METHODOLOGY OF ENTERPRISE’S RESOURCE STRATEGY STRUCTURAL ELEMENTS: COMPETITIVE RATING

Introduction. The article deals with the basic structural elements of strategic planning at the motor transport enterprises, especially in the conditions of the international political processes related to the global crisis and the anti-Russian sanctions, which would affect the competitiveness and sustainability of enterprises. Such situation forces to look for competitive advantages sources in the composition of resources to determine the direction of investment, without which the way out of the crisis would drag on. It is impossible to retain competitive advantages for a long time by representing the existing speed of technology change. Therefore, the task of monitoring and rapid response to changing complex potential as a combination of various resources becomes urgent.

Materials and methods. Key competencies are found only by comparison with competitors in a wellorganized regional information system, capable of accumulating and providing business information on demand for the development of civilized business relations in the transport field. In addition, the process of the enterprise competitive rating monitoring as a structural element of the resource strategy methodology based on the integration-priority approach allows determining its key competencies.

Results. Basing on the factor analysis’ usage, the model, in which the final indicator (competitive rating of the enterprise) is decomposed according to the types of potentials, is presented. Consideration as a competitive advantage of enterprise resources’ type satisfies the idea accepted initially in the resource theory.

Discussion and conclusions. Technology monitoring of competitive rating implies the creation of the response center, which would control the indicators’ dynamic responsible for the complex potential magnitude.

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