This article is introduced into the perspective tendencies of the digital transformation of chemical enterprises which allow to improve the process of managing enterprises of the branch. Presented the algorithms of managing and technological information processing based on deep neural network apparatus. New approaches to data processing known as video analytics are applied; it allows to automate the registration process of visual data at chemical enterprises and reduce the impact of the human factor on the objectivity of the decisions. The worked out algorithmic structures of managing and technological information processing allows to carry out the identification of hidden regularities there and ensure the effective achievement of goals at chemical enterprises.

The modern production of weapons, military and special equipment is characterized by a high level of material and science intensity, the involvement of a large number of scientific and industrial organizations in the production process, the geographical remoteness of enterprises from each other, which requires the improvement of existing management mechanisms. External political instability as well as the ongoing change of technological structures in the economy also complicate the production activities of enterprises of the defense industry. The article analyzes the problematic issues of managing the cooperative interaction between defense industry enterprises, caused by the development of forms of inter-factory cooperation in the manufacture of weapons, military and special equipment, and also identifies guidelines that make it possible to effectively plan and coordinate the production activities of all actors involved in the implementation of the State Defense Order. As part of the study, a comparative analysis of the functionality of automated production process management systems used by defense industry enterprises has been carried out, which made it possible to identify a list of cooperation management tasks not covered by existing systems. Based on the results of the study, an automated information system for managing inter-factory cooperation has been proposed, the implementation of which will create a single information and analytical space for all participants in the manufacture of samples of weapons, military and special equipment. The article presents a conceptual scheme of this system, describes its functionality and main users. The structure of an automated management system for inter-factory cooperation is described, which consists of six modules: defense industry enterprises logistics, planning the production of samples of weapons, military and special equipment, defense industry enterprises' production capacity management, contracting management, normative reference data, the integration of the system with ERP-and PLM-systems of enterprises and departmental information systems. The article outlines the practical significance of the proposed digital management tool, describes the management tasks solved on its basis, and the expected effects of its implementation in the defense industry.

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This article is devoted to the development of a model for enhancing the development of the mineral fertilizer industry, which involves the use of a sequentially-parallel approach to implement state support measures and digital transformation of enterprises in this industry. Currently, there is a growing influence of Industry 4.0 and digital technologies on enterprises of the mineral fertilizer industry. These enterprises are of strategically important economic interest for the national economy, as they are objects whose hallmarks are their large-scale, high-tech, high level of dependence on environmental conditions. An analysis of the level of development of the mineral fertilizer industry made it possible to identify a high level of export orientation of the products of enterprises in this industry. The digital transformation of the mineral fertilizer industry is currently hampered by the one-sidedness of the adopted state programs for the development of the industry, which are based on an extensive increase in production capacities that can gradually solve the problem of physical deterioration of fixed assets, but which does not provide an effective institutional environment that stimulates the creation of innovations and the introduction of digital technologies. While the experience of leading countries indicates that the implementation of the Industry 4.0 concept, aimed at the widespread adoption of digitalization processes, can increase the organization’s innovative potential and ensure the world level of competitiveness of mineral fertilizer products. A model for enhancing the development of the mineral fertilizer industry is proposed, based on the use of a sequentially-parallel method in the development and implementation of a set of measures, the implementation of which covers all levels of management both to create and maintain a favorable innovative climate in the framework of macroeconomics as a whole, and to develop the interaction of participants in the industry level and at the level of industrial enterprises themselves.