Иқтисодиёт ва таълим / 2021 йил, 4-сон
240
kat miqyosida amalga oshirilgan tadbirlar asosiy
omil hisoblangan: Jumladan:
- birinchidan, respublika aholisining oziq-
ovqat mahsulotlariga bo’lgan talabini qondirish va
don mustaqilligini ta’minlash maqsadida g’alla ekin
maydonlarini kengaytirilishi;
- ikkinchidan, ekologik muvozanatni saqlash
va tuproq unumdorligini oshirish bo’yicha olib
borilayotgan chora-tadbirlar natijasida paxta yakka
hokimligiga barham berish yo’nalishida olib boril-
gan tadbirlar;
- uchinchidan, yerlarning ekologik jihatdan
buzilishi kimyoviy moddalar, mineral o’g’it va pes-
titsidlarni tinimsiz ishlatish oqibatida yanada
kuchaymoqda[7]. Paxta ekilayotgan maydonlarga
solinayotgan mineral o’g’itlarning ilmiy asoslangan
nisbati buzilishi va almashlab ekish tizimi izdan
chiqishi natijasida tuproq unumdorligini oshirish
imkoniyatlari cheklanib qolmoqda va natijada ekin
maydonlarining tuproq unumdorligi salohiyatidan
foydalanish imkoni pasaymoqda.
2. Kosonsoy tumanida paxtachilikni rivojlan-
tirish va tarmoq samaradorligini oshirishda quyida-
gilarga e’tibor berish lozim:
- ekin maydonlari tuproq unumdorligini oshi-
rishning muhim omili bo’lgan almashlab ekishni
ilmiy asosda joriy etish;
- almashlab ekish tizimi izdan chiqqan tu-
manlarda ekin maydonlariga mineral va mahalliy
o’g’itlarni solishda ilmiy asoslangan nisbatlarga
e’tibor qaratish va boshqalar.
3. Hozirda paxtachilikka ixtisoslashgan fer-
mer xo’jaliklarida paxta yetishtirishda ularning joy-
lashgan hududlari ham paxtachilik iqtisodiga turli
xil ta’sir ko’rsatmoqda. Lekin, fermer xo’jaliklarida
paxtachilik tarmog’i iqtisodiy samaradorligini oshi-
rishga va xo’jaliklarning moliyaviy barqarorligini
ta’minlashga qaratilgan tadbirlar qatorida ekin
maydonlarida faqat davlat buyurtmasiga paxta va
g’alla yetishtirish bilangina chegaralanmay xo’jalik-
lar moliyaviy holatini yaxshilash maqsadida ko’proq
foyda keltiruvchi ekinlarni joylashtirishga e’tibor
qaratish maqsadga muvofiq.
Manba va foydalanilgan adabiyotlar:
1.
O’zbekiston Respublikasi Prezidentining 2019-yil 23-oktyabrdagi «O’zbekiston Respublikasi qishloq xo’jaligini
rivojlantirishning 2020 — 2030 yillarga mo’ljallangan strategiyasini tasdiqlash to’g’risida»gi PF-5853-son Farmoni. Manba:
https://lex.uz sayti.
2.
M.R. Boltaboev To’qimachilik sanoatida marketing strategiyasi. Monografiya. – Toshkent: FAN, 2004.
3.
N.G.Akbarov
.
Paxta tozalash korxonasi raqobatbardoshligini baholash orqali uni oshirish imkoniyatlari. “Iqtisodiyot
va innovatsion texnologiyalar” ilmiy elektron jurnali. № 6, aprel, 2013 yil.
4.
A.R. Rashidov. Paxtachilikda resurs tejovchi texnologiyalarni joriy etish samaradorligini oshirish yo’llari. “Iqtisodiyot
va innovatsion texnologiyalar” ilmiy elektron jurnali. № 3, may-iyun, 2020 yil.
5.
SH.R.Mardonov. Paxta tozalash korxonasi rivojlanish sitrategiyasi samaradorligini baholash usulini takomillashtirish
“Iqtisodiyot va innovatsion texnologiyalar” ilmiy elektron jurnali. № 5, sentyabr-oktyabr, 2020 yil.
6.
Abdug’aniev A. Qishloq xo’jaligi iqtisodiyoti. – T.: O’zbekiston Yozuvchilar uyushmasi Adabiyot Jamg’armasi. 2004, 26-
bet.
