Viacheslav Danyliuk

The aim of the study is to formulate the conceptual foundations for designing the architecture of a dynamic quality management system (DQMS) and to develop a multi-level model for its construction, which integrates data monitoring, early warning mechanisms, and controlled rapid response, ensuring continuous improvement and adaptability of the system. The article presents an analysis of the concept of dynamism in quality management systems based on the requirements of ISO 9001:2015, ISO 9004:2018, and ISO 31000:2018, and carries out a comparative analysis of risk management approaches, on the basis of which the key prerequisites for integrating the quality management system (QMS) of business organizations into the digital environment are identified. The hypothesis is put forward that the core of the DQMS shapes approaches based on early warning systems (EWS), business continuity (BC), and a closed-loop corrective and preventive action system (closed-loop CAPA), while digital tools include the Internet of Things (IoT) and comprehensive enterprise management information systems (ERP/CRM), artificial intelligence and machine learning (AI/ML) ensure loop controllability. The novelty of the study lies in transforming this core into principles, modules, and implementation steps through the creation of a multi-level model for constructing a DQMS. Consequently, the dynamism of the QMS is defined as the ability to adapt processes based on risk signals. Risk focus is compared across process, strategic, and organizational levels, and five prerequisites for integration are identified. The DQMS architecture is formulated as a linkage between the PDCA cycle, monitoring loop, and EWS parameters. A multi-level model has been developed that integrates context, data, EWS, CAPA, and BC, transitioning quality management from control to prevention. The theoretical significance of the study lies in refining the concept of DQMS and its principles as a mechanism for data-driven improvement. The practical significance of this work lies in using the DQMS model as a «roadmap» for configuring monitoring, early warning, and response in business organizations. The value of the study is determined by integrating PDCA, EWS, BC, and CAPA into a recurring management cycle, as well as by highlighting the role of decision-making culture and staff responsibility in the QMS. A limitation is the theoretical nature of the work. Future research prospects involve the empirical validation of the model, the development of QMS maturity metrics, and the evaluation of economic impact.

The problem of redesigning the supply process is caused by the not optimal number of sub-processes, numer of participants, high order fulfillment delays and high supply costs. Business process reengineering is a strategic approach to managing an organization, which involves a thorough analysis, restructuring and optimization of business processes in order to ensure the effectiveness of the business organization. Product supply chain management is an important element of any organization's activity and significantly affects its profitability and competitiveness in the market. Supply chain process reengineering can help an organization reduce costs and improve customer service, which will have a positive impact on its reputation and market position. The expected results of such reengineering are: reduction of time for processing orders and delivery of products, which makes it possible to speed up processing and delivery of products and ensure more efficient use of the organization's resources, reduce the payroll; increasing the accuracy and correctness of product packaging, which allows reducing the volume of damaged products, as well as reducing the time required for packaging; reducing the number of delays in the delivery of products, which allows to ensure a higher quality of service and reduce the risk of negative impact of delays on the reputation of the organization. The costs of implementing a supply chain reengineering project can range from 1% to 5% of the organization's total turnover. At the same time, it is also important to take into account the costs of purchasing technical equipment, software, personnel training, as well as possible costs of infrastructure changes. The costs of implementing a supply chain reengineering project can be justified by increasing the efficiency of the organization's activities, reducing the costs of supplying products, as well as increasing the level of customer satisfaction and the level of competitiveness of the organization.

The article is aimed at distinguish the peculiarities of the process of management of sales activities of business organizations working in agriculture, processing industry, engineering, trade, light industry and service sector, and identifying specific aspects arising at the junction of sales management and other functional spheres of business organization management. A number of universal principles for any business organization that should be taken into account in the process of forming a general strategy and planning and implementing sales management is provided. Specific features of construction of channels for distribution of finished products in business organizations of different activities are analyzed. The main aspects of interaction of business organizations with other subjects of sales activity are considered and recommendations on its more effective organization are made. It is defined that the main methods of product promotion to achieve the goals of the sales subsystem in the process of sales management are: advertising, sales incentives and personal sales. The main differences in the work of the sales subsystem of business organizations of different industries are identified and the peculiarities of sales management are singled out. It is shown that a feature of sales activities of business organizations in the service sector is the use of a zero sales channel, but for the vast majority of engineering business organizations it is important to operate a «marketing center» organized on a functional principle, the purpose of which is to interact with all departments of the business organization, and for industrial business organizations in which the supply of products to the place of sale depends on the location of production, it is crucial to comply with such conditions as achieving maximum satisfaction of the consumers’ needs and optimizing the cost of supplying products.