This article develops a comprehensive methodology for assessing the development level of railway manufacturing enterprises. The study is grounded in the Industry 4.0 paradigm, digital transformation, and sustainable development concepts. The Integral Development Index (IDI) methodology encompasses six criterion groups production efficiency, financial stability, innovation activity, digital transformation, human capital, and environmental sustainability. Quantitative and qualitative indicators are defined for each group, with weight coefficients determined using the Analytic Hierarchy Process (AHP). Approbation results are presented using Uzbekistan's railway industry as a case study
This study applies the Analytic Hierarchy Process (AHP) to evaluate and prioritize export development strategies for Uzbekistan. The methodology incorporates national strategic priorities outlined by the President, government policy documents, and the opinions of expert economists and senior officials. Based on this foundation, relevant criteria and their weights were derived. The analysis identifies enhancing product competitiveness as the top strategy, with significant implications for national policy.
This article examines the system of factors determining the effectiveness of financial resource management in higher education institutions. The expansion of higher education enrollment, changes in the proportion of government-funded and tuition-based financial resources, and the growing need to finance research and innovation activities require a qualitative improvement in financial management. The purpose of the study is to systematize the factors affecting the formation, allocation, and control of financial resources and to develop an integrated assessment methodology. The research applies a systems approach, comparative analysis of regulatory and legal documents, the indicator method, the Analytic Hierarchy Process (AHP), normalization techniques, and sensitivity analysis. The findings classify the influencing factors into five interrelated groups: the institutional and regulatory environment, diversification of funding sources, the quality of internal financial management, the efficiency of resource allocation, and transparency and financial risk management. Based on these groups, a Financial Resource Management Efficiency Index for higher education institutions is proposed. The index can be used to diagnose the financial sustainability and development potential of higher education institutions, identify priority expenditure areas, and improve the quality of managerial decision-making. The research findings may also be applied in developing medium-term financial plans, introducing responsibility centers for budgetary and extra-budgetary funds, and establishing internal financial monitoring systems
