Keywords
Abstract
Ushbu maqolada korxonalarda biznes jarayonlarini rejalashtirish va tartibga solishning zamonaviy usullari, ularning samaradorligi va iqtisodiy natijalarga ta'siri tahlil qilingan. Tadqiqot davomida rejalashtirishning an'anaviy va raqamli yondashuvlari o‘rganilib, ularning ishlab chiqarish unumdorligi, xarajatlarni kamaytirish va mijozlar ehtiyojini qondirishdagi farqlari ko‘rsatkichlar asosida solishtirildi. Shuningdek, xalqaro amaliyotda keng qo‘llanilayotgan BPM, Lean, Kaizen va ERP tizimlarining O‘zbekiston korxonalariga tatbiq etilishi imkoniyatlari ko‘rib chiqildi. Maqolada statistik ma’lumotlar asosida iqtisodiy samaradorlikni oshirishga doir tavsiyalar berilgan.
References
1. Thomas H. Davenport, Process Innovation: Reengineering Work through Information Technology (Boston: Harvard Business School Press, 1993).
2. Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for Business Revolution (New York: HarperBusiness, 1994).
3. Taiichi Ohno, Toyota Production System: Beyond Large-Scale Production (Portland, OR: Productivity Press, 1988).
4. Shigeo Shingo, A Revolution in Manufacturing: The SMED System (Portland, OR: Productivity Press, 1985).
5. Masaaki Imai, Kaizen: The Key to Japan’s Competitive Success (New York: McGraw-Hill, 1986).
6. A. Islomov, “O‘zbekiston korxonalarida biznes jarayonlarni avtomatlashtirish imkoniyatlari va mavjud to‘siqlar,” Iqtisodiyot va menejment 4, no. 12 (2020): 45–53.
7. Sh. Karimova, “Kichik biznes subyektlarida menejment tizimini zamonaviylashtirish zaruriyati,” Biznes va innovatsiyalar 3, no. 8 (2022): 22–30.
8. World Bank and United Nations Development Programme (UNDP). 2023. Digital Transformation in Uzbekistan: Current Status and Future Prospects. Tashkent: World Bank Office.