Project Management Regarding the Implementation of the Energy Strategy of Business Entities in the Agri-Food Sector

Under the given conditions of development, for more effective implementation of the strategic set of agricultural enterprises, it will be expedient for him to implement a competitor's strategy of cost leadership. Thus, in order to implement a competitive cost leadership strategy, an agri-food business entity must fulfill the following conditions: implement energy-saving and resource-saving technologies, including through the purchase of modern equipment and machines; to form, if possible, a direct sales channel of its products to the final consumer. Fulfillment of this condition will avoid the influence of intermediary organizations in the form of wholesale enterprises on the price of products for buyers. This will make the products of agro-food business entities more accessible and more competitive; move production facilities, if the nature of production and processing allows, as close as possible to consumers; to concentrate efforts on the most demanded agricultural products (preferably on two or three species in the field of crop production and on two species in the field of livestock); to achieve a greater economic level of vertical integration compared to the main competing enterprises. In general, the proposed competitive strategy of agri-food business entities should be aimed at increasing the market share, strengthening the company's competitive advantages, which is the goal of the market strategy of agri-food business entities for the future. Currently, the most common strategic alternative is limited growth. This strategy is characterized by the determination of future goals based on the achieved ones, but adjusted for inflation. Limited growth is characteristic of agricultural organizations with static technology, which are also agricultural enterprises. This strategy is the least risky based on the company's financial and production indicators. An equally important aspect of the implementation of a strategic set of agricultural enterprises is the formation of an effective system of strategic management at the company under study. But, at the same time, today's conditions require quick decision-making with a strategic orientation, so the next step is to determine the effectiveness of the proposed measures. When forming a strategy for socio-economic development of the agro-food sector, the following tasks are important: determination of the main vectors of development; establishment of directions for improvement of the market infrastructure; determining the optimal dynamics of development; formation of structural and investment policy; substantiating directions of social development, ensuring the level of growth and improving the quality of life of rural residents; justify directions of interregional and foreign economic relations.