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IMPROVING FOOD SUPPLY IN THE CONDITIONS OF INNOVATIVE
ECONOMY ISSUES OF APPLYING THE EXPERIENCE OF FOREIGN
COUNTRIES
Seitlepesov Azamat Orazbayevich
O‘zbekiston Respublikasi Milliy
gvardiya harbiy xizmatchisi
Abstract:
this article analyzes the experience of foreign countries in improving
food supply in the conditions of innovative economy. In particular, the experiences of
countries such as the Russian Federation, African countries, Canada, Great Britain,
France, Italy, Bulgaria and Georgia were analyzed and a number of proposals were
developed.
Key words:
food supply, improvement, outsourcing, foreign experiences,
material supply, digitization, entrepreneurship, Armed Forces.
Implementation of material support of the Armed Forces through the use of
external sources took place in many countries of the world in different ways and styles.
Military outsourcing has completely covered one or another field of military activity
in countries with large armies, such as the United States, Canada, Great Britain, France,
and Italy.
At this point, it should be emphasized that the implementation of the outsourcing
system and the existing mechanisms in the process of its direct organization are
interrelated and have similar aspects, principles and laws.
In particular, the application of the outsourcing system in the organization of
army supply and the experience of Russia and several Western countries in its
implementation serve as a scientific basis for further increasing the efficiency of the
outsourcing system in the material supply of the Armed Forces of the Republic of
Uzbekistan.
According to the analysis of the available data, the Russian Federation (RF) uses
the experience of NATO in the implementation of the use of outsourcing services of
foreign enterprises in the field of material support of the combat activities of the troops.
Since January 2012, as a result of the defense reforms of the Russian Federation,
maintenance and preservation of military settlements, cleaning of relevant areas and
residential areas, bathroom-laundry service and individual tailoring of uniforms, as
well as repair of military vehicles and combat equipment. and outsourced part of the
service and catering functions to external companies. The practical experience of the
Russian Federation was introduced to feed the troops in order to free the army from
non-specific tasks.
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At the same time, the current situation demands the implementation of necessary
reforms to eliminate existing difficulties and shortcomings in order to achieve the
intended goal of outsourcing. Most of the major problems in the outsourcing
implementation system were mentioned at the collegial meeting of the Ministry of
Defense of the Russian Federation.
The first problem is the sharp increase in budget expenditures as the main problem
(increased by 50 billion rubles per year).
The second problem is the non-transparency of outsourcing enterprises
(outsourcers) and their activities, as well as the lack of unified systematic control over
them. The influence of the Ministry of Defense on the control of the outsourcing system
is limited only by its participation in the elections to the Board of Directors, which does
not affect the operation of the system in a practical way.
The next, third problem is the low quality of services, which is mainly found in
the cleaning system and the fact that several business entities perform outsourcing
activities in a tiered (intermediary, intermediary) form. The number of intermediary
enterprises, which are especially common in the field of transport, has reached 5-8.
That is why the Ministry of Defense is currently involved in lawsuits with many
enterprises (1 billion rubles on average).
The fourth problem is the slowness of the operational speed of the units of the
"Oboronservis" JSC. Business activity should be interested in increasing speed and
shortening the execution time of issues that need to be implemented. In practice, it is
the opposite.
It can be safely said that in some cases, the certification of completed work takes
up to 1-2 years. At the same time, the quality of services is not improving, ultimately,
an increase in receivables and payables was observed.
As of August 19, 2014, the state of indebtedness to service providers is 90 billion.
reached 100,000 rubles, and domestic debts for monthly salaries amounted to nearly 1
billion rubles.
There is no other view of the current state. After that, according to the instructions
of the leadership of the Ministry of Defense, a number of scientists and experts were
given the task of publicly pondering over this problematic situation and developing
appropriate solutions for ways out of it.
Without abandoning the outsourcing system (the issue of exemption from non-
specific tasks for the army worked), solutions to achieve its effective results began to
be sought.
"Oboronservis" holding will be completed with the existing 9 subholdings and
replaced by 4 subholdings that include construction and communal services, repair
production, trade and household services and supply, communication and
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telecommunication services. they spent After that, the holding was renamed "Garrizon"
JSC.
The existing subholding "Oboronstroy" was formed as a single subholding
providing construction and utility services. In the structural structure of this
subholding, in addition to housing and communal services, a single production and
transport logistics center was opened at the base of the "1470-material and technical
supply department" OAK.
This center consists of transport logistics complexes located in the districts, which
provide for the implementation of material supply and logistics directly in all districts.
