Specificity of using key performance indicators for performance business management system processes’ assessment

The history of the origin, essence and experience of using «Key Performance Indicators» in relation to the assessment of the enterprise as a whole and individual processes of the management system are reviewed. It was shown that the choice of indicators and their quantitative values directly depend the direction of the enterprise and its strategy and evaluation of the effectiveness of business processes of the organization is based on the results of achieving the goals formed by the organization for these processes. It has noted that the formation of KPI processes and the development of processes should go in parallel. It was proved that the development and implementation of the KPI system in the organization are accompanied by some difficulties, which include, first of all, the human factor (low interest of management or staff), the need to define goals, limited deadlines, lack of necessary documented information etc. It was revealed that the development of KPI processes of the business management system is an essential requirement in accordance with the requirements of ISO/TS 22163:2017. The main approaches to the development of key performance indicators in accordance with the requirements of GOST R ISO 9004-2019 and ISO/TS 22163:2017 were defined, the key performance indicators of the enterprise producing products for the railway industry were formed on the example of the «Tender Management» process.