АУДИТ ФУНКЦИЙ ДИРЕКТОРОВ РЕГИОНАЛЬНОЙ РОЗНИЧНОЙ ТОРГОВОЙ СЕТИ
Authors: Валеева Ю.С. , Кочнева Н.В. , Багрова Е.А. , Абдрахманова Д.Р. 
Published: February 2025

В статье представлены результаты исследования выполняемого функционала директоров региональной розничной торговой сети продовольственных товаров. Основные методы исследования: фотография рабочего дня, анкетирование, метод сравнения и синтеза. В рамках проводимого аудита выявлены ключевые функции, которые являются необходимыми для выполнения основного функционала менеджмента торговой организации. В статье представлены выявленные несвойственные функции и затрачиваемое на них время у директоров магазинов сети. Сформулированы общие функции, которые необходимо регламентировать для организации рабочего дня директоров торговых сетей. Представленные результаты нашли практическое применение при разработке должностных инструкций менеджмента торговой сети и регламентации рабочего времени и выполняемого функционала.
Introduction. The role of retail outlet directors of network organizations has been growing, thus expanding the opportunities for providing customers with personalized services and meeting the quality standards for retail chain services as regulated by the organizations. The work of directors as top managers of retail trade networks shapes the company development strategy and managerial decision-making aimed at organizational gaps and their optimization through business processes reengineering. The main purpose of the study was to conduct an audit of the functions performed by store directors of a retail chain, as well as to develop workflow regulations to ensure effective implementation of trade and technological processes. The regional retail chain Pestrechinka was selected as the object of the research. The Pestrechinka holding applies closed-loop manufacturing. The key research methods included working day photography, questionnaire survey, methods of comparison and synthesis. Observation of the work of three store directors was carried out: Director of Store № Z (store format – self-service), Director of Store № M (store format – self-service), and Director of Store № Y (store format – self-service). Concurrently with monitoring the directors’ activities, operations of the other store employees were observed in order to determine their actual functional and estimate the time spent by all personnel of the stores on performing their key functions. Inefficient use of the working time of the retail store directors was noted, since as up to 70 per cent of the time was taken up by working on a computer making reports and necessary requests for supply of goods. Insufficient amount of time was allocated to interacting with customers or going to the shop floor, which is inconsistent with the implementation of the client-oriented approach. Conclusion. Based on the analysis, it was proposed to organize training for store directors of the retail chain in question to improve work performance, as well as run a series of training sessions to foster effective interactions with customers and organize work within the team. The results obtained formed the basis for the development of job descriptions for the directorate of the regional retail chain.