The need for the creation of this structure arose due to the real situation in the
tactical training of the troops and the need to move troops, personnel, and material
resources from one area to another.
In general, the most important attention was paid to the unified management
system in the effective organization of the activities of "Garrizon" OAC in the quality
and timely implementation of material supply through outsourcing.
They included, first of all, the development of the issues of introducing a unified
approach to the use of material means and products.
The second was the issue of coordination of corporate organizations and their
activities within the corporate holding. The tasks of each subholding were clearly
defined, as well as a schedule of corporate activities for the reorganization of
"Oboronservis" was drawn up.
In December 2014, "Oboronservis" JSC was completely reorganized into
"Garrizon" JSC. In the course of the above reforms, no changes were made to the
personnel in the block of providing household services and catering. "Slavyanka" JSC
hotel services were handed over to "Garrizon" JSC "Voentorg" JSC.
In order to ensure the implementation of the Resolution of the President of the
Russian Federation dated January 24, 2013, in order to carry out a unified state policy
on the development, production, maintenance, repair and destruction of military and
special equipment developments. integration of repair structures and the Defense
Industry Complex was carried out.
Reforms in the organization of the subholding for the provision of communication
and telecommunication services were transferred from the main shareholder
"Voentelekom" OAC to "Garrizon" OAC.
Currently, the situation is fundamentally changing. A special investment block of
JSC "Garrizon" is being established. Enterprises of the investment block do not
implement state orders and, in their own way, carry out development activities
independently, not as a structural structure of the CEC.
Another unique aspect of this unit's activity is that it produces a strategy with
reasonable proposals for the leadership on the effective use of all assets and their
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rational use, without repeating the old mistakes in the organization of material support
of the Armed Forces. In addition, they will develop future plans for the use of the
material and technical equipment of the Ministry of Defense, which will be of
economic benefit, and make appropriate proposals.
As a result of the implemented reforms, significant positive changes in the volume
of work and its quality have been achieved in the outsourcing system of material supply
organization.
Up to now, up to 50% of the total work planned in the previous "Oboronservis" is
being carried out effectively up to 100% of the types of supplies received separately
through "Voentorg". That is, "Voentorg" JSC conducts activities on the types of
planned, promising, specific supply necessary for the Armed Forces.
The work carried out in 2014-2015 brought a positive economic result of about
22 billion rubles at the end of the year.
On March 11, 2019, the Minister of Defense of the Russian Federation, Sergei
Shoigu, spoke about the material supply outsourcing system at a meeting of the relevant
committee, emphasizing that the system does not justify itself in the activities of units
in combat situations. That is, the majority of units in combat operations were not fed
on time or completely (including the events of January 2022 in Kazakhstan). that
technical equipments that have occurred in the event were not provided with technical
services and repairs were not carried out on time, as well as the units providing
technical services of the Ministry of Defense are more than external executors brought
economic benefits as an argument. In addition, he said that there are also sectors of the
system that have justified themselves, and he specifically pointed to the housing and
communal sector as an example.
In conclusion, the experience of the implementation of the outsourcing system in
the Armed Forces of the Russian Federation shows that as a result of the transfer of
non-specific tasks and services to external resources in the organization of the
outsourcing system of the material supply of the Armed Forces, the troops In addition
to achieving a number of positive results from the point of view of combat training,
military and special training, the following negative results also occurred:
- increase in budget expenses;
- high level of corrupt structure, non-transparency of outsourcing enterprises and
their activities, and weak real control over their activities;
- low quality of service and a large number of joint ventures and their schemes in
the organization of outsourcing;
- increased indebtedness to outsourcers;
The main reasons for these deficiencies are as follows:
- an insufficient level of regulatory and legal framework;
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- excessive centralization of the management structure in service outsourcing
enterprises;
- slow speed and insufficient legal framework.
As a result of the fundamental reforms carried out to increase the quality and
efficiency of outsourcing services, by transforming Oboronservis OAC into Voentorg
OAC, the number of partner enterprises in the implementation of the outsourcing
system has decreased, the quality of service has increased, and prices have been
reduced. Significant economic savings were also achieved.
The work to be carried out in the Russian Federation in the future is being
continued by systematic monitoring by "Voentorg" OAC, and periodically analyzing
and developing proposals for existing problems and shortcomings. By carrying out
these works, in the organization of the material support of the National Guard through
the outsourcing system, it is possible to achieve the following in the future:
- attracting large investors in relevant fields;
- simplification of the existing contractual and financial system;
- allows to reduce the cost of services.