7.
Rajabov I. Iqtisodiyotni erkinlashtirish sharoitida agroresurslar bozori muvozanati va ishlab chiqarishning
samaradorligi. Dis. iqtisod fanlari doktori. T. 2006y 11-bet.
8.
Xusanov R.A., Dadaboev T.Y., Dadaboev D.Y. Agrosanoat kompleksi iqtisodiyoti. - T.: O’zbekiston. 2003. bet 470.
9.
SHermatov O.A. Iqtisodiyotni erkinlashtirish sharoitida paxtachilikni rivojlantirish va iqtisodiy samaradorligini
oshirish yo’llari. Dis. iqt. fan. nom. – T.: 2006. (10-11 b.)
YAPONIYANING ILG'OR TAJRIBALARIDAN FOYDALANGAN HOLDA O'ZBEKISTON
AVTOMOBILSOZLIK SANOATINING BARQAROR RIVOJLANISHINI QO'LLAB-QUVVATLASH UCHUN
BARQAROR TA'MINOT ZANJIRINI YARATISH
Xakimova Shahnoza Nuraliyevna -
Toshkent davlat iqtisodiyot universiteti doktorant,
Umarhodjayeva Muyassar Ganiyevna -
dotsent, i.f.n. Toshkent davlat iqtisodiyot universiteti
Annotatsiya.
Ta'minot zanjiri barqarorligi tobora ko'proq kompaniyalar barqarorligining asosiy tarkibiy qismi sifatida
tan olinmoqda. Ushbu tadqiqot kompaniyalarni barqaror ishlash ta'minoti zanjiri amaliyotini yaxshiroq rejalashtirishda
kompaniyaning faoliyatini yaxshilash uchun qo'llab-quvvatlashga qaratilgan. Izlanish natijalari shuni ko'rsatadiki, Toyota
ishlab chiqarish tizimining asosini Kaizen tashkil etadi: doimiy ravishda takomillashtirish jarayonida chiqindilarni yo'q qilish va
doimiy ravishda yuqori sifatga mutloq konsentratsiya. Topilmalar Toyota kompaniyasining ishlab chiqarish tizimidan butun
yetkazib berish zanjiri davomida raqobatbardosh ustunlik manbai sifatida qanday foydalanishi mumkinligini namoyish etadi.
Shunga ko'ra, "Kaizen" Yaponiyaning eng yaxshi amaliyoti sifatida O'zbekiston avtomobilsozligini barqaror ta'minot zanjirini
qo'llab-quvvatlashga undaydi.
Kalit so’zlar:
Barqaror ta'minot zanjiri, “Kayzen” yondashuvi, doimiy takomillashtirish, Yaponiya tajribasi,
avtomobilsozlik, barqaror rivojlanish.
САНОАТ ИҚТИСОДИЁТИ
Иқтисодиёт ва таълим / 2021 йил, 4-сон
241
СОЗДАНИЕ УСТОЙЧИВОЙ ЦЕПОЧКИ ПОСТАВОК ДЛЯ ПОДДЕРЖКИ УСТОЙЧИВОГО
РАЗВИТИЯ АВТОМОБИЛЬНОЙ ПРОМЫШЛЕННОСТИ УЗБЕКИСТАНА С ИСПОЛЬЗОВАНИЕМ
ПЕРЕДОВОГО ОПЫТА ЯПОНИИ
Хакимова Шахноза Нуралиевна -
Ташкентский Государственный
Экономический Университет докторант,
Умарходжаева Муяссар Ганиевна -
доцент, к.э.н. Ташкентский Государственный
Экономический Университет
Аннотация.
Устойчивость цепочки поставок все чаще признается ключевым компонентом устойчивости
компаний. И это исследование направлено на то, чтобы помочь компаниям лучше планировать свои практики в
области устойчивой цепочки поставок для повышения эффективности компании. Исследование показывает, что в
основе производственной системы Toyota лежит «Кайдзен»: устранение отходов и абсолютная концентрация на
неизменно высоком качестве за счет процесса постоянного совершенствования. Полученные данные показывают, как
Toyota может использовать свою производственную систему в качестве источника конкурентного преимущества во
всей цепочке поставок. Соответственно, «Кайдзен» как передовой опыт Японии мотивирует автомобильную
промышленность Узбекистана поддерживать устойчивую цепочку поставок.
