Management strategy of the machine-building industry enterprise on the example of JSC “Vostokmashzavod”

The article discusses the features of the enterprise management strategy of the engineering industry on the example of JSC “Vostokmashzavod”. As a result of the research, the need for the formation and implementation of an enterprise management strategy in the conditions of increased competition in the machine-building industry market, which is due to the globalization of the economy, has been substantiated. The entry of the foreign market of innovative technologies into the domestic market of mechanical engineering requires a rethinking of the tools used and management approaches to the activities and management strategies of modern enterprises in the engineering industry. In this regard, the necessity of regulating the engineering industry in the economy of Kazakhstan and ensuring its sustainable development, taking into account innovative processes based on digital technologies, is substantiated.To concretize the study, an analysis of the financial and economic indicators of JSC “Vostokmashzavod” was carried out, which reflects the specifics of the production activities of enterprises in the engineering industry. At the same time, the strengths and weaknesses of the current management strategy were assessed according to four integral indicators: organization, production, finance and marketing, which determined the opportunities and risks of the enterprise, its short-term strategic directions were determined and justified. The strengths and weaknesses of the object under study are compared with the capabilities of the enterprise in order to rank the necessary measures for making managerial decisions.To identify the effectiveness of strategic management, the payback periods, net present value and profitability indices of the innovative project presented in the paper to provide the enterprise with new equipment and its impact on strategic management in the context of restrictions introduced as a result of COVID–19 were calculated. Based on the results of the study, recommendations were developed on the development of a strategy for the development of large business entities.

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