The dissertation is devoted to deepening the theoretical and methodological foundations and developing practical recommendations on the mechanism of strategic management of the development of a transport enterprise.
Based on the results of the research, it is proposed to supplement the list of factors limiting the implementation of strategic management the development of transport enterprises in the context of a full-scale war on the territory of Ukraine and the challenges for transport enterprises in this regard.
The various methods considered made it possible to form a model of strategic management of the development of transport enterprises, which is based on the dynamic change of external factors, making effective management decisions taking into account specific industry conditions for doing business.
The analytical and diagnostic assessment of the functioning of the transport industry in Ukraine shows a general downward trend in freight turnover by all modes of transport. The growth rate in 2020 was 81.7% compared to 2019, which is 18.3% less; the growth rate in 2021 was 99.8% compared to the previous year, due to the impact of the Covid-19 pandemic. Monitoring of the freight transportation market in Ukraine in 2022 shows that the consequences of the war, which affected supply chains, reduced the share of rail transportation, reduced investment, increased economic and political uncertainty, and human capital outflow.
The author's own definition of the concept the mechanism of strategic management the development of a transport enterprise as a comprehensive set of tools, methods and processes aimed at selecting, developing, planning, implementing and controlling the development strategy of a transport enterprise with a view to achieving long-term growth of economic activity parameters in both the external and internal environment is proposed.
A mechanism for strategic management of the development of a transport enterprise has been formed, which includes the goal, management tasks, organizational processes, management functions, management technologies, management methods, rules, procedures and regulations in force in the internal environment. Unlike the existing ones, it takes into account the strategic level of development of the transport enterprise and is based on the enterprise development plan. Based on the analysis of changes in the political situation in the country associated with Russian aggression and intensification of Ukraine's European economic integration, as well as on the generalization of the goals of European and domestic transport strategies and changes in transport and logistics technologies, the author has developed a «goal tree» of a transport enterprise by components of sustainable growth.
The theoretical and methodical provisions for substantiating and determining the composition of the strategic potential of enterprise have been improved. It is proposed to use nine structural elements of the strategic potential of a transport enterprise, namely: production potential, labor potential, innovation potential, marketing potential, financial potential, target potential, consumer potential, supplier potential, and competitive potential.
The methodical approach to assessing the strategic level of development of a transport enterprise has been further developed, based on the use of a generalizing coefficient of the strategic potential of an enterprise, which allows determining the compliance of the studied category with the level of strategic development of a transport enterprise and relevant proposals for choosing an effective strategy.
A scientific and practical approach to the implementation of a mechanism for strategic management the development of a transport enterprise is proposed, based on the priority goals of the enterprise in terms of the components of sustainable development (economic, social, environmental) in accordance with two possible scenarios of the current economic situation: martial law and post-war reconstruction, which allowed to offer practical tools for the management of transport enterprises.
The priorities of strategic goals for a transport enterprise during the period of martial law and the period of post-war reconstruction are determined by the method of hierarchy analysis. On their basis, the optimal strategic alternative for the group of the studied enterprises in the two mentioned periods was selected. The author has identified a set of strategic alternatives for analysis, which includes the following strategies: С1 – «limited growth strategy»; С2 – «concentrated growth strategy»; С3 – «diversified growth strategy»; С4 – «integrated growth strategy»; С5 – «combined strategy».