Ключевые слова:
Устойчивая цепочка поставок, подход «Кайдзен», постоянное совершенствование, японский
опыт, автомобильная промышленность, устойчивое развитие.
CREATING A SUSTAINABLE SUPPLY CHAIN TO SUPPORT THE SUSTAINABLE DEVELOPMENT OF
THE AUTOMOTIVE INDUSTRY OF UZBEKISTAN BY USING JAPANESE BEST PRACTICES
Khakimova Shakhnoza Nuraliyevna -
Tashkent State University of Economics doctoral student,
Umarhodjayeva Muyassar Ganiyevna -
assistant professor, PhD
Tashkent State University of Economics
Abstract.
Supply chain sustainability is increasingly recognized as a key component of the sustainability of companies.
And this research aims to support companies in better planning their Sustainable Supply Chain practices to improve the
company's performance. The study shows at the core of Toyota Production System is Kaizen: elimination of waste and absolute
concentration on consistently high quality by a process of continuous improvement. The findings illustrate how Toyota is able to
use its production system as a source of competitive advantage throughout its supply chain. Accordingly, “Kaizen” as the best
practice of Japan motivates the automotive industry of Uzbekistan in supporting the sustainable supply chain.
Keywords:
Sustainable Supply Chain, the approach of “Kaizen”, continuous improvement, Japanese experience,
automotive industry, sustainable development.
Introduction.
Sustainability in the automo-
tive industry involves a comprehensive view of
planet- and human friendly operations, processes,
products, and services. Supply chain sustainability
is increasingly recognized as a key component of
sustainability of companies. Managing the social,
environmental and economic impacts of supply
chains, and combating corruption, makes good
business sense as well as being the right thing to do.
However, supply chains consist of continuously
evolving markets and relationships. The objective of
supply chain sustainability is to create, protect and
grow long-term environmental, social and economic
value for all stakeholders involved in bringing pro-
ducts and services to market. In addition, compa-
nies are increasingly taking actions that result in
better social, economic and environmental impacts
because society expects this and because there are
business benefits to doing so. By managing and
seeking to improve environmental, social and eco-
nomic performance and good governance through-
out supply chains, companies act in their own
interests, the interests of their stakeholders and the
interests of society at large.
Literature review.
Over the years, research
in SSCM practices in the context of various indus-
trial fields has increased dramatically. Previous
studies have focused on the economic issues of sup-
ply chains integrating environmental/green issues
with the resulting sustainable SCM. For instance,
Saeed and Kersten
7, p.1137
tried to classify and
identify drivers to SSCM practices; Jabbour et al.
5,
p. 793-801
showed the effect of the human side of
dimensions for circular economy practices for SSCM
practices; Huo et al.
4, p. 152-166
investigated
how green processes influence sustainability in
social, environmental and economic performance;
Cole and Aitken
1, p. 1-12
showed the role of
intermediaries in achieving sustainability in supply
chains. So my research will be directed to find the
САНОАТ ИҚТИСОДИЁТИ
Иқтисодиёт ва таълим / 2021 йил, 4-сон
242
factors of three performance which can support the
sustainable economic development of the company,
as Huo and ets. observed from three pillars, econo-
mic, social, and environmental. From the above-
mentioned problems with suppliers in the Uzavto-
sanoat JSC through creating a sustainable supply
chain will we able to follow economic development
or not? Is it possible to form a model of sustainable
economic development of enterprise based on
sustainable supply chain practices?
Main part.
To understand how organizations
can accelerate their sustainability strategy and deli-
ver their goals, we wanted to identify the best
practices of the organizations that are leading in
automotive field.
Although the industrial and economic condi-
tions in Uzbekistan and Japan are quite different, we
can apply the Japanese practices in sustainable
supply chain of automotive industry to Uzbekistan.
Japan's powerful industrial potential based
on the most advanced scientific and technological
solutions turns this country into an important part-
ner that capable of playing a positive role in the
economic development and technological moderni-
zation of Uzbekistan. Although the geographic and
industrial situation of the two countries differs,
Japan regards Uzbekistan as a key state in the
Central Asian region in terms of geographic location
and economic potential. Thanks to financial and
technical cooperation with Japan, some socially
signifycant and infrastructural projects in the
energy, mining, mechanical engineering, chemical
industry, agriculture, textile industry, tourism, and
other priority areas are supported with advanced
technologies from leading Japanese companies.
