Extractive activities are traditional for the Bulgarian economy and are part of the economic activity of the population since the establishment of the Bulgarian state. As an autonomous sector of the economy, they are approved after 1878. The initial extractive activities are carried out with the direct participation of foreign capital, mainly French, German and Belgian. The extraction of raw materials has always been among the priority economic areas. Not surprisingly with the first economic laws adopted by the Bulgarian Government is supported its development. A typical example in this respect is the law on the promotion of the local industry since 1909. Among the promotion activities are mining, metal industry, as well as the quarry and that for the processing of soil materials. The mining industry is an indispensable part of the structure of the Bulgarian economy, regardless of its transformations.
From the perspective of entrepreneurship, the geographical location is one of the important barriers/prerequisites for business development. Its role and place in the development of family entrepreneurship and the career development of young people has been relatively poorly studied. The aim of this paper is to provide an emperical research on the influence of the geographical location for starting entrepreneurial initiatives and career development. The object of this research are students having major or minor classes in the field of entrepreneurship from Albania, Bulgaria, Poland, Romania, Russia and Serbia. The subject of this research is on their attitude for career development in the field of family entrepreneurship and their geographical location. A standartised printed questionnaire has been used with Lickert scale for collecting the answers, translated into the national language of the respondents. The results are given in tables to compare the student intentions and outline their similarities. This paper could help the involved twelve universities to improve their teaching methods in a way their students to perceive the advantages of the geographical location and become part of the the regional entrepreneurs and companies.
The topic introduces within the field of operational management from the standpoint of its historical-evolutionary definition context. The essential aspects are clarified, and the levels of operational management are presented. The principles of operational management are formulated in a short, systematized form. The nature and types of production systems are clarified, as well as their main elements. Definitions regarding the production process, organization of the enterprise and its main subsystems, forms of organization of the production process, forms of arrangement of the production units in space are clarified, too. The recommended fields for identifying good practices in the organization of the production process are also defined. It has been presented the main links that need to be made in terms of good practices, derived in theoretical terms and their main contributions to the enterprise to achieve the desired results by applying the good practices.
The end of the 20th century was quite stormy and left its mark in all fields of human existence. Moreover, it faced the human race with new challenges and trials. One of them is the wholly change in the economic system of society. The Bulgarian economy was also not pass of such changes. They were accompanied by large and painful transformations and turbulence. One of the most affected areas was industrial production. Its restructuring, the emergence and overcoming of various asymmetry continues to this day. At the present time, when we talk about the “new Industrial Revolution”, the digitization of the processes in the economy, when the world switched to Industry 4.0 the problem with the construction of a modern and competitive industrial sector is even more topical. An important part of this sector is the “machine parts production” industry. Over the years it also underwent a number of dips and transformations, but managed to maintain its position and lead role in the Bulgarian industry.
The purpose of this chapter is to present the traditional methods used in operational man-agement. The methods described include benchmarking, outsourcing, Just-In-Time, kaizen, Total Quality Management, MRP I, MRP II, and core competencies developed in various periods of the 20th century to improve the planning process and efficient management of the flow of resources, goods and information. Benchmarking consists of comparing the processes and practices used by one’s own enterprise with those used in enterprises considered to be the best in the analysed field. Outsourcing means separating from the organizational structure of the enterprise some functions performed by them independently and transferring them to other entities for execution. Just-In-Time is used to reduce work in progress and inventory levels in production and warehouse processes. Kaizen and TQM are based on the continuous diagnosis and improvement of all elements of the company. MRP methods are based on computer systems and clearly defined, inter alia, the volume of demand, order fulfilment time and provide other data relevant to the company’s logistics system and its operations. Core competencies are company-specific skills that are difficult to copy or win over to competitors. The authors focused primarily on the presentation of the main goals, principles of operation, as well as the advantages and disadvantages of the selected methods in operational management.
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