Business processes through a mechanism to increase their efficiency in industrial facilities based on outsourcing

: the study of problems associated with the dynamics and fluctuations of the economic environment requires the continuous development of the project, which is a complex and multifaceted phenomenon that has identified many unresolved problems, especially in light of crises. The choice of other business processes for outsourcing is an important problem, the solution of which depends on the efficiency of the development of industrial enterprises. They require continuous development and improvement of the system for organizing the activities of the enterprise, the development of new, progressive management forms and methods that can reduce and reduce the impact of negative factors on its development indicators. This is especially true for industrial enterprises. The problems of low competitiveness of industrial enterprises, limited resources for their effective performance, low level of human resources require changes in economic activity using effective management methods, high efficiency of business processes and increased competitiveness of business entities, which should become the basis for the formation of new models of economic activity of industrial enterprises on The basis of the composite model is the selection of the optimal outsourcing, which provides an increase in the efficiency of the production process of the industrial enterprise.


Introduction
The current stage of economic development is characterized by a constant increase in competition and instability in all areas of activity .
Firms, wanting to improve their activities, reduce the number of jobs performed in industrial enterprises. These features determined the need to develop new approaches to effective quality management for the development of industrial enterprises .
By ensuring the smooth functioning of the internal structure of enterprises and organizational changes aimed at adapting an industrial enterprise to the effects of the external environment. Outsourcing has become one of these forms, the economic core of which is the system of relationships that arise when the client company transfers some of its activities to specialized companies on the basis of long-term contracts.
Nevertheless, the market for outsourcing services is only gaining dynamic development, and the need for scientific research is becoming more and more urgent, with the aim of creating theoretical and applied foundations for organizing the outsourcing of business processes in industrial enterprises. In addition, the lack of theoretical and practical developments in this field, and the impossibility of practical use of many of them determined the choice of research direction.
Based on the analysis of literary sources, it can be concluded that a lot of work has been devoted to the development and management of an industrial enterprise and the problems of using outsourcing. Paying tribute to the significant scientific heritage of scientists, it should be noted that the development of methodological support for assessing the effect of using outsourcing services in an enterprise is not given due attention, which justifies the relevance and choice of this topic. The essence of the concept of outsourcing lies in the transfer of the execution of enterprise processes to specialized performers to provide strategic advantages. Strategic advantages can be: the ability to focus on key competencies, the most rational distribution of fixed assets, saving current resources, access to the latest technologies, the ability to attract highly qualified specialists, increasing the speed of entering new markets, etc. In a strategic perspective, the use of outsourcing is aimed at gaining a strong position in the market, which, in particular, is expressed in creating a positive image of the enterprise, expanding the circle of consumers, maintaining longterm business relations with contractors [1, p. 122].

Literature review
Outsourcing always means participation in the performance of corporate governance functions that specialize in a particular type of activity [2; 3]. When deciding to use outsourcing, an enterprise sets itself goals such as improving quality at constant production costs; price reduction while maintaining the current level of quality by reducing produc-

Research Methodology.
Production outsourcing of business processes is divided into outsourcing of the main business processes and outsourcing of auxiliary business processes, which allow you to more specifically represent and more accurately highlight business processes [6; 8]. Production outsourcing by type is divided into outsourcing of the main production and outsourcing of auxiliary production [9, p. 88]. The implementation of the outsourcing process in an enterprise provides for such sequence of stages in Figure 1. After analyzing the essence of the proposed approaches, we believe that the considered procedure for implementing the stages of business processes does not include the definition of key competencies and bottlenecks in the enterprise.
In the case of independent research by the enterprise, it should be carried out in the following areas: analysis of the potential of the outsourcing services market in order to meet the demand for the performance of the function in the required volume; analysis of the possibility of forming a competitive market for outsourcing services for the performance of a function; clarification of the market value of functions transferred to outsourcing; forecast for the development of the outsourcing services market .
The general model for choosing the optimal outsourcer is as follows in Figure 2.

Results
As part of the work at this stage, it is necessary to develop a plan for organizational, structural and other administrative changes related to the transfer of activities to outsourcing, and appoint responsible persons for resolving technological issues within the framework of the outsourcing contract, for interaction with the outsourcer.
The result of the work at this stage will be a decision to make changes related to the transfer of the function to outsourcing. At the end of this stage, the optimization of Such an assessment should be carried out taking into account both explicit savings (due to a reduction in resource consumption) and hidden savings, primarily associated with a reduction in the number of objects of management and control. At the same time, when making a positive decision on the transfer of a particular function to outsourcing, it is important to remember the need for ongoing monitoring of the effectiveness of outsourcing.
Depending on the results of the assessment, it is possible either to continue monitoring the outsourcing activities or to terminate the outsourcing contract.

Conclusion
In general, the above model for evaluating the effectiveness can be used for a wide range of outsourcing agreements based on the possibility of its modification and distribution and customization to assess the effects of outsourcing agreements of any types of services, through the implementation of successive stages: analysis of factors of external development of an industrial enterprise; search for a reference enterprise; evaluation of options for improving production processes in terms of quality, effectiveness and efficiency.