The diversity of supply chains has become
more and more valuable in global trade in recent
years. With the successful implementation of all
agreements, Uzbekistan has real opportunities for
more direct and visible integration into the existing
supply chains of large companies. In this regard, the
issues of improving the supply chain system based
on studying the advanced experience of Japan and
considering the possibilities of adapting it to the
conditions of Uzbekistan remain relevant.
Now companies of Uzbekistan seeking to
expand their supply chain presence in Japan have a
different set of mandates. Building Japanese cultural
considerations into their global strategies is parti-
cularly vital. One way to do this is to work more
closely with intermediaries such as trading agents,
which have a great deal of "pull" in Japan. More
disciplined transportation operations may also be
required since extremely tight delivery windows
are common in Japan. Applying metrics-based, con-
tinuous improvement programs to the supply chain
should be another high priority. For both sides,
Japan's value is exceeded only by its potential. And
any strategy seeking to maximize the latter must
include a commitment to supply chain excellence.
The introduction of Japanese experience rela-
ted to supply chains, by the provisions of the fair
distribution of operations at the regional and
country levels, is especially important in improving
the well-being of people, including achieving parity,
ensuring sustainability in the development of
national companies.
Research methodology.
A case study inves-
tigation was carried out on Japan automotive com-
pany. The reason was to investigate the impact of
sustainability practices to facilitate the organiza-
tion's effectiveness and promote supply chain
operations. Data collection strategy was through
simultaneously observing and taking notes to gain a
clear perception of the company’s activities.
This research aims to support companies in
better planning their Sustainable Supply Chain
practices to improve the company's performance.
Next questions motivate this work:
RQ:
Where do stands collaboration oppor-
tunities between Japan and Uzbekistan companies
to improve sustainability in their supply chains?
To achieve RQ, we develop and offer the
research hypothesis to the sustainable development
goals and the creating a sustainable supply chain.
H1.
“Kaizen” as the best practices of Japan
motivate the automotive industry of Uzbekistan in
supporting the sustainable supply chain.
There some interpretations to “Kaizen”:
Kaizen = Systematic problem solving for
continuous improvement.
At the most important time (disaster
crisis), kaizen shows its greatest value (safer
workplaces & quicker recovery).
Kaizen activities directly contribute to
disaster risk mitigation.
Kaizen activities are directly useful in
disaster response/recovery
2, p. 107-126
Case studies of Toyota, Honda, Aisin Seiki,
Riken, Epson, and Renesas show Pursuing Daily
Operational Excellence (in other words, capability-
building by pursuing kaizen day-by-day) was found
to be the most critical factor for successfully
managing Supply Chain risk
9
.
The findings of this study illustrate how
Toyota is able to use its production system as a
source of competitive advantage throughout its
supply chain. Toyota’s production system has pro-
pelled it to become the world’s 4th largest car
manufacturer, in sales, behind General Motors,
Ford, and Daimler Chrysler.
Toyota is now regarded as one of the highest
quality automakers in the world because of its’
continuous improvement process. The automotive
industry supply chain is divided into three main
САНОАТ ИҚТИСОДИЁТИ
Иқтисодиёт ва таълим / 2021 йил, 4-сон
243
parts: Original Equipment manufacturers (OEMs),
first tier suppliers, and second tier suppliers.
Examples of OEM’s include Toyota, General Motors,
and Ford. Today, OEMs focus on parts and services
which they have a clear competitive advantage and
are outsourcing other work to suppliers. The first
tier of the supply chain consists of several hundred
companies. First tier suppliers can produce
anything ranging from an individual part for a
major system or as integral as the entire axle
assembly. Many the 1
st
tier suppliers are increasing
their input into designing and manufacturing
complete modules or systems for OEMs rather than
just building parts. Often First tier suppliers usually
work for multiple OEMs. For example, TRW
conducts 23 percent of its business with Ford and
10 percent with General Motors.
Second tier suppliers are composed of
thousands of smaller companies that work with
OEMs only indirectly via other suppliers. An
exception would be the 1
st
tier supplier who also
operates on the second tier by supplying parts to
rivals on the first tier.
