Goal-Setting in the Management of an International Logistics Company

Abstract

The article explores the concept of a goal as the fundamental reason for the creation and functioning of a system. A clear understanding and articulation of this central category in contemporary management is essential for evaluating and making economic decisions. The necessity of constructing a "goal tree" within an enterprise to achieve higher-level goals is substantiated, and an example of goal reduction is provided. It is demonstrated that achieving higher-level goals requires the attainment of subordinate, localized goals. It is recommended that managers also develop a "resource tree," with each "branch" subject to potential constraints. Each organization leader, together with subordinate managers in relevant departments, should engage in goal-setting and goal verification. The article presents a strategy development process for achieving goals as a pathway to desired outcomes. A practical case of building a goal system in a large logistics company is presented. A detailed scheme of the company's goals is provided, along with an explanation of the roles of different management levels in goal formulation and justification. The article also reviews challenges and risks associated with goal implementation and identifies potential risk factors. Finally, it emphasizes the dependency of effective goal-setting on the accuracy of informational resources, particularly in the context of business digitalization.