Modern logistics requires effective solutions for the optimization of intermodal transportation, providing cost reduction and improvement of transport flows. This paper proposes a multi-objective optimization method for intermodal freight transportation planning within the framework of sustainable service network design. The approach aims to balance economic efficiency and environmental sustainability by minimizing both transportation costs and delivery time. A bi-criteria mathematical model is developed and solved using the Non-dominated Sorting Genetic Algorithm III (NSGA-III), which is well-suited for handling complex, large-scale optimization problems under multiple constraints. The aim of the study is to develop and implement this technology that balances economic efficiency, environmental sustainability and manageability of operational processes. The research includes the development of a two-criteria model that takes into account both temporal and economic parameters of the routes. The optimization method employs the NSGA-III, a well-known metaheuristic that generates a diverse set of near-optimal Pareto-efficient solutions. This enables the selection of trade-off alternatives depending on the decision-maker’s preferences and specific operational constraints. Simulation results show that the implementation of the proposed technology can reduce the costs of intermodal operators by an average of 8% and the duration of transportation by up to 50% compared to traditional planning methods. In addition, the automation of the process contributes to a more rational use of resources, reducing carbon emissions and increasing the sustainability of transportation networks. This approach is in line with the principles of sustainable economic development, as it improves the efficiency of logistics operations, reduces pressure on infrastructure and minimizes the environmental impact of the transport sector. Route optimization and digitalization of transport processes can increase resource efficiency, improve freight flow management and contribute to the long-term stability of transport systems. The developed technology of automated planning of intermodal transportation is oriented to application in large-scale production systems, providing effective management of cargo flows within complex logistics chains. The proposed method supports the principles of sustainable development by providing a formal decision-making framework that balances transportation cost, delivery time and environmental objectives. Instead of optimizing for a single goal, the model enables the identification of efficient trade-offs between economic performance and ecological impact. Moreover, by generating multiple routing scenarios under varying operational constraints, the approach enhances the adaptability and robustness of freight transportation systems in dynamic and uncertain environments.

This study presents a systemic and causal model of integrated stakeholder risk management of industrial facilities under sustainable development conditions. This model allows us to analyze the main factors of stakeholder influence, namely personnel risks, conflicts, and behavioral economic factors on a scientific project. This method is based on the identification of stakeholders and determining the possibility of the presence in their activities or inaction of personnel risks, conflicts, and behavioral economic factors that can affect the success of the production of industrial facilities, as well as on the calculation of toxicity indicators for each stakeholder. This study presents information technologies for the integrated management of industrial facilities in the context of sustainable development and transition to a circular economy, which, under conditions of uncertainty, allow the manager of an industrial enterprise and his team to implement the methodology of integrated management of industrial facilities in the context of sustainable development and transition to a circular economy to ensure the successful and timely implementation of these projects to meet the needs of stakeholders.

In the conditions of globalization and development of information technologies, the competition of enterprises on national and international scales is significantly aggravated, which determines the importance of ensuring competitive advantages for any enterprise through innovation. In modern conditions, the effectiveness of innovation activity of the enterprise and, accordingly, its competitiveness depends primarily on the completeness and reliability of business information about the activities of counterparties and the conditions of the external environment. The value of informing about possible changes in the business environment has a manifestation through the prevention of tactical and strategic errors of enterprise management. Innovative development is the basis of competitiveness of modern economies, which provides the possibility of accelerated growth at macro- and micro-levels on the basis of creation and strengthening of intellectual potential in the global business environment. Despite the presence of significant conditions for qualitative changes on an innovative basis, the Russian Federation continues to be in a complex highly turbulent period of unstable growth. Therefore, the task of domestic economic science is to find mechanisms for the implementation of modern management of innovative development in the practice of enterprises in the Russian Federation, systematizing and developing its methodology. This requires an in-depth scientific study in the direction of searching for conceptual foundations for the activation of innovative development of enterprises to make a technological leap in the Russian Federation, in particular, on the basis of attracting breakthrough innovations, modern concepts of knowledge management, formation of relevant business models, management of high added value processes and the use of information and communication technologies in the digital space.

In the field of personnel management of enterprises, a modern approach is to organize the digital workspace of employees. However, often the implementation of information systems and digital technologies is carried out in fragments. In this case, local personnel management tasks are being solved, so the effectiveness of their use to achieve the strategic goals of the enterprise remains at a low level. The purpose of the research is to develop a set of digital transformation directions covering the entire personnel management system using the example of a manufacturing company. In forming a comprehensive HR management model, the authors used a systematic approach; the Canvas business model was developed, which allows them to display a vision of the company’s current position for making strategically important decisions. Business process modeling was carried out in BPMN notation, and methods for evaluating the commercial effectiveness of projects were used in the analysis of implementation results. The study proposes a set of digital transformation directions covering the entire personnel management system using the example of a manufacturing company. The low efficiency of the fragmented implementation of information systems to achieve the strategic goals of the enterprise is substantiated. These tools allow you to solve only individual local personnel management tasks. The authors have developed a model of the personnel management system of a manufacturing company, proposed possible directions for digitalization of the system, identified the main software elements that will be phased in during the organization of the employee’s digital workplace. Further, these changes are considered in the context of the HR Directorate departments. The practical significance of the study lies in identifying the positive effects that will accompany this implementation. The development and addition of new services and systems to the information architecture will form a unified digital ecosystem of the company.

Intelligent transport system (ITS) integration is not solely a technological task; its implementation also depends on organizational conditions, stakeholder coordination, professional competencies, data governance, and managerial decision-making. Existing intelligent-mobility research provides substantial evidence on governance, adoption barriers, stakeholder ecosystems, and sustainability-related outcomes, but these dimensions are less frequently integrated at the level of a specific road transport enterprise project. This study develops and preliminarily appraises an integrated stakeholder-risk model that jointly considers human-resource and organizational risks, conflicts, and behavioral decision factors in an ITS integration project. The 27-factor catalog originates from a previously published integrated risk framework and is independently corroborated in the present study against the project-management, organizational-behavior, behavioral-decision, and intelligent-mobility literature before being contextualized for ITS implementation. Seven external experts each assessed the same 27 predefined factors, producing 189 repeated factor ratings, 70 expert-nominated directed-influence records, and 35 ranked priority selections. Unproductive communication (0.650), insufficient technical and digital literacy (0.602), and interorganizational conflicts of interest (0.550) received the highest products of panel mean probability and impact ratings. Kendall’s coefficient of concordance for the probability–impact rankings was 0.528, indicating moderate rather than complete inter-expert agreement. An alternative aggregation based on the mean of experts’ individual probability–impact products preserved the composition of the five highest-priority factors. The theoretical contribution lies in integrating literature-corroborated organizational and behavioral risk constructs within a project-level stakeholder framework while explicitly distinguishing factor content support, expert prioritization, hypothesized influence links, and subsequent empirical validation. The practical contribution is a structured basis for identifying and discussing communication, competency, data-governance, and interorganizational coordination risks in ITS projects. No internal company data or observed schedule, cost, operational, environmental, or organizational outcome data were used; therefore, the study does not establish causal effects, intervention effectiveness, predictive validity, or demonstrated sustainability outcomes. These require subsequent testing using operational data from multiple ITS projects.