Second tier suppliers are relatively smaller
companies that supply components or modules to
first tier suppliers without having much interaction
with OEMs. Third tier suppliers are usually second
tier suppliers supplying parts to a rival second tier
supplier. The following figure illustrates the typical
supply chain structure for the automotive industry:
Figure 1. Supply chain structure in the automotive industry
8, p.3
.
OEM’s and suppliers must work together to
find equitable solutions to improve both value and
profitability. Manufacturers and suppliers are now
located within close proximity of one another in
order to reduce transportation costs throughout the
supply chain
8, p.3
.
At the core of Toyota Production System is
Kaizen: elimination of waste and absolute concen-
tration on consistent high quality by a process of
continuous improvement.
Kaizen is a Japanese term for incremental
improvement process. Taiichi Ohno was inspired to
implement Kaizen at Toyota by the company
suggestion system at Ford. Here, Ohno paired teams
of assembly workers with industrial engineers to
facilitate suggestions on ways to improve manu-
facturing processes. Through Kaizen key members
of the production process collectively come up with
ways to improve quality, efficiency, and the work
environment. By indoctrinating employees into the
improvement frame of mind, employees are able to
identify opportunities for improving their jobs.
Through Kaizen, Toyota creates ownership for
workers to maintain standard work. In 2001,
Toyota received over 100,000 improvement
suggestions from employees, 98% of which were
used resulting in a savings of $18,000,000, and
returned $3,000,000 for individual awards of $25 to
$25,000.88
3, p. 96–104
.
Bringing the quality characteristics of manu-
factured products to a competitive level within the
framework of market globalization can be ensured
by introducing the principles of lean production,
built on the basis of the best experience of leading
companies.
Due to the defective functioning of the lean
production system at the production sites of
Uzavtosanoat JSC, a number of problems are
observed, namely:
Loss to recheck quality control;
• low equipment availability;
• an increase in the cost of the product due to
improper production planning
• high level of finished goods stocks.
• Poor performance
In addition, at the moment, the average level
of implementation of BIQS (embedded quality
system at the supplier) at localization enterprises
(Fig.2)
10
:
САНОАТ ИҚТИСОДИЁТИ
Иқтисодиёт ва таълим / 2021 йил, 4-сон
244
Figure 2. The average level of implementation of BIQS
(embedded quality system at the supplier) at localization enterprises
10
Poor implementation of this system at
localization enterprises and in the head plant of
Uzavtosanoat JSC is reflected in operating
indicators.
Table 1
Operational indicators of Uzavtosanoat JSC
10
Uzavtosanoat JSC
USD million
Lost profit due to production line stoppages in 2018 (72% uptime)
21
Possibility of freeing up funds by reducing stocks (including localization companies)
(lead time reduction)
30
Potential savings by reducing logistics costs by 5% (LMS)
6
Totally 57 million USD Uzavtosanoat JSC lost
in 2018 according to three factors. This table shows
that localization of raw materials, reducing logistics
costs by implementing IT software, and the support
of the non-stop production process will decrease
the extra expenses of the company. So, the next
table 2 with the given indicators stresses the num-
ber of extra expenses by some factors.
Table 2
Extra expenses of Uzavtosanoat JSC
10
Localization enterprises
USD million
The amount of penalties issued for stopping the line due to late delivery
7,9
The amount of penalties for stopping the line due to quality problems of
components
0,5
The cost of returning defective parts
0,6
To solve all of the above problems, as well as
to bring the company to a higher level, including
entering international markets, it is necessary to
take measures to introduce the Kaizen continuous
improvement system, which will serve as one of the
best ways for further improvement and will contri-
bute to maintaining the company's sustainability,
and exactly:
• improve management engagement
• training of highly qualified personnel
• increase the efficiency of processes
• improve the culture of quality
• using proactive methods
• development of innovative ideas
• pay special attention to the expansion and
development of structural divisions "Engineering
Products", "Quality of Suppliers" and "Production
Technology"
Results and Discussion.
