Architecture of the management system for the efficiency of business processes of agricultural enterprises

The article substantiates the architecture of a system for managing business process efficiency in agricultural enterprises as an integrated structural and functional model that connects strategic objectives, process activities, resources, information and analytical support, digital technologies, performance evaluation, and managerial decision-making. The research aims to develop a conceptual and structural-functional approach to organizing the management of business process efficiency in agricultural enterprises, taking into account the specific conditions of agricultural production. The study applies a systems approach, analysis and synthesis, structural-functional modeling, process-oriented analysis, and conceptual generalization. The proposed architecture integrates strategic, process, managerial, information-analytical, digital, and development contours and establishes their functional relationships with the external environment, resources, stakeholders, and management results. A closed management cycle is established, which includes goal setting, formation of key performance indicators, process monitoring, performance evaluation, diagnosis of deviations and their causes, managerial decision-making, implementation of managerial influence, and subsequent process improvement. The results demonstrate that performance evaluation should not be treated as the final stage of management, but as an information basis for the next managerial intervention and a new management cycle. The scientific novelty lies in the conceptual integration of three interrelated components: the architecture defines the composition and relationships of the management system; the management cycle determines the sequence and logic of its functioning; and process maturity characterizes the enterprise’s capability to apply, integrate, and continuously develop the respective management mechanisms. This paper proposes a five-level process maturity model comprising initial, basic, managed, integrated, and developing levels. The model reflects the transition from predominantly reactive and functionally fragmented management to data-based, integrated, proactive, and continuously improving management of interconnected business processes. The practical significance of the research consists in the possibility of using the proposed architecture as a conceptual basis for designing and improving management systems, coordinating business processes, organizing performance monitoring, integrating digital and analytical tools, and supporting managerial decisions in agricultural enterprises. Further research should focus on developing a scientific and methodological toolkit to quantitatively assess the actual maturity and efficiency of business process management, identify strengths and weaknesses, and substantiate priority areas for improvement at the enterprise level.