Modern opportunities for introducing digital technologies for enterprises of all industries in the Russian Federation are constrained by the fact that most software products have been developed for certain areas of functional blocks of work: corporate document management systems (with weak industry-specific support in relation to vehicles), accounting, finance and credit, personnel records management. With the displacement of management links by digital points for collecting, analyzing, evaluating and solving problems of optimizing routes, cost of services, calculating the level of logistics services with the subsequent search for the most effective alternatives, the management structure is not only rationalized, it is undergoing some transformation, both of regulations and the complete elimination of direct structural departments of management. In the future, when ubiquitous digital support for management functions only one chief specialist can remain from specialized management services. Therefore, the most important condition for digital transformation at motor transport (MT) enterprises should be integrated control systems based on automation, robotization and digitalization of most processes, which can be delegated to the plane of computerized execution in the field.

The theory and practice of management in the Russian Federation continues to transform and adapt in the context of the economic crisis and a high degree of uncertainty of external factors for enterprises of all industries and forms of ownership. The activity of a leader in an organization is associated with overcoming the problems of internal variable factors, the change of which is most often due to threats and the impact of the external environment. The classical postulates of management theory have been mastered and applied for a long period, but modern conditions of domestic enterprises require the development of new ones, simplification of complex ones and the addition of working methods to work with situations that help managers and specialists in achieving their goals and objectives. In this regard, the application of the most well-known approaches in management is analyzed, an additional application of the personal approach is proposed, and its management rationale is given. Management at agro-industrial enterprises has specific features that are determined by characteristics of agriculture and problems of the national economy. Management activity at agro-industrial complex enterprises requires from managers high professionalism, great practical experience, selfless work, dedication to work and this industry. The developed approach will make it easier to carry out goal-setting, personally consolidate functions and tasks, delegate them according to the personal factor and the best performance, show a mixed management style focused on relationships and strategic goals.

The purpose of the work was to generalize approaches used in creating maps of business processes at agro-industrial complex enterprises and the possibility of structural-branch formation of a model in sequential visualization of stages and all types of work for the main and auxiliary types of production for these organizations. Methods included analysis and synthesis, induction and deduction, abstract-logical and statistical methods, fundamentals of the scientific organization of labor by A.K. Gastev, E. Deming's decision-making methodology and T. Buzan's mind maps. Result and scope: the formation of a map of business processes by industry and in conjunction with all levels of management allows managers of small enterprises in the agro-industrial complex to strengthen control over the main and indirect problems, blocks of production and services, eliminate duplication in management and other operations, optimize linear-functional connections in the management structure. The use of operation modes with the creation of business cards based on achievements of management science and time management can and should be carried out on the job in the form of a continuous form of training. Scientific novelty concerned adaptation of methods and graphical techniques for working with goals, business processes, management solutions in small enterprises of the agro-industrial complex, where there is no position of a business process manager in the staff, but it is possible to use functional specialists and managers in their work to improve labor productivity and increase its efficiency by all categories of workers. Creation of a general model of business processes at an agro-industrial complex, linking all the necessary operations by industry into a single complex, creates a detailed layout of a software product for future developers of automated control systems and the introduction of digitalization, which can serve all processes in the enterprise continuously, efficiently and with better quality.

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The motor transport industry, along with others, has its own characteristics and rates of development in Russia and abroad. Management, as a science, is also based on relevant types: strategic, innovative, anti-crisis, financial, production and many other varieties of it, which form the appropriate management vectors in the organization based on functional or problem blocks of its activities. Most of the theoretical research is not used by specialists and managers in practice, noting the isolation of problems solved by fundamental science and fixed real situations that take place in the native industry. On the one hand, the problems relate to all areas, business processes, enterprises of many forms of ownership and complexes of the national economy: in relation to maximizing profits and improving reputation, maintaining a high level of quality, work, services, innovation, further development and building up strategic potential. It becomes more difficult to fulfill the above priorities and sub-goals in the conditions of crisis response, staff reduction, minimization of costs for the development of innovations in the economic activities of Auto-Transport Enterprises (AT enterprises). Business processes are a set of interrelated works performed in an organization to create a product, goods and services of high quality that are in demand among consumers. It is also necessary to take into account the concepts that consider business processes as the most important resources of the enterprise, the management of which becomes the area of control and influence from outside and ordinary performers. [1, 2]