THE ROLE OF OPERATIONAL PROCESS EFFICIENCY IN ENSURING LONG-TERM COMPETITIVENESS AND STRATEGIC BUSINESS DEVELOPMENT

Abstract

The article examines the role of operational process efficiency as a key factor in ensuring the long-term competitiveness and strategic development of enterprises. It is substantiated that amid intensifying competitive pressure and the digitalisation of the economy, operational activities acquire a strategic dimension, transforming from a purely technical function into a systemic instrument for building sustainable market advantages. The essence of operational efficiency is revealed as a comprehensive economic characteristic reflecting the degree of business process effectiveness in relation to resources consumed, time expended, and the quality of outputs achieved. Six key groups of factors influencing the efficiency of operational processes are systematised: technological, organisational-managerial, resource-based, human capital, information-analytical, and standardisation (regulatory-normative). The corresponding tools and performance measurement indicators are defined for each group.

Drawing on an analysis of contemporary domestic and international scholarly works, a statistically significant positive correlation between operational efficiency and enterprise competitiveness is confirmed. It is substantiated that the optimisation of operational processes delivers reductions in unit costs, improvements in product and service quality, enhanced responsiveness, and the capacity to compete across the strategic dimensions of differentiation and innovation.

As the principal scientific contribution, an original model is developed – the Agile Cycle of Operational Efficiency in Strategic Business Development – comprising six sequential stages. The model synthesises the PDCA, Dynamic Capabilities, and Agile management frameworks, embodies the principle of iterative-spiral improvement, and incorporates institutionalised transition criteria between stages. Its fundamental distinction from classical approaches lies in the integration of a strategic management contour – encompassing competitive position assessment and operational model modernisation – which ensures an organic alignment between the operational and strategic levels of enterprise management.