Uzavtosanoat JSC
does not have a single structure for making
purchases and has a generalized idea of all its costs,
since purchases are carried out by many enterp-
rises independently of each other and outside the
framework of any single procedure or information
30%
62%
65%
59%
62%
62%
75%
82%
93%
100%
0%
20%
40%
60%
80%
100%
120%
2015
2016
2017
2018
2019
2020
Fact
Purpose
САНОАТ ИҚТИСОДИЁТИ
Иқтисодиёт ва таълим / 2021 йил, 4-сон
245
base. Often, the enterprises that are part of Uzavto-
sanoat JSC, due to the absence of a centralized
procurement regulator, can supply the same type of
materials or services from different suppliers and,
accordingly, at different prices and conditions. As a
result, JSC "Uzavtosanoat" hardly manages to keep
track of the volume of its own expenses and the
number of its suppliers, as well as to determine the
optimal suppliers of specific materials or services
for all enterprises in the industry. Against the
background of such a lack of a unified procurement
system (policy), the organization as a whole, and
sometimes enterprises, becomes increasingly
difficult to adhere to strategic goals and priorities. A
possible improvement in this direction is the
creation of a centralized procurement management,
supply and logistics system at Uzavtosanoat JSC,
which will regulate key and strategic purchases of
enterprises that are part of the organization.
Only through the centralized implementation
of basic purchases is it possible to optimize costs by
20%.
The current procurement system and loca-
lization processes in the enterprises of Uzavtosa-
noat JSC does not provide the required level of
transparency and openness. Often, procurement
tenders take place between a pre-prepared and
knowledgeable circle of potential suppliers. This, in
turn, is a critical obstacle to choosing the optimal
supplier that exists in the market, which does not
participate in the tender due to lack of information.
Participation of interested parties in the procure-
ment process should be regulated in a certain way.
This requires the creation of formal communication
channels, centralized databases and public portals
through which suppliers or other entities can send
requests and receive the necessary data. Exchange
process information will allow to more effectively
coordinate the interests of the parties involved.
In a complex and competitive environment,
such as today, where the supply chain is a critical
tool for increasing the competitiveness of an orga-
nization, an effective supply chain strategy is impe-
rative for vehicle manufacturers and component
manufacturers to meet changing customer de-
mands. Most localization companies lack a syste-
matic approach to the production planning and
order fulfillment process. The creation of a unified
organizational structure of the supply and logistics
system in all localization enterprises will make it
possible to effectively control this process.
The inconvenient geographic location of the
country contributes to high logistics costs. Nevert-
heless, it is possible to reduce transport costs by the
following solutions:
- Creation of our own logistics company,
cargo terminal and storage facilities;
- Development of packaging engineering;
- Centralization of logistics processes for all
enterprises;
- Development of Lean Supply Chain Mana-
gement by using the world's best practices.
The above solutions can significantly improve
the current situation of logistics enterprises and
supply chain processes:
• Reduction of tariffs for local transportation
(10-12%);
• Savings of about 5¿ of the current
packaging costs;
• Achievement of packing density up to 90%,
filling of containers up to 85%;
• Achievement of savings of about 10-12% of
the volume of current logistics costs;
• Avoiding losses and unplanned (including
air) logistics costs;
• Optimal spending of funds for planning
stocks of raw materials and supplies.
Conclusion.
In Uzavtosanoat JSC, optimiza-
tion of procurement, supply systems and logistics is
the most important lever for increasing efficiency
(since more than 80% of the turnover of funds falls
on this direction). To achieve maximum efficiency,
the enterprises that are part of Uzavtosanoat JSC
should centralize and systematize information on
procurement costs, stimulate the desire for impro-
vement, optimize procurement procedures and
improve the corresponding organizational model.
The potential for cost savings from optimizing
procurement, supply chain and deep localization is
enormous.
In this conclusion, we would like to highlight
Toyota’s strategic approach to the principles of
supply chain management. The following is a
summary:
Take a holistic view of the comprehensive
structure of the supply chain, which includes the
following:
Supply chain–oriented design of products,
plants, and packaging
Streamlined inbound and outbound
logistics
Limited number of suppliers that are in
close proximity to the plant or cross-dock
Integrated supply chain and kaizen proces-
ses across the extended enterprise
Consider having suppliers and dealers as
partners. Work closely with them to operate the
supply chain effectively and efficiently.
Diligently pursue corporate responsibility
of the supply chain to the society.
Break down the walls between functional
groups within the supply chain to guarantee that
overall supply chain efficiency takes precedence
over local efficiencies; in other words, the whole is
greater than the sum of the parts.
