qainarQainar Journal of Social ScienceQainar Journal of Social Science2958-72122958-7220Q University10.58732/2958-7212-2026-2-123-142qainar-581Research ArticleСтатьиУправленческий анализ бизнес-процессов нефтеперерабатывающего предприятияManagerial Analysis of Business Processes in an Oil RefineryКабаковаГ. Ж.KabakovaG. Zh.

магистрант 

Астана 

Gulzhan Zh. Kabakova – Master’s student 

Astana 

kabakova_gulzhan@mail.ruhttps://orcid.org/0000-0001-8513-2843ЕсмагуловаН. Д.YesmagulovaN. D.

к.э.н., профессор кафедры «Менеджмент» 

Астана 

Nurgul D. Yesmagulova – Cand. Sc. (Econ.), Professor of Management 

Astana 

nur7725@gmail.comЕвразийский национальный университет имени Л.Н. ГумилеваКазахстанL.N. Gumilyov Eurasian National UniversityKazakhstan20260107202652123142Copyright © Кабакова Г.Ж., Есмагулова Н.Д., 20262026Кабакова Г.Ж., Есмагулова Н.Д.Kabakova G.Z., Yesmagulova N.D.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://www.journal-kainar.kz/jour/article/view/581

В условиях высокой капиталоемкости, технологической сложности и зависимости от устойчивости логистических цепочек повышение операционной эффективности нефтеперерабатывающих предприятий требует комплексного управленческого анализа бизнеспроцессов, ориентированного на обеспечение социальной устойчивости и снижение организационно-управленческих потерь. Целью исследования является разработка комплексного подхода к управленческому анализу бизнес-процессов нефтеперерабатывающего предприятия, обеспечивающего выявление факторов, влияющих на операционную устойчивость и эффективность производственных процессов. Методологическую основу исследования составили методы стратегического и процессного анализа, включая PEST-анализ, модель Портера, SWOT-анализ и Business Model Canvas, обеспечивающие многоуровневую диагностику макросреды, отраслевого окружения, внутренней среды и бизнес-модели предприятия. Результаты исследования показали, что наибольшее влияние на устойчивость деятельности предприятия оказывают экономические факторы (1.48) и технологические факторы (1.13), при этом наиболее высокие оценки получили сезонность спроса на битум (4.80), критичность внеплановых простоев оборудования (4.80), надежность оборудования после модернизации (4.60) и государственные программы дорожного строительства (4.60). Ключевые ограничения операционной эффективности имеют преимущественно организационно-управленческий характер и проявляются в недозагрузке мощностей, логистических разрывах, внеплановых простоях и недостаточной согласованности межфункциональных процессов. Сделан вывод о необходимости интеграции инструментов стратегического анализа и принципов бережливого производства, направленных на повышение прозрачности бизнес-процессов, устойчивости логистического контура, качества управленческих решений и укрепление социально-экономической устойчивости функционирования предприятия.

In conditions of highcapital intensity, technological complexity, and dependence on the stability of logistics chains, increasing the operational efficiency of oil refineries requires a comprehensive analysis of business processes to ensure social sustainability and reduce organizational and managerial losses. The purpose of the research is to develop an integrated approach to the management analysis of an oil refinery's business processes, ensuring the identification of factors affecting the operational stability and efficiency of production processes. The methodological basis of the research was strategic and process analysis methods, including PEST analysis, Porter's model, SWOT analysis, and the Business Model Canvas, providing multi-level diagnostics of the macro environment, industry environment, internal environment, and the enterprise's business model. The results of the study showed that economic factors (1.48) and technological factors (1.13) have the greatest impact on the sustainability of the company's activities, while the highest ratings were given to the seasonality of demand for bitumen (4.80), the criticality of unplanned equipment downtime (4,80), the reliability of equipment after modernization (4.60) and government road construction programs (4.60). The key limitations of operational efficiency are mainly organizational and managerial in nature and manifest as underutilization of capacity, logistical gaps, unplanned downtime, and insufficient consistency in cross-functional processes. Findings concluded that it is necessary to integrate strategic analysis tools and lean manufacturing principles to increase the transparency of business processes, the sustainability of the logistics circuit, the quality of management decisions, and to strengthen the socioeconomic sustainability of the enterprise.

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The authors declare that there are no conflicts of interest present.