Object: the process of formation of strategic vectors of sustenance management of industrial enterprises. Purpose: substantiation and development of theoretical, methodological and practical principles for the formation of strategic vectors of sustenance management of industrial enterprises. Research methods: method of generalization of scientific experience and terminological analysis, systemic approach, analysis and synthesis, induction and deduction, statistical method of data processing, grouping method, system analysis, economic-mathematical modeling, expert method, abstract-logical, method of comparison and logical generalization , morphological analysis. Proposed: for the first time: a methodological approach to determining the optimal interval of multi-item order, based on an asymptotic approach to modeling changes in the internal environment for the purpose of taking into account the characteristics of demand for products, that let to define the optimal period between orders for multi-item delivery and reduce the logistics costs of the enterprise; a methodological approach to a comprehensive assessment of the sustenance of the enterprise considering the factors of production, namely capital, labor, land, entrepreneurship and information security; a methodological approach to an estimation of life support of activity of the enterprise at the expense of classification on goods-stimulants (S - stimulant) life support of activity of the enterprise and goods-destimulants (D - destimulant) and those which can be carried to an intermediate group they are goods-inert (І – inertia); improved: the essence of the concept of sustenance of the enterprise, an innovative management model of sustenance of the enterprise, which takes into account the innovation activity and innovation potential of the enterprise in order to form productive, market, organizational and innovation strategies to ensure optimal efficiency of innovation; a methodical approach to determining an acceptable retail option from potential representatives, which involves the use of the hierarchies method of T. Saati for optimal choice of management decisions on such indicators as: retail conditions, geographical location, image of the retailer, accounting automation, storage conditions, information security, store size / platforms; the conceptual and categorical apparatus on the essence of strategic management of sustenance of the enterprise; has been further developed: components of sustenance of the enterprise, covering all types of operation and factors of production (labor, land, capital, entrepreneurship and information), considering their providing, which allows the enterprise to interest customers in products, works and services and receive innovative, organizational, economic, financial, budgetary, social and environmental effects; a comprehensive model of sustenance of the enterprise, which includes factors of the external macro environment and factors of the internal environment, taking into account the main indicators of the model R. Quinn and R. Cameron (factors of production, structural development, creativity, staff development, competitiveness, etc.), which permits the enterprise to reproduce economic, social, financial, budgetary, innovative, resource effects; a method of assessing entrepreneurship, which considers both the personality traits based on a person's ability to achieve planned and specific goals in economic, labor, information, resource and social spheres of activity due to the desire to benefit from their initiative, diligence, ingenuity, independence, readiness to risk, creativity and innovation and as the "face of the brand" - which is a qualitative characteristic of the head of the enterprise; an integrated model of the principles of management of life support of enterprises, which includes two large blocks: administrative and organizational and organizational and social. The first includes: purposefulness, power principles, organizational principles, division of labor, departmentalization, hierarchy, the principle of optimal combination of centralization and decentralization of management. The second block, organizational and social, consists of interrelated principles, such as: taking into account the needs and interests of staff, discipline, motivation, fairness, unity of interests of staff and enterprise, the principle of efficiency and optimality, initiative, harmony of staff development; the system of measures for the formation of a rational system of strategic vectors of sustenance of the enterprise, which takes into consideration the innovation potential as the main component of the enterprise management system. Scope of use: industrial enterprises.