As for the essence of the experience of Western countries in this field, outsourcing
includes the full implementation of the provision of the Armed Forces at the expense
of third-party investment.
Military outsourcing services in Western countries
In the early 1990s, when bipolar military confrontations subsided and military
spending decreased, it occurred in the United States and NATO member countries.
Of course, the role of the private sector has gained special importance in
developing countries where outsourcing services have been established. In any country
where there is little state intervention and management in the economy, the private
sector has been the locomotive of the national economy.
Initially, outsourcing relationships developed in continental Europe, with the
French and Germans adopting these relationships in a limited way.
Since the 2000s, outsourcing services have been massively developed in all
European countries, even in African countries, where, within the framework of the
military industrial complex, troop transportation, material and technical support,
organization of communication services, training and issues of combat training became
one of the most important directions.
Outsourcing in foreign countries is distinguished by its special organizational
structure and the uniqueness of its implementation mechanism. That is, outsourcing is
a form of public-private partnership between the parties entering into a contract in the
course of mutual commerce.
To the question of what are the main differences and similarities between the
current state of the experience of the Russian Federation in organizing the material
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supply of the troops through outsourcing and the systems in foreign armies, first of all,
we will look at several examples of the foreign experience of improving the feeding of
military personnel through the outsourcing system. we will be able to consider as part
of the transition.
For example, in the United States, the Logistics Department of the Ministry of
Defense is responsible for the food of the military personnel of the Armed Forces.
Organization of meals is carried out by enterprises that have won on the basis of
relevant tenders. Armed Forces
Food matters in the Canadian Armed Forces are directly handled by the
Directorate of Logistics (J4). The civil business entities that won the open tenders in
the respective bases will organize the catering. Meals for military personnel are carried
out according to the established procedure in canteens consisting of officers',
sergeants', and privates' halls. According to some sources, the cost of one day's food
for one military serviceman in the USA and Canada is estimated to be around 8 US
dollars (67 thousand soums).
Today, in most kitchens in the British Armed Forces, private enterprises provide
outsourcing services based on contracts with the respective commanders of the military
units. Officers and non-commissioned officers eat separately in sergeants' canteens and
in officers' clubs. It is noteworthy that in the British army, personnel with special
knowledge capable of independently preparing food and service work in field
conditions are provided for in the organizational structure. For this purpose, they will
check the process of eating in the canteen for a certain part of the ground troops and
determine the proportional number of service personnel.
The process of feeding personnel in the French Armed Forces is carried out
through a network of state and private enterprises under the leadership of the State
Trade and Industry Organization "Economat Armed Forces". Contracts for 25-30 years
are concluded with enterprises on a legal basis. Free meals are provided to all military
personnel in military units, in barrack conditions, as well as to military personnel who
are on duty abroad.
In Italy, the provision of food to military personnel of all categories is organized
free of charge in the field at the expense of the Ministry of Defense. In everyday
conditions, only conscripts are fed free of charge. Regular and contract servicemen eat
at their own expense through canteens in the state of the military unit.
There are two main types of feeding in the Italian Armed Forces: one is by
bringing ready-made food to the military unit, that is, it is only necessary to heat the
food. Food delivery is carried out by local entrepreneurs. The second type is cooking
in the kitchen of a military unit, if the infrastructure allows cooking.
There is no need for a daily feeding system in this regard due to the established
contractual basis for the implementation of food supply in the Bulgarian Armed Forces.
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Feeding of military personnel in the Bulgarian Armed Forces is carried out by the
logistics division, which includes the activities of the enterprise that won the relevant
tenders, which is part of the cooperative joint during combat formations and field
exercises.
All military personnel working in combat military units, military schools and
training centers of the Armed Forces of Georgia are regularly fed in military canteens
of the respective state from three locations. Provision of food products and service in
the process of feeding is organized through an outsourcing system.
Conclusion
In conclusion, it is interesting to say that the modern trends of using external
resources in the implementation of material support of the Armed Forces are rapidly
expanding their scale and geography, as well as their positive results and importance.
It should be mentioned here that the analysis of foreign experience in the provision of
outsourcing requires the creation and continuous improvement of the organizational-
legal, institutional basis for the regulation of economic relations in this regard.
Based on the unique economic and social situation and conditions of each country,
relevant reforms will be carried out in priority areas. The military economy as a
component of the national economy is a complex of economic reforms aimed at
meeting the needs of the military in terms of increasing its combat capability and
providing it. activities should be analyzed and monitored.
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