Topically. In the context of the globalization of the global economy, competition between countries, enterprises and their associations is becoming increasingly fierce. In this regard, the issue of competitiveness becomes particularly relevant. The country's economy operates in conditions of unlimited competition, so national enterprises must constantly adapt to these conditions. Modern ports are the hubs of any economy. In the face of fierce international competition, improving their competitiveness is a strategic task. The competitiveness of an enterprise is its potential, capabilities, and flexibility in adapting to market relations. Aim and tasks. The main purpose of the article is to study the theoretical provisions of competitiveness and develop methodological recommendations for improving the efficiency of competitiveness management at enterprises, in particular the port industry. Research results. This article considers the concept of "competitiveness", as the ability to carry out their activities in the conditions of market relations and at the same time receive a profit sufficient for scientific and technical improvement of production, stimulating employees and maintaining products at a high level of quality. Various types, functions, classifications, security levels and methods for assessing the competitiveness of an enterprise are presented. Factors influencing not only the competition of enterprises in general, but also the port industry at the macro and micro levels were considered. Conclusion. The article identifies ways to increase the competitiveness of the enterprise: improving the quality of products, reducing prices for services and goods, introducing innovations and new technologies, searching for new opportunities. Special attention is paid to improving the competitiveness of Port industry enterprises and finding ways to improve it. One of the most effective tools for improving competitiveness of ports is the use of modern marketing tools.

Topicality. The need of introducing new strategies and services to the activities of freight forwarding companies in order to increase their own competitiveness and maintain their positions in the market in due to the growing number of logistics service providers such as NVOCC (Non-Vessel Operating Common Carrier) the services of traditional freight forwarders and their functional differences become unclear.Aim and tasks. The systematization of diversification`s types of the activities made by freight forwarding companies as a strategic direction of increasing competitiveness in the market of relevant services, determination of diversification strategy`s types and relevant areas of activity made by freight forwarding companies, development of an algorithm for implementing the diversification`s strategy of freight forwarding companies, formation of a management decisions’ list that should accompany the process of diversification freight forwarding companies.Materials and Methods. This scientific research was conducted in accordance with the logic and methodology of system analysis, the theory of transport processes and systems, as well as with the application of operations research methods. The theoretical basis of the study was the works of leading experts in strategic management, diversification of the activities of enterprises and the work of freight forwarding companies. The morphological method was used to substantiate the development directions of transport and forwarding services. Methods of analysis and synthesis were used to structure the process of development of freight forwarding services and to structure the process of development of a transport and forwarding company.Research results. Today freight forwarding companies are the first among all integrators of various transport services, which form certain delivery systems both for single shipments and for long-term transport services of regular deliveries, therefore the need of implementing a diversification strategy in the activities of enterprises is increasing so that the integration processes pass in a fully satisfactory manner. Since freight forwarding companies simply do not provide additional services to the transportation process, but are organizers and coordinators of cargo delivery, the main task of the freight forwarder is to free the cargo owner from solving issues related to cargo transportation. That is why there is a dependency between the range of services that freight forwarding companies can offer and the client's problems that these services can cause. Of course, it is more convenient and profitable for the client to transfer all types of cargo-related work to one company, which will completely take over the organization and implementation of the process without the involvement of third companies. In order for the implemented diversification strategy to bring only competitive advantages and positive consequences to the freight forwarding company, it is necessary to study and analyze the market, the behaviour of competitors, consumers and suppliers when developing a strategy and planning new areas of activity. It is no less important to distinguish the directions the diversification strategy in order for better understanding what goals should be aimed. Only with proper analysis, development of the goals and plans, understanding trends and taking into account possible risks, it is possible to accept the proper and desired results of the implementation of the diversification strategy of freight forwarding companies.Conclusion. Due to the fact that freight forwarding companies today are organizers and coordinators of freight transportation, they need to diversify their activities and range of services to fully satisfy the needs of consumers, which consist in acquiring a complete package of services that could free the cargo owner from solving any kind of issues, related to the transportation of goods. In order for the implemented diversification strategy to bring only competitive advantages and positive consequences to the freight forwarding company, it is necessary to study and analyze the market, the behaviour of competitors, consumers and suppliers when developing a strategy and planning new areas of activity.