preventing declines in personnel productivity can be achieved through the introduction of a flexible employee motivation system and a set of management tools capable of preventing social loafing and ensuring the efficient utilization of the enterprise’s resource potential.
The article examines the functional areas of outsourcing in the public sector and identifies the specific features, advantages, limitations, and risks associated with transferring individual functions to external providers. Based on a synthesis of international and Ukrainian scholarly publications, the main areas of outsourcing are identified: information technology, accounting, human resources, legal, procurement and logistics, communications, and facilities and technical services outsourcing. For each area, the functions that may be transferred to external providers are specified, and the key conditions for their application are characterized. Drawing on examples from the United Kingdom, the United States, Australia, New Zealand, Poland, and European Union institutions, the study analyzes the potential of outsourcing to optimize the internal processes of public organizations, provide access to specialized competencies, and support the performance of auxiliary functions. It is established that the appropriateness of transferring functions depends on the possibility of formalizing and controlling results, confidentiality requirements, continuity of performance, the level of responsibility, and the capacity of external providers. An indicative classification of functional outsourcing areas according to low, medium, and high levels of risk associated with transferring functions to an external provider is proposed. The potential of this approach to differentiate requirements for provider selection, contractual regulation, performance control, and information protection is substantiated.
The paper examines the role of knowledge management methods in improving managerial and operational performance in the distribution sector, with particular emphasis on knowledge sharing practices, organizational culture, and technological support. The research applies a mixed-method approach combining quantitative and qualitative techniques. A survey was conducted among 102 employees from the distribution sector using a structured questionnaire, while qualitative insights were obtained through semi-structured interviews with three distribution managers. Findings indicate that organizational culture plays a crucial role in facilitating knowledge sharing, while the perceived impact of knowledge management methods is most significant in decision-making quality, productivity and interdepartmental coordination. Key barriers include lack of time, low employee motivation, and resistance to change, whereas technical barriers and insufficient managerial support were less prominent. The study contributes to a better understanding of how knowledge management practices influence management performance in distribution. It identifies practical challenges and proposes initiatives for improving knowledge exchange processes, thereby supporting organizational efficiency, innovation, and competitive advantage in dynamic market conditions.
