UDC 338
DOI: 10.36871/2618-9976.2023.06.005
Authors
Yury A. Malyukov,
Candidate of Technical Sciences, Russian State University named after A.N. Kosygin (Technology.
Design. Art), Moscow, Russia
Alexey O. Nedosekin,
Doctor of Economics Sciences, PhD in Technical Sciences, Academician of IAELPS, Institute of Financial
Technologies, Saint-Petersburg,
Russia
Zinaida I. Abdulaeva,
PhD in Economic Sciences, Associate Professor, NorthWestern
State Medical University
named after I.I. Mechnikov, SaintPetersburg,
Russia
Abstract
This paper describes the process of analyzing industry resilience
using the strategic matrix model of 4x6. It presents the main
measures at the government level that can contribute to the restoration
of industry resilience in the event of unfavorable impacts
such as military, natural, or technological incidents.
Methods. The 4x6 matrix is an oriented graph, with nodes representing
the matrix indicators distributed across the matrix cells,
and edges representing the links between indicators. The model
is dynamic and positioned in discrete time, with the unit
of measurement being a year. The matrix models the industry
as a cybernetic system with positive and negative feedback
loops. Negative feedback loops are generated based on antirisk
management results. Positive feedback loops arise in two ways:
a) reinvesting net profits in business and increasing equity;
b) proactive decision making.
Results. The paper presents a simple example of an industry matrix
consisting of 15 indicators connected by 22 links. It demonstrates
the antirisk
and proactive management of industry resilience
by the state, through publicprivate
mobilization partnerships
(PPMP). The paper examines the positive impact of the following measures on industry resilience: a) price regulation;
b) return industrial mortgage; c) government supply chain factoring;
d) government leasing.
Discussion. The relationship between efficiency, resilience, risks,
and opportunities is ambiguous. It is necessary to research the
optimal zones where an acceptable value of all four factors can
be preserved at the same time. Resilience is lost in both positive
and negative senses; progress occurs in leaps, and new qualitative
heights in business are achieved through repeated growth
of all types of risk accompanying that business. In this case, stabilizing
measures can hinder reaching new heights.
Conclusion. The proposed modeling technology allows for the
analysis of interindustry
interaction, including the creation
of interindustry
syndicates (clusters).
Keywords
Industry economic resilience, XNUMXxXNUMX matrix, Unfavorable impacts, Matrix aggregate calculator (MAV), Balanced scorecard (BSC), Public-private mobilization partnership (PPMP), Antirisk/ proactive management of resilience