The main factors of economic competition are considered, namely: people, time, money and quality. The ability to manage these factors through specific project management tools is reflected. The practical significance of each of the factors of economic competition is emphasized and the appropriate project management tool for the management of each of the factors on the example of companies in various sectors of the economy, based on research results or statistics. In particular, when considering the factor of economic competition "people", it is recommended to pay special attention to their role in improving the effectiveness of strategies implementation and changing the goal as a key quintessence of the organization, and for the development of this factor improved stakeholder assessment process is proposed, which is often used in project management to increase its competitiveness. Another tool in people management is analyzed - SCRUM teams, which have become especially popular globally. Research data on the level of their use in various areas of management are presented. To control the time parameter of economic competition, it is recommended to pay attention to the SMART technique, according to which the goals should be specific, measurable, achievable, relevant and limited in time. The importance of the "time" factor in the competitive environment is demonstrated by the example of postal companies and compared their level of competitive advantage according to this criterion, as well as those companies that responded quickly to restrictive measures during the Covid-19 pandemic and changed their priority projects to those that are more urgent today. Regarding the "quality" factor, analyzing the world's achievements, attention was paid to the effectiveness of using 14 principles of E. Deming, which still remain relevant. The "costs" factor is governed by classical and further tools such as budgeting and the popular E. Deming cycle. It is concluded that the use of various project management tools in the field of economic competition to increase the positive impact of its factors allows ensuring the desired level of competitiveness of the organization of any field of activity and at any stage of its life cycle. These tools are easy to use, versatile and practical.

Розглянуто сутність понять «економіка», «конкуренція», «економічна конкуренція» та «проектний менеджмент», виокремлено ключові чинники економічної конкуренції як гроші, час, якість та люди, відображено взаємозв'язок між даними чинниками та сферами управління проектного менеджменту, а саме часом, вартістю, якістю, працівниками та комунікаціями, підкреслено, що сфера управління ризиками хоч напряму не пов'язана з окремим чинником економічною конкуренції, однак вона охоплює усі аспекти управління в сфері економічної конкуренції, наведено коротку характеристику окремих інструментів проектного менеджменту за сферами управління та їх вплив на формування чи зміну ключових чинників економічної конкуренції, що сприятиме ефективному управлінню економічною конкуренцією загалом суб'єктами господарювання з метою підвищення рівня їх конкурентоспроможності на ринку.The essence of the concept of "economy", "competition", "economic competition" and "project management" is considered. In particular, it is emphasized that economic competition is a struggle between individual market participants, both producers and consumers, for territory, goods, services, customers, technologies, etc. In an effort to gain a competitive advantage, businesses are forced to purposefully manage this area, as, apparently, economic competition is a dynamic essence that requires changes and adjustmentes. The key factors of economic competition such as money, time, quality and people, which primarily contribute to its development and directly affect the relationship between market participants, their condition. Attention is drawn to the fact that as the decisions that are related to the improvement of business processes in the direction of gaining competitive advantage in terms of economic competition management, are projects, precisely through the use of project management allows to expand existing management tools. Based on such methods of analysis as comparison and generalization, the relationship between the key factors of economic competition and the areas of project management, namely: cost management, time, employees, communications, risks. It is noted that risk management, although not directly related to a particular factor of economic competition, but it covers all aspects of management in this area. A brief description of individual project management tools is given by areas of management and their impact on the formation or change of key factors of economic competition, which will contribute to the effective management of economic competition in general by economic entities to increase their competitiveness in the market. In particular, attention is paid to network graphs (arrow, precedence), Gantt graph, Ishikawa and Paretto diagrams, features of Scrum -command, budgeting, development of uncertainty plans and use of the scenario method. However, it is emphasized that the number of project management tools is much larger, and they can all be used effectively in the process of managing economic competition.

The article is devoted to the study of circular economy, its concept; the main circular business-models, their essence and advantages in the practical application based on the analysis of researches of their introduction and use in the world and domestic companies are analyzed; features of the development of circular economy in Ukraine in disclosure of researches of sources of financing of innovative activity and a share of innovative enterprises in general scale are revealed; the expediency of introduction of energy-efficient and energy-saving technologies at the enterprises within the limits of socially responsible production is substantiated. The results of the study showed that the development of the circular economy in Ukraine is at a much lower level compared to the world, due to negative factors such as ignorance of the population and entrepreneurs the necessity of circular economy transition, lack of full and perfect legislation, the unpreparedness of enterprises change in favor of environmental friendliness. However, it is still an enterprise that is ready to act and change by implementing environmental solutions, such as energy-efficient technologies, thus contributing to its competitive position. In the context of the need to move to a circular economy, scientists, politicians, businesses, consumers, public and international organizations are increasingly studying the basic principles and models, as well as their possible implementation and features of use. In addition, both domestic and international companies are trying to be socially responsible and implement energy-efficient technologies that reduce the consumption of energy resources, economic resources, increase the competitiveness of production. This means that both foreign and domestic companies, at the same time, must clearly understand the methods, ways, and opportunities to achieve the most competitive position as a socially responsible enterprise. Therefore, based on examples of implementation of methods and solutions in the field of circular economy in global companies, as well as using their experience, knowledge and skills, Ukrainian companies will be able to achieve at least the same level of social responsibility. However, it should be understood that these actions should be legally protected, which should serve as a regulatory framework developed by the state. Only with such bilateral work can Ukrainian enterprises and Ukraine in general become an example to follow for other countries.