САНОАТ ИҚТИСОДИЁТИ
Иқтисодиёт ва таълим / 2021 йил, 4-сон
246
Provide leadership and direction for
development, experimentation, and growth to the
extended enterprise
6, p.51
.
By changing the mindset, using the world's
best practices such as the Kaizen philosophy, and
constantly evolving, the industry will be able to
achieve its goals. By preventing losses, JSC
"Uzavtosanoat" can achieve its goals.
We found that best practices of Toyota
Supply Chain Management will be useful in
improving the business supply chain processes in
automotive companies of Uzbekistan.
References:
1.
Cole, R., Aitken, J., (2019). The role of intermediaries in establishing a sustainable supply chain. Supply Management.
26(2), 1-12.
2.
Daniel Arturo Heller and Takahiro Fujimoto. (2018). Monozukuri management: driver of sustained competitiveness
in the Japanese auto industry. Japanese management in evolution: new directions, breaks and emerging practices. - London:
Routledge, Taylor & Francis Group, ISBN 978-1-138-67336-6. - 2018, p. 107-126.
3.
Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu, “The Contradictions that Drive Toyota’s Success,” Harvard
Business Review 86, no. 6, (June 2008): 96–104.
4.
Huo, B., Gu, M., Wang, Z., (2019). Green or lean? A supply chain approach to sustainable performance. Clean
Production, 216.- 152-166.
5.
Jabbour C.J.C., Sarkis J., de Sousa Jabbour A.B.L., Renwick D.W.S., Singh S.K., Grebinevych O., Kruglianskas I, Godinho
Filho M. (2019).Who is in charge? A review and a research agenda on the 'human side' of the circular economy. Clean Production,
222.- 793-801.
6.
Jeffrey K. Liker, The Toyota Way. New York: McGraw-Hill, 2004, p.51
7.
Saeed, M.A., Kersten, W., 2019. Drivers of Sustainable Supply Chain Management: Identification and Classification.
Sustainability 11(4), 1137.
8.
Toyota press release, July 10, 2008.- p.3
9.
http://ryokou-ki.sakura.ne.jp/?p=5309
10.
АВТОМОБИЛЬ ТРАНСПОРТИ КОРХОНАЛАРИ ФАОЛИЯТИ
САМАРАДОРЛИГИНИ ОШИРИШ
Абдурашидова Нигора Алишеровна -
Тошкент давлат итисодиёт университети докторанти
Аннотация.
Мақолада автомобиль транспорти корхоналари фаолияти самарадорлигини ошириш ва
тизимини ривожлантиришга қаратилган ёндошувлар баён қилинган. Автомобиль транспорти корхоналари
фаолияти самарадорлигига таъсир этувчи ташқи ва ички омиллар аниқланган. Замонавий автомобиль транспорти
корхоналарининг ривожланишида инсон капиталининг аҳамияти очиб берилган.
Калит сўзлар:
Аутсорсинг, рақобат, автотранспорт, логистика, хизмат кўрсатиш, имконият, фаолит,
корхона.
ПОВЫШЕНИЕ ЭФФЕКТИВНОСТИ АВТОМОБИЛЬНЫХ ПРЕДПРИЯТИЙ
Абдурашидова Нигора Алишеровна -
Ташкентский государственный экономический университет, докторант
Аннотация.
В статье описаны подходы к развитию автотранспортной системы. Выявлены преимущества и
недостатки использования услуг аутсорсинга на автотранспортных предприятиях. Выявлены преимущества
современных автотранспортных предприятий перед традиционными
автотранспортными предприятиями.
Ключевые слова:
Аутсорсинг, конкуренция, транспорт, логистика, услуги, возможности, активность,
предприятие.
INCREASING THE EFFICIENCY OF MOTOR VEHICLE ENTERPRISES
Абдурашидова Нигора Алишеровна -
doctoral student of Tashkent State University of Economics
Annotation.
The article describes the approaches aimed at improving the efficiency and development of the system of
road transport enterprises. External and internal factors affecting the efficiency of road transport enterprises have been
identified. The role of human capital in the development of modern road transport enterprises is revealed.
Key words:
Outsourcing, competition, transportation, logistics, service, opportunity, activism, enterprise.
САНОАТ ИҚТИСОДИЁТИ
